Practice Question 5-22-24 Flashcards
Question
While preparing a project’s third progress report, the project manager identifies that the project will experience delays due to late material deliveries. The two previous project reports indicated that the project was on track.
What should the project manager do next?
A.Discuss it with the project team to determine the most appropriate way to respond.
B.Add it to the issue log and include it in the project report.
C.Contact the procurement manager to expedite delivery of the material.
D.Escalate the issue to the project owner and request a schedule change.
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
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/9 - Project Development/331 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Issue Log]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/10 - Project Communications Management/301 [Item]
Question
A company outsources the execution of a project with a fixed-price contract to a supplier. During execution, the supplier agrees to deliver additional customer requirements that were not included in the contract. To fulfill the expanded scope, both parties add more resources to keep the project on the planned schedule.
Which technique is being applied in this project?
A.Fast tracking
B.Crashing
C.Resource leveling
D.Lead and lag
Solution: B. Crashing
If the scope increases without increasing the schedule, the crashing technique achieves compression by adding more resources.
This question and rationale were developed in reference to:
PMP: Project Management Professional Study Guide, Nineth Edition, 9th edition (2018) Kim Heldman/Sybex/4/215 [Item]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//6.5.2.6/ [Item Crashing: a technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources or paying to expedite delivery to activities on the critical path.]
Question
A project manager is developing a project management plan to submit to the project sponsor in two weeks. The project sponsor, however, wants to review the early resource estimates before the deadline.
What should the project manager do?
A.Ask the sponsor to wait until the Work breakdown structure (WBS) is done.
B.Share a draft copy of the Budget Estimate Sheet (BES) with the sponsor.
C.Re-share the Statement of Work (SOW) with the sponsor.
D.Share a draft copy of the Resource Breakdown Structure (RBS) with the sponsor.
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.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/Res_14/83b71ea9-307a-4362-9704-19e840cd65f1 [Item]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.2.3.3/ [Item The resource breakdown structure is a representation of resources by category and type. Examples of resource categories include but are not limited to labor, material, equipment, and supplies. Resource types may include the skill level, grade level, required certifications, or other information as appropriate to the project.]
Question
A customer requested a change to a functionality that is being delivered in the next iteration. The specialist responsible for this functionality was recently assigned to another project.
What should the project manager do first?
A.Request a new resource from HR.
B.Request a new resource from the project sponsor.
C.Negotiate for the resource’s availability.
D.Tell the customer that the new change is not possible.
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.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/res_id17_org_article_fix1/3210b0c2-3297-4312-9729-
56382e737be3 [Item]
| PMI.org (2006) //https://www.pmi.org/learning/library/matrix-evolves-internal-conflicts4043// [Item]
Question
After 20% of a project was completed, the customer made the decision to change the provider for data center implementation. The new provider project manager requested a meeting with the customer to clarify how the project will be impacted if the requirements are not well gathered.
Which are the project areas that could be impacted if the requirements are not well gathered? (Choose 3.)
A.Cost
B.Quality assurance
C.Schedule
D.Quality customer service
E.Quality planning
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
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/use-process-assets-and-define-scope/ [Item]
Question
A project manager sends out requests for regular status meetings and daily standup meetings during the project setup phase. However, business stakeholders are declining the meetings.
What should the project manager do?
A.Check why meetings are declined
B.Re-share communications plan
C.Set up a project team ground rules
D.Hold a project kick-off meeting
Solution: A. Check why meetings are declined
The project manager should first check why the business stakeholders are declining the meetings. There could be a number of reasons, such as they are not aware of the importance of the meetings; they are too busy with other work; or they do not see the value in the meetings. Once the project manager understands the reasons why the meetings are being declined, they can take steps to address the concerns and ensure that the stakeholders are engaged and that the meetings are productive.
The other options are incorrect. Re-sharing the communications plan, is not necessary if the stakeholders have already received the plan.; setting up project team ground rules, is not relevant to the situation as the stakeholders,not team members, are declining meetings; and holding a project kick-off meeting, is too early in the project as the project setup phase has not yet been completed.
This question and rationale were developed in reference to:
Agile Approaches on Large Projects in Large Organizations (No Date) Brian Hobbs and Yvan Petit//2/2.7.4 [Item]
PMBOK Guide Seventh Edition (2022) ///[4.6.3 PLANS]
[2.4.4 COMMUNICATION]
Question
A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project’s chances of success?
A.Start developing the project management plan based on a previous project template from the project management office (PMO).
B.Conduct an impact analysis of the new initiative to determine how the project should be rolled out.
C.Plan a working session focusing on the scope, vision, and mission of the initiative.
D.Conduct benchmarking to determine the business viability of the initiative.
Solution: C. Plan a working session focusing on the scope, vision, and mission of the initiative
For any project success its critical to initially define vision and mission of the overall initiative even before focusing on detailed planning.
Project management plan, determining business viability or impact analysis should be carried out once the initiative is defined properly
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile for Project Managers, Chapter 2 - Agile concepts/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Project Resource Management/350 [Item]
Question
Since the beginning of a project, the product owner keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself.
What should the project manager have done earlier to change the product owner’s behavior?
A.Worked on different approaches of estimating to give confidence of the cost spent in each product increment
B.Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies
C.Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies
D.Worked on a fixed-price contract to switch the product owner’s attention to value instead of money
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 20 - Sprint execution/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item Educate stakeholders around why and how to be agile. Explain the benefits of business value based on prioritization, greater accountability and productivity of empowered teams, and improved quality from more frequent reviews, etc.]
Question
An organization is under a business transformation. The project manager has been assigned to a project related to one of the new business lines.
What should the project manager and team do before defining the scope of the project?
A.Lead a procurement meeting.
B.Create a work breakdown structure (WBS).
C.Adapt and tailor existing assets.
D.Sign off on the business case.
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.
This question and rationale were developed in reference to:
https://www.pmi.org/disciplined-agile/process/asset-management/asset-management-practices
Question
A project team is arranging user testing to be completed for a project but does not have a strong enough server to do so. The team orders a new server and postpones user testing.
What should the project manager do moving forward?
A.Eliminate the user testing from the project plan.
B.Utilize the current server to complete user testing.
C.Request to expedite the new server from the supplier.
D.Await the arrival of the new server and reevaluate timelines for user testing.
Solution: D. Await the arrival of the new server and reevaluate timelines for user testing.
The current server does not meet performance requirements for user acceptance testing. The project team has no choice but to wait for the new server capable of supporting the testing and then reevaluate timelines for user testing.
The other answer choices are incorrect. User testing is essential and cannot be eliminated; using the improper infrastructure for testing can lead to invalid test results; and the project manager may request the server be expedited, but that is not controllable and usually not feasible due to logistics arrangement.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.3.1/330 [Item]
Question
The team and product owner are reviewing user stories in the iteration planning meeting. While reviewing stories, it is identified that some of the high-value stories have more associated risks.
What should the agile project manager do?
A.Recommend that the team include risky stories in early iterations rather than later ones.
B.Recommend that the team choose stories with low risk for easy completion to keep team motivation high.
C.Work with the product owner to decide on the stories that should go during the iteration.
D.Use the Pareto analysis to decide which stories can be completed the fastest.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //10 Agile Risk Management/ [Item Agile for Project Managers : ]
| O’Reilly Platform (No Date) //7/ [Item Lean-Agile Software Development, Guy Beaver]
Question
What can a project manager do to communicate the formal project announcement and relevant information to stakeholders, and then gain their commitment?
A.Create the project charter.
B.Conduct a kick-off meeting.
C.Develop the communications management plan.
D.Prepare and distribute the responsible, accountable, consult, and inform (RACI) matrix.
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.
This question and rationale were developed in reference to:
e-Reads (No Date) //Effective Project Management: Traditional, Agile, Extreme, Fifth Edition./Chapter 5 - Conducting the Project Kick‐Off Meeting [Item]
| Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/6/195 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/3/ [Item Project Initiation and Project Communications Management]
Question
A project manager is leading a project with seven key stakeholders. What should the project manager consider as the most important part of stakeholder management?
A.Avoid challenging stakeholders.
B.Make changes to the project schedule in real-time.
C.Ensure all stakeholders receive the same information.
D.Establish good working relationships with all stakeholders.
Solution: D. Establish good working relationships with all stakeholders.
Relationships between the project manager, the project’s stakeholders, and the project team are very important. The most critical part of stakeholder management is relationships.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-relationships-stakeholder-circle-8092 [Item Project relationships are those relationships that occur between the project manager and the project’s stakeholders as well as those that occur among the project stakeholders themselves. This network, comprising all the relationships both within and around the project ( Bourne & Walker, 2003; Briner, Hastings & Geddes, 1996; Frooman, 1999), forms the project environment, or sphere of influence and support, on which a project depends for its very existence and has to be managed.]
Question
A project manager has just started building the team for a huge and complex project. The project manager is highly interested in having effective communication with their large team.
What should the manager do to achieve this?
A.Organize team activities to help team members express their interests.
B.Establish a process of sharing information with all team members.
C.Use timely and clear assessment of the situation with team members.
D.Allow free exchange of ideas and opinions between team members.
Solution: B. Establish a process of sharing information with all team members.
Building relationships with your stakeholders also helps to build trust between you, them, and your project team – and trust around the project. Trust is a key component of effective communication with others. Stakeholders who feel they can trust you are more apt to share information with you and be engaged in the project.
The other options are incorrect. Organizing team activities to help team members express their interests, might help to build morale and teamwork, but it would not necessarily improve communication. Using timely and clear assessment of the situation with team members is important, but it is not enough on its own. The project manager also needs to have a process for sharing information with team members. Allowing free exchange of ideas and opinions between team members is important, but it is not enough on its own. The project manager also needs to have a process for ensuring that all team members are aware of the project’s progress and that they have a way to communicate their ideas and concerns.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/managing-communications-effectively-efficiently-5916 [Item Arredondo, 2000). ]
Question
After completing the stakeholder analysis, the project manager is in the action planning phase. What should the project manager do with the stakeholders that have no interest or influence in the project?
A.Closely monitor these stakeholders
B.Highly encourage these stakeholders
C.Attentively focus on these stakeholders
D.Visibly harness these stakeholders
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199
Question
A vendor informs a project manager that the project’s equipment can be delivered earlier than anticipated. The project manager recognizes that this is an opportunity to complete the project ahead of schedule.
What should the project manager do next?
A.Request management approval.
B.Use the equipment offered.
C.Revise the project schedule.
D.Determine if there is a risk.
Solution: D. Determine if there is a risk
The project manager should determine if there is a risk before making any decisions. The early delivery of equipment could create a risk if the project team is not prepared to use it or if the vendor is unable to meet the quality standards. The project manager should assess the impact of the early delivery on the project schedule and budget, and review the vendor’s quality assurance process to ensure that the equipment meets the project’s requirements.
The other answer choices are incorrect. Requesting management approval is important, but it should not be done before the project manager has determined if there is a risk. Using the equipment offered could create a risk if the project team is not prepared to use it or if the vendor is unable to meet the quality standards. Revising the project schedule should not be done before the project manager has determined if there is a risk.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/3, 9 and 11/ [Item Identify Risks
Acquire Resources]
Question
A large risk to a project is identified, and the risk management plan is executed. Upon completion of the approved actions, what should the project manager do?
A.Update the risk management plan.
B.Revise the project schedule and the budget.
C.Update the lessons learned.
D.Identify new risks, and monitor residual risks.
Solution: D. Identify new risks, and monitor residual risks
PMBoK Sixth Edition states: “11.2 IDENTIFY RISKS
Identify Risks is the process of identifying individual project risks as well as sources of overall project risk, and documenting their characteristics. The key benefit of this process is the documentation of existing individual project risks and the sources of overall project risk. It also brings together information so the project team can respond appropriately to identified risks. This process is performed throughout the project
Identify Risks considers both individual project risks and sources of overall project risk. Participants in risk identification activities may include the following: project manager, project team members, project risk specialist (if assigned), customers, subject matter experts from outside the project team, end users, other project managers, operations managers, stakeholders, and risk management experts within the organization. While these personnel are often key participants for risk identification, all project stakeholders should be encouraged to identify individual project risks. It is particularly important to involve the project team so they can develop and maintain a sense of ownership and responsibility for identified individual project risks, the level of overall project risk, and associated risk response actions”
The correct answer is: “Identify new risks and monitor residual risks”
The distractors are valid
This question and rationale were developed in reference to:
e-Reads (No Date) ///Modern Corporate Risk Management: A Blueprint for Positive Change and Effectiveness by Glenn Koller, Chapter 7 - Solutions to the Problems-The Aftermath [Item]
| e-Reads (No Date) ///Practical Project Risk Management: The ATOM Methodology by David Hillson and Peter Simon, Chapter 9 - Just Do It (Implementation) [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/11/ [Item Identify risks]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter A1.7.9 control risk, pg 457 [Item]
Question
The project manager is having difficulties persuading stakeholders to adopt new technlogy in the project.
What should the project manager have done to avoid this resistance?
A.Invest in stakeholders’ communication
B.Provide technical support to stakeholders
C.Propose an agreement to stakeholders
D.Engage stakeholders as early as possible
Solution: D. Engage stakeholders as early as possible
The best way to avoid resistance to new technology is to engage stakeholders as early as possible. This means involving them in the decision-making process from the beginning and giving them a chance to provide input on the new technology. By engaging stakeholders early on, the project manager can assess their needs and concerns, address objections, build trust and rapport, and get their buy-in.
The other answer choices are incorrect. Investing in stakeholders’ communication is important, but it is not enough to avoid resistance. The project manager also needs to engage stakeholders early on. Providing technical support to stakeholders may help to address some of their concerns, but it is not enough to overcome their resistance. Proposing an agreement with stakeholders may be a good way to get their buy-in, but it is not as effective as engaging them early on.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/improve-stakeholder-management-9901 [Item Utilizing change management tools and techniques can help a project or program manager more effectively identify, plan, and engage stakeholders. This targeted approach can strengthen stakeholder assessment capabilities to build a better stakeholder management plan, communications plan, schedule, budget, and other project management tools. It can also help build value into the delivery of the changes themselves by strengthening adoption]
Question
A supplier reports that they are over capacity, which may delay their delivery. What should the project manager update?
A.Risk register
B.Stakeholder register
C.Issue log
D.Project schedule
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:
PMBoK, Sixth edition (2021) PMI/PMI/4 and 11/ [Item Risk Register and Lessons Learned Register]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/11.6/349 [Item]
| Project Risk Management Guidelines: Managing Risk in Large Projects and Complex Procurements (2005) Dale Cooper, Stephen Grey, Geoff Raymond and Phil Walker/John Wiley & Sons/7/ [Item]
Question
Due to increased price volatility, a vendor asks the project manager of a large development project to make a price change that will affect the project contract.
What should the project manager do?
A.Request the change control board (CCB) to meet with the vendor to discuss the change.
B.Execute the price change requested by the vendor and update the project contract.
C.Comply with the vendor’s request and update the project management plan.
D.Analyze the impact and submit a formal change request, if appropriate.
Solution: D. Analyze the impact and submit a formal change request, if appropriate.
The project manager should thoroughly asses how the proposed price change will affect various aspects of the project, including scope, budget, schedule, and quality. If it is determined that the vendor’s request would significantly impact the project, such as changes to the project’s cost, scope, or schedule, the project manager should submit a formal change request. Submitting a formal change request is the appropriate way to document and communicate the proposed change to relevant stakeholders and decision-makers.
Requesting a meeting with the CCB and the vendor is not the most efficient approach. It is important to keep the CCB informed of any potential changes to the project, but the project manager should first assess the impact of the price change before requesting a meeting.
Complying with the vendor’s request and executing the price change without prior analysis and approval disregards the need to understand how the change affects the overall project. The price change may significantly impact the project’s scope, budget, schedule, and other aspects, potentially leading to uncontrolled project changes. Further, it is important to get input from all stakeholders before making a decision.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.4.7 CHANGES]
Question
A project manager is leading a project to develop a new system for a government agency using a predictive approach. The project’s governance framework is designed to ensure that the system meets the needs of the stakeholders and complies with all applicable regulations. The project manager receives an approved change request related to a project’s governance framework.
What should the project manager do to implement this change?
A.Review the changes to the governance framework and update relevant planning documents.
B.Recalculate the durations of project activities affected by the change to the governance framework.
C.Put the project on hold until the impact of the governance framework can be assessed.
D.Submit the formal change request to the project steering committee for final approval.
Solution: A. Review the changes to the governance framework and update relevant planning documents.
The project manager needs to fully understand the nature and extent of the approved changes. Without a thorough review, it’s impossible to know how these changes will impact the project. After reviewing the changes, the project manager should update planning documents to ensure that the project aligns with the new governance framework and maintains alignment with stakeholder needs and regulatory requirements.
Recalculating the durations of project activities is not necessary until the project manager has reviewed the changes and determined their impact on the project.
Putting the project on hold is not necessary unless the changes require a major overhaul of the project plan. Putting the project on hold could be costly and disruptive; the focus should be on implementing the approved changes effectively.
Submitting the formal change request to the project steering committee is not necessary, as the change request has already been approved.
This question and rationale were developed in reference to:
Adv PM: A Structured Approach 4th Ed (Jan 1 2004 12:00AM) Frederick Harrison and Dennis Lock/Gower Publishing Co.//Change implementation and integration, page 253 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
Which is the process that the project manager performs to prioritize individual project risks for further analysis or action by assessing their probability of occurrence and impact, as well as other characteristics?
A.Quantitative Risk Analysis
B.Qualitative Risk Analysis
C.Identify Risks
D.Plan Risk Management
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.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/idbeta5/13aec16b-9482-47f7-88e6-72e3449b604f [Item This process allows you to prioritize individual project risks for further analysis or action so you can focus your energy on the risks that pose the greatest threat to the project.]
Question
A project manager has finished a qualitative risk analysis with their team. Which project documents may require updating based on this information?
A.Risk Register, Risk Report, Lessons Learned
B.Plan Risk Management, Assumption Log
C.Risk Register, Assumption Log, Issue Log, Risk Report
D.Risk Register, Risk Report
Solution: C. Risk Register, Assumption Log, Issue Log, Risk Report
The correct answer is risk register, assumption log, issue log, and risk report.
At a minimum, the risk register, issue log, assumption log, and risk report should be reviewed for revision upon completion of the qualitative risk analysis. Other documents, such as the lessons learned database and stakeholder register may require an update, but it is likely that the four above will be affected. The other answers are either incomplete or include possible optional but not the most likely affected documents.
The next step after qualitative risk analysis is to update those all-important project documents. These include:
Risk register: The results of qualitative risk analysis will largely be added to the risk register. These items include probability and impact assessments for each individual project risk, as well as priority levels, identified risk owners, risk urgency information, and risk categories. Risks judged to be a high priority should be separated for further analysis and response planning (in general, they should also be monitored more frequently). A watch list should also be created for low-priority risks.
Risk report: The risk report should be updated to indicate the overall project risk and the most important individual project risks, sorted by category and trends. It should also include a prioritized list and summary of all identified risks.
Assumption log: The log should be updated if new assumptions have come to light or new constraints have been identified during the process.
Issue log: This should be updated to capture any new issues you’ve discovered or changes in currently logged issues.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/idbeta5/13aec16b-9482-47f7-88e6-72e3449b604f
Question
A supplier for a regulatory project is responsible for making the component changes. The supplier is unlikely to meet the project schedule. Based on the risk response plan, the project manager secured stakeholder approval to use paper forms until the component changes go live. It is still possible, however, that the paper form changes may not be ready in time.
Which risk type is the project manager facing in this situation?
A.Secondary risk
B.Residual risk
C.Primary risk
D.Compliance risk
Solution: B. Residual risk
The correct answer is a residual risk.
Residual risks are the leftover risks that are expected to remain after the planned response of risk has been taken. In this case, the residual risk is the chance that the paper form changes may not be ready in time; there isn’t much the project manager can do to prevent this delay.
A residual risk is a risk that remains after risk responses have been implemented.
A secondary risk is a risk that arises as a direct result of implementing a risk response.
Risk responses, when implemented, can have potential effects on the objectives and as such, can generate additional risks. These are known as secondary risks and are analyzed and planned for in the same way as those risks that were initially identified. There may be residual risks that remain after the responses are implemented. The risk is that the supplier is unlikely to meet the project schedule. Even after consulting the risk response plan, it is still possible that the risk remains.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/overall-project-risk-assessment-models-1386 [Item]
| PMI.org (2016) //https://www.pmi.org/learning/library/isd-project-performance-residual-risk-10223// [Item]
The Standard for Risk Management in Portfolios, Programs, and Projects (2019)
Question
After weeks of dealing with conflicts, compromising, and achieving the project goal, team members are focusing on documenting the lessons learned to be shared with stakeholders, sponsors, and future project teams.
What phase are they most likely in?
A.Forming
B.Storming
C.Performing
D.Adjourning
Solution: D. Adjourning
During this final phase, the successful completion of the project is often celebrated, and the team members focus on documenting the lessons learned as part of the project closure activities. A team that has successfully built trusting relationships is likely to be better equipped to honestly evaluate its processes, issues, and achievements to glean the lessons that can be shared with stakeholders, sponsors, and future project teams.
The other answer choices are incorrect. They describe prior stages before lessons learned are documented to be shared with stakeholders, sponsors, and future project teams. The team has already handled conflicts, made compromises, and achieved the project goal, the team would then enter the adjourning stage.
This question and rationale were developed in reference to:
Building a trust-based team (pmi.org)
PMBOK Guide Seventh Edition (2022) ///[4.2.6.1 Tuckman Ladder]
Question
A project’s outcome is highly sensitive to and dependent upon financial market activity. Therefore, the company’s financial advisor delivers daily exchange-rate forecasts. The project’s budget was planned using a conservative scenario with high exchange-rate variations. The project manager now wants to review this budget to update the probability and impact of a possible new scenario using current financial conditions.
To what should the project manager refer?
A.Stakeholder register
B.Risk register
C.Lessons learned
D.Marketplace conditions
Solution: B. Risk register
The correct answer is the risk register.
A risk register is a repository in which outputs of risk management processes are recorded. The risk register captures details of identified individual project risks. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks.
The other answers are incorrect because they do not contain all of the information needed.
A stakeholder register is incorrect because a stakeholder register is a project document that includes information about project stakeholders including an assessment and classification of project stakeholders.
Lessons learned is incorrect because they reflect the knowledge gained during a project, which shows how project events were addressed or should be addressed in the future, for the purpose of improving future performance.
Marketplace conditions are factors external to the organization that can enhance, constrain, or have a neutral influence on project outcomes. Marketplace conditions include competitors, market share, brand recognition, technology trends, and trademarks. The marketplace conditions option is incorrect because the company’s financial advisor delivers daily exchange-rate forecasts, and the project manager wants to review the budget to update the probability and impact of a possible new scenario.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [Item] | PMBoK, Sixth edition (2021) PMI/PMI/11/ [Item Risk Register]
Question
A project incurs a 4-week delay. If delayed another 2 weeks or longer, the project will be penalized. In order to be able to deliver on time, the team is offered an appealing financial compensation and 2 days of vacation.
What theory is being applied?
A.Achievement theory
B.Expectancy theory
C.Maslow’s theory
D.Contingency theory
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/motivating-construction-productivity-learning-disciplines-5731 [Item Expectancy theory argues that the motivational force to perform or expend effort is a multiplicative function of the expectancies that individuals have concerning future outcomes and the value they place on those outcomes.]
| PMP: Project Management Professional Study Guide, Nineth Edition, 9th edition (2018) Kim Heldman/Sybex/9/408 [Item]
Question
A project manager with a directive behavioral orientation is leading a virtual team of software developers. The project manager wants to build a high-performing team that is motivated and productive. The team is working on a complex project with a tight deadline.
How should the project manager lead this team?
A.Build rapport and develop strong relationships with team members.
B.Motivate team members with achievement awards.
C.Influence team decisions and control the delivery process.
D.Implement communication channels to announce task completion.
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/successful-motivational-techniques-virtual-teams-8161 [Item]
Question
A project team often asks questions about the rationale for their work and how the client perceives their progress and deliverables. What should the project manager do to build trust and get the team engaged?
A.Share feedback and invite team members to status meetings with the stakeholders.
B.Assure the team that the client is happy and you are handling the expectations.
C.Present the project plan and progress report to the team with regular updates when revised
D.Compare the pending tasks to the completed tasks so the team has a sense of accomplishment.
Solution: A. Share feedback and invite team members to status meetings with the stakeholders
The concern is based on the relationship with the client so we should engage the team members on that process of the project.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki/Wiley/Chapter 10: Agile Project Management/Implementing APM Projects [Item Adding more functions and features to the solution and implementing them at the same time sounds great. The client and the end user can benefit from whatever business value can be attained, experience the solution unfolding over short time periods, work with the solution, and provide valuable feedback to the developers about further additions and changes to the solution. But there is another side to this story, and that is the implementation of a constantly evolving solution. Iterations and cycles are short duration—2 to 4 weeks is typical. The end users will give up and surrender if you expect them to change how they do their work by implementing a new solution every few weeks. How about your organization? What is its organizational velocity? Can it absorb change that fast? Most can’t or won’t. So what are the client and the project manager to do? Getting frequent client feedback is critical to discovering the complete solution and ultimately to project success, but the organization can’t absorb change as fast as the APM models would like. There is also the question of the project team’s ability to support frequent releases. Training, documentation, and a support group are needed. Let’s see, what release are you using again?https://learning.oreilly.com/library/view/effective-project-management/9781118729311/9781118729311c10.xhtml]
| https://snippets.pmi.org/snippet/7-ways-to-build-your-leadership-skills/ [Item]
Question
Which of the following combination of approaches should a team lead take to have a highly motivated and high-performing project team? (Choose three)
A.Build strong relationships, Provide context to work and the big picture, Implement customized incentives.
B.Ensure team peer review is done, Emphasize on team performance management, Prioritize individual rewards
C.Emphasize on team dynamics, Plan and deliver regular training on team dynamics, Hold regular team building activities
D.Foster a competitive environment, Prioritize reward for team member excellence, Hold regular team meetings
Solution: A, B and C. Build strong relationships, Provide context to work and the big picture, Implement customized incentives, Ensure team peer review is done, Emphasize on team performance management, Prioritize individual rewards and Emphasize on team dynamics, Plan and deliver regular training on team dynamics, Hold regular team building activities
Competitive environments don’t help with motivation and high performance for all team members.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/motivate-teams-to-achieve-better-outcomes/ [Item]
Question
A project manager is working on a critical project for which historical data is unavailable. This may put the project at risk.
What should the project manager do?
A.Plan project execution based on stakeholders’ risk appetites.
B.Develop the project management plan to identify and prioritize opportunities and threats.
C.Inform the sponsor of the risk involved, then continue with project delivery.
D.Develop a risk management plan and inform key stakeholders about the risks involved.
Solution: D. Develop a risk management plan and inform key stakeholders about the risks involved
The correct answer is to develop a risk management plan and inform key stakeholders about the risks involved. Historical records and data from past projects help to identify common risks and prevent repeating mistakes. Historical data is used to identify systemic risks and automate their treatment. Without historical data, the project manager must start from scratch to create a detailed risk management plan. It is integral to the success of any project that stakeholders are kept engaged and aware. This is especially important given the lack of historical data.
A risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. A risk management plan should align with the organization’s risk tolerance. Planning the project based on stakeholders’ risk attitudes is not effective on its own. Not all stakeholders will have the same risk appetite, risk management also needs to be aligned with the overall organization. Opportunities and threats are identified as part of the risk management plan, which is a component of the overall project management plan. Simply informing the sponsor will not provide a mitigation strategy should the risk occur.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/403 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/17/ [Item]
Question
Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly. This requires some action so that project performance is not impacted.
Which project document will be used to record and track this?
A.Issue log
B.Risk register
C.Lessons learned
D.Project management plan
Solution: A. Issue log
The correct answer is the issue log.
The issue log is a project document where all the issues are recorded and monitored. An issue is a current condition or situation that may have an impact on the project objectives. An issue log is used to record and monitor information on active issues. Issues are assigned to a responsible party for follow up and resolution.
A risk register is a repository in which outputs of risk management processes are recorded.
The project management plan is the document that describes how the project will be executed, monitored and controlled, and closed.
Lessons learned is the knowledge gained during a project, which shows how project events were addressed or should be addressed in the future, for the purpose of improving future performance.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3 The Role of Project Manager/96 [Item 4.3.3.3 ISSUE LOG]
Question
After the kickoff meeting for an industrial project, the assigned project manager must lead the team in identifying project risks. As team members are distributed in 6 countries, which risk identification method is best used in this situation?
A.Affinity diagram
B.Decision tree analysis
C.The Delphi technique
D.Monte Carlo analysis
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.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI// [Item]
| PMBOK Guide Sixth Edition (2018) /// [Item]
| Practice Standard for Project Risk Management (7/1/2009) Project Management Institute/PMI// [Item]
Question
A company, which is conducting a critical bidding process, included a penalty clause in an agreement specifying that the selected supplier must pay a significant liquidated damages penalty in the event of non-performance. Given that this bidding process is extremely attractive to the supplier with a medium risk threshold, how should the supplier’s project manager budget for it?
A.Increase the quote to mitigate the risk and support the above clause.
B.Advise management not to participate in the request for proposals (RFP) since it is a big risk.
C.Advise management to purchase insurance coverage to transfer the risk and include it in the budget.
D.Record it as a risk in the risk register and review it regularly to avoid the penalty.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project Risk Management/443
PMBOK Guide Seventh Edition (2022) ///[2.8.5.1 Threats] [2.8.5 RISK] [2.5.6 WORKING WITH PROCUREMENTS]
The Standard for Risk Management in Portfolios, Programs, and Projects, 2019 [4.6 PLAN RISK RESPONSES]
| PMI.org (1999) //https://www.pmi.org/learning/library/effective-project-risk-management-process-5311// [Item]
Question
Several team members are discussing the project manager’s management techniques and the team cannot agree if the focus is on management or leadership. What is the valid option?
A.Acts as a manager as it focuses on control, efficiency and effectiveness
B.Act as Leader as you join People, Direction and Speed
C.Act as a manager as you enter Command and Doing the right things
D.None of the above
Solution: D. None of the above
This question and rationale were developed in reference to:
PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/1/66 [Item]
Question
A project manager is managing the build of an off-shore data center. In addition, the project manager is the custodian of the assets procured by the project. The project manager is informed by a team member that an asset was lost, and the team member is ready to pay for the missing asset.
How should the project manager handle this situation?
A.Request your team member to purchase, replace and update the asset register with a new asset tag
B.Inform the customer, purchase the new asset, and update the asset and risk register
C.Inform management, replace the asset with the help of an insurance claim, and update the asset register
D.Inform customer and management immediately, launch an investigation, update the risk register and take action based on outcome
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11 PROJECT RISK MANAGEMENT/439
The Standard for Risk Management in Portfolios, Programs, and Projects (2019)
Question
A project manager is leading a complex initiative with diverse stakeholders and must cultivate strong stakeholder relationships. The project manager also has to build a shared understanding of the project with all stakeholders.
What should the project manager do?
A.Facilitate interactive workshops to discuss goals and expectations.
B.Conduct detailed stakeholder mapping exercises.
C.Deliver formal presentations summarizing project updates.
D.Distribute comprehensive project documentation for individual review.
Solution: A. Facilitate interactive workshops to discuss goals and expectations.
By facilitating interactive workshops, the project manager can cultivate strong stakeholder relationships and build a shared understanding of the project.
The other answer choices are incorrect. While stakeholder mapping is crucial for identifying and understanding stakeholder interests, it primarily serves as a preparatory step. It doesn’t directly address building understanding or relationships. Formal presentations may be one-way and may limit engagement and understanding, as stakeholders have fewer opportunities to clarify doubts or contribute input. This can also lead to a more passive relationship with the project. While providing project documents is valuable, relying solely on individual review lacks the direct interaction and discussion necessary for building shared understanding and strong relationships. Stakeholders might have different interpretations or questions that wouldn’t be addressed in this format.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-relationships-stakeholder-circle-8092
Question
You are managing a project with significant regulatory aspects. A vendor responsible for a core module is undergoing an organization-wide transformation and it is unlikely that the deliverable will be ready on time. Your risk mitigation plan is to use paper forms until the module is implemented but this strategy is likely to slow down the frontline interactions.
What kind of risk could you introduce to the project?
A.Secondary risk
B.Residual risk
C.Primary risk
D.Compliance risk
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/overall-project-risk-assessment-models-1386 [Item]
Question
In a hybrid project, the project manager receives a notification that, in response to a recent court decision, a new project requirement must be incorporated into the project scope. What should the project manager do?
A.Accept the new requirement as part of the project scope.
B.Exclude the new requirement from the project scope.
C.Submit a change request to the change control board (CCB).
D.Incorporate the new requirement after meeting with stakeholders.
Solution: C. Submit a change request to the change control board (CCB).
The CCB is responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. In a hybrid project, it is important to balance the need for agility and adaptability with the need for control and predictability. Following a formalized change control process and submitting a change request to the CCB will help to achieve this balance by providing a structured way to assess and approve changes to the project scope. The CCB will evaluate the impact of the new requirement on both the predictive and agile aspects of the project and make an informed decision.
The other options are incorrect because they lack a structured evaluation process and may lead to uncontrolled scope changes.
It’s crucial to avoid hasty decisions and assess the impact of the new requirement before accepting or excluding it from the scope. In a hybrid project, maintaining agility and adaptability is essential, and outright exclusion without evaluation can limit these qualities. Bypassing the formal change control process can lead to uncontrolled scope expansion.
Incorporating the new requirement after meeting with stakeholders does not follow the formal change management process. After the CCB reviews and approves the change request, the project manager can then involve stakeholders to ensure alignment and understanding.
This question and rationale were developed in reference to:
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10.1/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES]
Question
A real estate organization conducts a monthly review of its strategic project portfolio.
Project A
Project B
Start date
March 2016
May 2017
Expected completion date
April 2019
July 2020
Project manager
PM-A
PM-B
During a review in March 2018, it was found that Project B is experiencing problems that had previously not been identified in its risk management process. With Project A starting approximately one year prior, what information should be requested from Project A so that Project B may take preventive and/or corrective actions?
A.Work performance reports
B.Lessons learned repository
C.Issue log
D.Activity list
Solution: B. Lessons learned repository
This portfolio contains a set of projects that are structured to achieve the organization’s strategic objectives. Since both projects are within this portfolio, the projects have similar external factors. Thus the lessons learned from Project A may benefit Project B. The lessons learned repository contains what went well, and what did not. All projects should update their lessons learned registry throughout the lifecycle of the project so that other projects may benefit.
The issue log will not list the challenges that Project B is facing since they are different projects. The activity list for the two projects is different and will not contain what went well or not. The work performance reports are high-level reports that will only provide variance analysis, earned value data, and forecasting information.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.4.3.1/104 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/Increase Opportunity for the success/4314 [Item]
Question
A project manager works at a private aerospace company. Risk management has become one of the top priorities of the company.
Which is the first step the project manager needs to take while doing risk management?
A.Risk analysis
B.Risk acceptance
C.Risk identification
D.Risk register
Solution: C. Risk identification
The correct answer is risk identification.
Once the risk management scope and objectives are agreed upon, the process of identifying risks begins, with care taken to distinguish genuine risks from nonrisks, such as concerns and issues. It is unlikely that all risks are, or even can be, identified at the outset. Over time, the level of risk exposure may change as a result of the decisions and actions taken previously and of externally imposed changes
Risk analysis happens after risk identification.
Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
The risk register is an output of the risk identification process that captures the details of identified individual project risks.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/421532/Effectively-Managing-Risks-During-Project-Execution [Item Effectively Managing Risks During Project Execution
Saleh Wadei - December 4, 2017]
The Standard for Risk Management in Portfolios, Programs, and Projects (2019)
Question
The degree to which risk management is pursued can be the difference between success and failure.
In an attempt to avoid project failure, what risks should be assessed and categorized?
A.All identified risks
B.Only risks identified as high probability of occurrence
C.Only risks identified as high potential impact
D.All risks identified as high probability of occurrence and high potential impact
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.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/421532/Effectively-Managing-Risks-During-Project-Execution [Item]
PMBOK Guide Seventh Edition (2022) /// [Item]
Question
Tools, such as checklists, brainstorming, SWOT analysis, and assumptions analysis are used for which of the following?
A.Risk sharing
B.Risk identification
C.Risk analysis
D.Risk enhancement
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-risk-management-issues-management-7267
PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project Risk Management/414-415 (11.2.2 Identify risks: tools and Techniques)
Question
What leadership quality must a project manager have?
A.Honesty
B.Aggressiveness
C.Powerful
D.Servant leader
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.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/blog-post/67865/How-Will-Citizen-Development-Impact-Leadership–Decision-Making-and-How-Projects-are-Run–Part-1 [Item https://www.projectmanagement.com/blog-post/67865/How-Will-Citizen-Development-Impact-Leadership–Decision-Making-and-How-Projects-are-Run–Part-1
How Will Citizen Development Impact Leadership, Decision-Making and How Projects are Run? Part 1
Question
An organization conducted an external audit in an Offshore Data Centre (ODC). The audit team noticed that the project manager is using an old version of the risk register template. The auditor raised a Non-Conformity (NC).
How could the project manager have avoided this gap?
A.It is not the project manager’s mistake since they are using the risk register template provided by their organization
B.It is always better to conduct one round of internal audit before allowing an external audit to avoid such a gap
C.It is suitable to conduct a risk management plan before preparing the risk register
D.It is appropriate to update the risk register with a new template and close the NC
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project Risk Management/404 [Item 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, selected project team members, key stakeholders, or team members who are responsible to manage the risk management process on 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.]
PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project Risk Management/457-458
Question
During the fourth iteration of an agile project, the customer requests a technical change to the development of the project deliverable.
What should the project manager do in this situation?
A.Update the project scope for this change and inform the sponsor
B.Inform the project team of the request, have them decide how to proceed with development, and have them coordinate the changes with the stakeholders.
C.Work with the stakeholders to decide how best to proceed and communicate the process changes to the project team.
D.Calculate the impact of the customer’s request on the schedule performance index (SPI) and communicate this to the sponsor.
Solution: B. Inform the project team of the request, have them decide how to proceed with development, and have them coordinate the changes with the stakeholders
The best choice is for the project manager to notify the team of the request, and have them proceed with the development.
The other choices involve first approaching the sponsor or stakeholders, which is not correct. The customer requested a technical change, which is within the team’s scope to decide how to address. Since this is an agile project, the team will consider the change and develop options, and involve the appropriate stakeholders.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//9/ [Item]
| O’Reilly Platform (No Date) /// [Item Team Empowerment: 20 Ways to Get There
by Glenn Parker, Published by HRD Press, 2010, Empowered to do what?]
| The Agile Practice Guide (No Date) PMI/PMI/2/9 [Item]
Question
A project manager is working with a new team on an agile project. The team is regularly missing milestones and are unable to meet the pace of the sprints.
How should the project manager proceed?
A.Contact the sponsor to see if additional budget can be made available to incent the team members financially to improve performance.
B.Reference earlier sprints completed by the team and modify future sprints to align with the team’s velocity to enable success.
C.Reach out to stakeholders to identify individuals with more experience to replace the slower project team members.
D.Train the team on how to use Kanban to improve their overall performance.
Solution: B. Reference earlier sprints completed by the team and modify future sprints to align with the team’s velocity to enable success
“Referencing earlier sprints…” (Correct option) The best indicator of team capacity is the historical velocity metric and the delivery plan should take that in account prior to any solid commitment by the team.
“Contact the sponsor…” additional compensation will not necessarily lead to increased productivity.
“Additional budget” will not determine the velocity of the team. Agile is all about team velocity and not “individuals with more experience”.
“Kanban” helps to limit work-in-progress for better efficiency.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//Coaching at the beginning/75 [Item]
| Succeeding with Agile (No Date) //15/ [Item]
Question
A key stakeholder has submitted several requests for new functions for a product under development. The project manager just completed the scope definition for the product’s next version release and communicated the scope statement to all stakeholders.
What should the project manager do next?
A.Revise the communications management plan to define the number of new feature and function requests that can be submitted.
B.Review the acceptance criteria for the product deliverables as defined in the scope statement.
C.Meet with stakeholders to emphasize their alignment with product objectives and the goals of the project.
D.Review the scope management plan to determine how new functionality requests are to be accommodated.
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.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/5/188-191 [Item]
| PMBOK Guide Sixth Edition (2017) //X3.3.3 EXECUTING PROCESS GROUP/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5.3/147 [Item]
Question
At the end of an iteration, a team member tells the project manager that a planned task is unfinished because of an issue that appeared days ago but could not be resolved. Why should the project manager discuss the issue during the retrospective to prevent this type of situation in the future?
A.It is a timely opportunity to discuss issues and ideas for improvement to encourage team-based problem solving.
B.It allows the project manager to address the issue during a demo, which leads to high levels of buy-in from the team members.
C.The team member will have the opportunity to resolve the issue before the retrospective.
D.The project manager can emphasize how to maximize the time available to resolve the issue.
Solution: A. It is a timely opportunity to discuss issues and ideas for improvement to encourage team-based problem solving
The retrospective allows issues with the execution approach to be identified and discussed in a timely fashion along with ideas for improvements. Retrospectives are a primary tool to manage project knowledge and develop the team through discussions of what is working well and team-based problem solving.
A retrospective does not require presenting a demo, so that choice is not correct. In addition, nothing in the question suggests that a demo would be helpful in preventing recurrence of the issue.
The other choices speak to resolution of the issue at hand, but do not answer the question, which asks how a retrospective might help in preventing future occurrences.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Apendix X3/X3.3.3 [Item]
| Project management the managerial process (2009) Erik W. Larson/McGraw-Hill/17/590/591 [Item]
Question
The stakeholders and project team working on an agile project meet with the project manager at the end of an iteration. The project manager learns that the schedule is slipping, although all work was planned to meet the high-level objectives outlined in the project scope.
What should the project manager have done to keep the project on track?
A.Worked with the team to understand their expectations of using the agile approach.
B.Empowered team members to self-organize specific tasks to meet the objectives.
C.Prioritized work that could have had an early finish to allow for early benefits realization.
D.Selected and sequenced the work in order to meet the high-level objectives.
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.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/1/22 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Appendix 3/670 [Item]
Question
An agile project team has implemented design changes over several iterations. The data privacy officer is concerned because their team wasn’t involved in these decisions.
How should the project manager address these concerns?
A.Ensure that a data privacy team member attends every future daily standup.
B.Request the data privacy officer assign a data privacy team member to join the project team.
C.Set up a meeting with the data privacy officer to identify and implement a process to meet requirements.
D.Meet with the project owner to reverse the changes the project team made without consulting the data privacy team.
Solution: C. Set up a meeting with the data privacy officer to identify and implement a process to meet requirements.
Scheduling a meeting fosters open communication and allows for the collaborative development of a process to integrate security considerations into future iterations.
The other answer choices are incorrect. While including data privacy in future standups is beneficial, it might not address past decisions or establish a long-term communication strategy. Adding a permanent team member might not be necessary. The best approach should be determined collaboratively. Reversing changes disrupts the agile process and disregards past efforts. The project manager should focus on moving forward with a clear data privacy process.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//13/234 [Item]
PMBOK Guide (6th edition) Chapter 13: Agile Project Management: This chapter outlines communication and collaboration strategies for Agile projects.
PMI Article - “Agile Security: Integrating Security into Your Agile Process”: https://www.pmi.org/learning/library/agile-project-management-mandate-changing-requirements-7043
Question
A project manager and team have worked together in a predictive project management environment for five years. The organization has decided to implement agile project management and trains the project manager on this approach. The team begins their next project using agile, but after five sprints the team still is dependent on the project manager to make decisions related to the project.
How can the project manager help the team?
A.Regularly provide the team members feedback on all tasks.
B.Inform the team that they can make their own decisions.
C.Appoint a different project team with agile project management experience.
D.Support the team and mentor them on how they can make their own decisions related to the project.
Solution: D. Support the team and mentor them on how they can make their own decisions related to the project
The correct choice would be for the project manager to support and mentor the team in making its own decisions. While predictive project management relies on the project manager to direct the work, agile emphasizes self-organizing teams. Since the team in this question had been operating in a predictive environment, they need training in agile methods, which the project manager should promote.
Simply informing the team that they can make their own decisions is inadequate; the team needs more support in adopting agile practices.
Regularly providing team members feedback on all tasks would be reverting to predictive practices, and does not promote an agile environment.
Appointing an experienced agile team instead of developing the current one is unfair to the existing team, and in doing so, the PM would be shirking their responsibility to support the team.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//10/185 [Item]
| O’Reilly Platform (No Date) //5 Key 3: Begin Devoloping Teams to Replace the Hierarchy/10 [Item The 3 Keys to Empowerment
by John P. Carlos; Alan Randolph; Ken Blanchard
Published by Berrett-Koehler Publishers, 1999]
Question
A project management organization needs to assess the performance of two project teams. Both projects have the same scope of work, but Team 1 works virtually and has calculated 100 story points, while Team 2 works in the office and has calculated 80 story points.
Which team has the better performance?
A.Team 1 because they work virtually.
B.Team 2 because they work in the office.
C.Team 1 with 100 story points performed better than Team 2 with 80 story points.
D.Team 2 with 80 story points performed better than Team 1 with 100 story points.
Solution: C. Team 1 with 100 story points performed better than Team 2 with 80 story points.
In Agile project management, story points are a measure of effort and complexity for the work to be completed. A higher number of story points indicates a larger amount of work. Therefore, Team 1, which has completed 100 story points, has accomplished more work than Team 2, which has completed 80 story points. The number of story points completed is a key performance indicator in Agile projects, and higher values generally indicate better performance.
The other answer choices are incorrect. The opposite scenario suggests that Team 2 performed better despite having fewer story points. This challenges the assumption that higher story points indicate better performance. Team location does not necessarily factor in performance. In this case, the virtual team performed better than the in-office team.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //14.6.1.7/ [Item Book: Agile foundations]
| O’Reilly Platform (No Date) //2/ [Item Agile Metrics in Action: How to measure and improve team performance
by Christopher W. H. Davis
Published by Manning Publications, 2015
https://learning.oreilly.com/library/view/agile-metrics-in/9781617292484/kindle_split_020.html]
Question
A project team has an after-hours get-together. One of the team members who was recently hired and new to the team did not receive an invitation to the get-together. At the next few standups, the new employee is visibly upset and does not participate much during the sessions.
How should the project manager address this situation?
A.Schedule another after-hours get-together and invite the new team member.
B.Meet with the new team member to talk about their concerns.
C.During the next standup, ask the new team member to participate more.
D.Invite the new team member to meet after-hours to discuss the project.
Solution: B. Meet with the new team member to talk about their concerns
“Meet with the…” (Correct option) The individual may be affected by the situation, however, the distraction could be something entirely unrelated. While the Servant Leader should empower the team, this is a sensitive issue which is best handled at an individual level.
The other options do not address the question as there is a lack of investigation into the root cause.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//7/117 [Item]
| O’Reilly Platform (No Date) //8/ [Item Agile Foundations]
| The Agile Practice Guide (No Date) PMI/PMI//50 [Item “The servant leader together with the team may decide to address other behaviors.”]
Question
The director of security compliance is upset because the compliance team has not been informed about the product design decisions taken by the agile team members over the past five iterations.
What should the project manager do to start correcting the situation?
A.Invite a delegate from the security compliance team to attend the daily standup meetings.
B.Ask the security compliance director to assign a delegate from the compliance team to work full time with the agile team.
C.Meet with the security compliance director to determine a strategy to fulfill the compliance requirements.
D.Ask the product owner to increase the budget to add iterations for the re-work needed for compliance.
Solution: C. Meet with the security compliance director to determine a strategy to fulfill the compliance requirements
The project manager should interactively collaborate to understand and implement the key stakeholder’s needs throughout the project duration, rather than assume a specific method of interaction.
The other answer choices may come after meeting with the security compliance director and reviewing the compliance requirements. This will start correcting the situation.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//13/234 [Item]
| O’Reilly Platform (No Date) //10.3/ [Item Agile Foundations - Principles, practices and frameworks
by Peter Measey]
Question
A project manager is responsible for a new agile project that is global in nature. After a few sprints have been completed, the quality assurance team, based in a different country from the PM, has generated a long defect list. The PM is certain that these issues are not related to project quality, but are from language misinterpretation.
What should the project manager do to address these issues
A.Request additional budget to hire a local quality assurance team.
B.When the project is nearing completion, merge the development team with the quality assurance team to test the deliverables.
C.Meet with the quality assurance team to criticize the list they provided.
D.While performing sessions with the full project team, review the project requirements and their descriptions.
Solution: D. While performing sessions with the full project team, review the project requirements and their descriptions
The best response is to review project requirements with the entire team at a meeting, so that a common understanding can be reached, since the project manager believes that language misinterpretations are the root of the problem.
Criticizing the quality team is inappropriate, as there is no indication that they are performing incompetently. Since this is a global project, hiring a local team (which presumably speaks the project manager’s language) will not address the project needs to have diverse representation, and would be unfair to the existing quality team.
Merging the quality and development teams near the end of the project is unwise, as it may lose opportunities to address problems sooner. In addition, in many organizations, quality must be assessed by a department independent of other functions.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/2/68 [Item]
| O’Reilly Platform (No Date) //3/ [Item https://learning.oreilly.com/library/view/managing-virtual-teams/9781631574061/Chapter_03.xhtml]
Question
A project manager has started a new project with a 24 month timeline. Soon after the kickoff, the sponsor informs the project manager that the timeline needs to be shortened to 6 months.
What should the project manager do in this scenario?
A.Focus on developing a minimum viable product (MVP) by referencing the product backlog for items with the highest prioritization that can be completed in the new timeline.
B.Refer to the product backlog to identify the items that can be completed in the shortest amount of time and add them to the project to complete in the new timeline.
C.Work with the sponsor to increase the budget to hire vendors to develop the deliverables in the compressed timeline.
D.Implement fast tracking and record this timeline change in the risk register.
Solution: A. Focus on developing a minimum viable product (MVP) by referencing the product backlog for items with the highest prioritization that can be completed in the new timeline
The best approach to meet such an aggressive timeline is to re-evaluate the scope based on stakeholder value, and focus on the highest priority features that can be delivered within the allotted time, i.e., the concept of Minimum Viable Product (MVP).
Simply identifying the items in the product backlog that take the least time to complete is incorrect, as it does not consider stakeholder value, and could result in a product with lots of low-value features.
The choices for increasing the budget to hire more resources (crashing) and fast tracking (parallel pathing tasks normally done in series) are incorrect. Although they represent common ways to compress a timeline and retain the full scope, it is questionable whether a project schedule could be shortened by 75% with these techniques. It is more realistic to concentrate on a reduced scope (MVP) that delivers the highest priority features.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 2/ [Item Agile Project Management: Creating Innovative Products, Second Edition
FINAL THOUGHTS
Traditional project management methods focus on adhering to plans for scope, schedule, and cost. But this formula often causes teams to deliver lower value. Plans rapidly go out of date, but business goals and objectives tend to remain—how to meet them changes. By focusing on value, both current and future, teams can align themselves with the goals of the organization much more effectively. Whether it’s explicit valuing of product capabilities (Chapter 8), embracing technical excellence (Chapter 9), or changing measures of success (Chapter 13), defining practices that help teams deliver on “value over constraints” will be a major theme of this book (see Figure 2-1).]
| O’Reilly Platform (No Date) //Chapter 7 Minimum Viable Product (MVP)/ [Item Getting to Market With Your MVP]
| PMBoK, Sixth edition (2021) PMI/PMI/6/ [Item Schedule Compression]
Question
After monitoring a product’s development after the first three releases, the product owner wants to launch a product even though it lacks some features identified in the minimum viable product (MVP). A stakeholder is not satisfied with this version and feels it needs to meet the previously agreed-upon MVP definition.
How should the project manager proceed?
A.Review the positives and negatives of releasing the product in its current format and bring this analysis to the project sponsor to decide.
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.
C.Schedule a meeting with all stakeholders and the product owner to review the project’s Pareto Chart.
D.Empower the project team to decide how to proceed as the product’s development is the project team’s responsibility.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4.1 How Do You Stimulate an Agile Culture?/ [Item Agile Leadership Toolkit: Learning to Thrive with Self-Managing Teams]
| O’Reilly Platform (No Date) //4/ [Item Agile Project Management: Creating Innovative Products, Second Edition
The capability of self-organizing teams lies in collaboration—the interaction and cooperation of two or more people to jointly produce a result. When two engineers scratch out a design on a whiteboard, they are collaborating. When team members meet to brainstorm a design, they are collaborating. When team leaders meet to decide whether a product is ready to ship, they are collaborating. The result of any collaboration can be categorized as a tangible deliverable, a decision, or shared knowledge.]
Question
A project manager has been assigned to a big project. The project sponsor would like the project manager to perform a stakeholder analysis.
Which points should the project manager consider while performing this analysis?
A.Interests, rights, ownership, knowledge, and contribution.
B.Interests, requirements, rights, knowledge, and impact.
C.Power, impact, influence, requirements, and expectations.
D.Project role, impact, rights, knowledge, and interests.
Solution: C. Power, impact, influence, requirements, and expectations.
While performing stakeholder analysis, the project manager should consider the power dynamics, the impact stakeholders may have on the project, their level of influence, and their requirements and expectations. This information helps the project manager understand the stakeholders’ perspectives, engage with them effectively, and manage their involvement in the project.
The other answer choices are incorrect because they either miss or incorrectly state some key aspects of stakeholder analysis.
This question and rationale were developed in reference to:
PMBOK Guide 7 pg 11 section 2.1.1.2 Understand and Analyze Stakeholders
https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-8905
https://www.pmi.org/learning/library/stakeholder-management-task-project-success-7736
Question
A team member is working on a critical task for a project, and approaches the project manager immediately before the start of a project meeting and informs the project manager that the task was not completed on time.
What should the project manager do?
A.Dismiss the team member from the meeting and ask him/her to continue working on the task.
B.Reallocate the task to another team member and emphasize the importance of finishing it on a time.
C.Send an e-mail to the whole team and ask them for support in completing this specific task.
D.During the meeting, review all open tasks with the team and jointly decide on which action to take.
Solution: D. During the meeting, review all open tasks with the team and jointly decide on which action to take
The best choice would be to review all open tasks during the meeting and use the team’s collective wisdom in assessing options and deciding how to proceed. While the project manager might lead the discussion, the team can come up with more options than the project manager alone.
The other choices are not the best, as they focus on efforts of a single team member or completion of a single task, while excluding other perhaps more creative solutions.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/312 [Item]
>
Question
A project approval committee is concerned about a project plan that will take three years to complete. The committee is concerned that the deliverable may not meet industry needs and may be less valuable than anticipated.
What can the project manager do to demonstrate the value of the deliverable to stakeholders?
A.Add an additional sprint to the timeline for potential modifications.
B.Have the project team build a prototype to share with stakeholders.
C.Record the committee’s expressed concerns in the issue log.
D.Add the committee to the communication management plan.
Solution: B. Have the project team build a prototype to share with stakeholders.
Building a prototype is one of the best ways to demonstrate the value of a deliverable to stakeholders. Prototypes provide a tangible representation of the final product, allowing stakeholders to visualize how it will work and look, which helps them understand its functionality and usability. By sharing the prototype with stakeholders, the project team can gather early feedback and make necessary adjustments to align the deliverable with industry needs and expectations. It also helps mitigate risks related to delivering a final product that may not meet stakeholders’ requirements.
The other options are incorrect because they do not directly address the committee’s concerns.
Adding an additional sprint may allow the project team to make modifications to the deliverable, but it does not guarantee that the deliverable will meet industry needs or be valuable to stakeholders. Extending the timeline can increase project duration and costs, which might not be acceptable to stakeholders or necessary to address the value concern.
Recording the committee’s concerns in the issue log captures the concerns but doesn’t actively address them or provide a tangible demonstration of value.
Adding the committee to the communication management plan will ensure that they are kept informed of the project’s progress, but it doesn’t inherently address the committee’s specific concerns about the deliverable’s value.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES – Page 53]
Question
A project manager is leading Project A, which is a project to update a customer’s database. The project manager is monitoring international business news and reads of pending legislation that would require companies to maintain a strict level of protection regarding customer personal data. This new level of protection is stricter than what Project A currently achieves.
What should the project manager do in this scenario?
A.Meet with the customer to immediately update the level of customer data protection in the project contract.
B.Bring this information to your organization’s legal department requesting that they renegotiate the customer’s contract.
C.Note this information in the project risk register and work with the customer and the sponsor to develop a mitigation plan.
D.Work with the organization’s legal department to update the contract to include protections against the pending legislation.
Solution: C. Note this information in the project risk register and work with the customer and the sponsor to develop a mitigation plan
The risk register should be regularly reviewed and as such, including the risk in the risk register with a mitigation plan will ensure that this risk is regularly monitored and mitigated. There is no need to update the contract immediately since the legal requirements are not yet certain. Parking this risk till the next contract negotiation or waiting until the legal requirements are certain might be too late to act. The risk can potentially turn out to be a non issue.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 2.9/133 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/417 [Item]
Question
A new college graduate with a degree in computer science was recently hired by an organization. The new employee has been assigned to work on a short-term application development project. The employee is excited but nervous about the new assignment.
What should the project manager do to better ensure success?
A.Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success.
B.Fast-track the new employee’s new-hire training so that they better understand the organization.
C.Assign the new employee to less important tasks on the project.
D.Pair the new employee with a more experienced project team member so that they can work together.
Solution: D. Pair the new employee with a more experienced project team member so that they can work together
Pair the new employee with a more experienced project team member so that they can work together” (Correct option) In short term projects, pairing is beneficial option to help keep on up the learning curve of the team members.
“Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success”, is not correct as new employees should be accepted into the organization and provided with guidance
“Fast-track the new employee’s new-hire training so that they better understand the organization”, is not correct because because training does not provide experience.
“Assign the new employee to less important tasks on the project”, is not correct because the project manager should not deny a new employee the opportunity to progress and learn.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 5/355 [Item Choose team collaboration style: regular pairing, sharing skills and knowledge ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/307 [Item]
Question
Which two decision-making styles are quickest and would be used when there is little time to make a decision? (check two choices)
A.Command Style
B.Consultative Style
C.Consensus Style
D.Majority Vote Style
Solution: A and D. Command Style and Majority Vote Style
The correct choices are command style and majority vote style. In command style, the leader unilaterally makes a decision. In majority vote style, the group decides with a vote.
Consultative style and consensus style are more time consuming and thus are not the correct choices. In consultative style, the leader makes the decision, but with advice from the group. In consensus style, the leader guides the group to a decision.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-group-decision-making-process-6797 [Item https://www.pmi.org/learning/library/project-group-decision-making-process-6797]
Question
During nondestructive testing at a construction site, it was discovered that certain components are failing workability tests. The project team has identified the root cause of these failures and proposed a solution. However, the project deadline is tight and the solution would require an increase in the budget.
What should the project manager do?
A.Invite suppliers to submit bids for a lower-cost solution.
B.Submit a change request to the change control board (CCB).
C.Request additional funding from the project sponsor.
D.Update the risk management plan to include the solution.
Solution: B. Submit a change request to the change control board (CCB)
A CCB is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions. Submitting a change request to the CCB allows for a structured evaluation of the proposed solution, its cost implications, and its impact on the project’s objectives. This will ensure that the change is properly evaluated and approved before it is implemented.
The other options are incorrect because they do not ensure that the change is properly evaluated and approved before it is implemented.
Inviting suppliers to submit bids for lower-cost solutions does not address the immediate need to resolve the failing workability tests and can introduce delays and uncertainty into the project. The team has identified the root cause of the failures, and exploring lower-cost options might not address the specific issue identified.
Requesting additional funding from the sponsor without going through the formal change control process can lead to uncontrolled scope and budget changes. The project sponsor may be involved in approving the change, but it’s essential to involve the CCB, requesting additional funds should typically follow the submission of a change request to the CCB.
In this scenario, the primary issue is not related to risk management but to a change in project scope and budget due to failing workability tests and a proposed solution. Updating the risk management plan is a good practice, but it does not address the need to get approval for the change.
This question and rationale were developed in reference to:
e-Reads (No Date) //The Process of Change Management/Chapter 3 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES]
Question
A company has been following a predictive approach and always waits for the preceding phase to be completed before evaluating the quality of their products. A new project manager with experience in hybrid approaches has been assigned to help increase the efficiency of the company’s quality management process.
What should the new project manager do to address the process improvements?
A.Continue with the process as is, and wait until the next phase to suggest any improvements.
B.Define a ground rule to comply with the quality standard and ask the team members to apply it.
C.Discuss the process improvement with the project management office (PMO) lead to update the project delivery framework.
D.Understand the context and interdependencies of the process from the team members and then define improvements.
Solution: D. Understand the context and interdependencies of the process from the team members and then define improvements
In an hybrid approach, understanding the context and addressing problems together with the team members will help solve problems efficiently. Hence this option is the correct answer.
Continuing with the existing process or asking the team to comply with the quality standard or discussing with the PMO lead to update the project delivery framework are predictive approach techniques which should be avoided as they do not help in increasing the efficiency of the company’s quality management process.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki///Location 3806 [Item Project Quality Management]
| The Agile Practice Guide (No Date) PMI/PMI/3/30 [Item]
Question
A project manager is on a hybrid project. The project manager meets with the sponsor to get the project milestones. The sponsor requests for more specific information in the project charter.
How should the project manager respond to this request?
A.Provide the sponsor with a project charter from a similar project as a reference.
B.Meet with the project stakeholders to get the project schedule approved first.
C.Inform the sponsor that before detailed team planning can occur, the project charter needs approval first.
D.Invite the sponsor to the team retrospective meeting so the sponsor can get the information requested.
Solution: C. Inform the sponsor that before detailed team planning can occur, the project charter needs approval first
The project scope and objectives in the Project Charter document needs to be approved by the Sponsor before the team starts detailed planning. Milestones should be known before the schedule can be developed and approved. Providing a similar project charter as a reference may not be useful is the sponsor does not understand that it needs to be approved prior to detailed planning. Retrospective meetings check on the quality processes effectiveness, they would not be occurring prior to the Charter being approved.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Importance of Planning/114 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.1.3.1/118 [Item]
Question
A project manager is overseeing a project with an extremely tight schedule. During a meeting, the project stakeholders express concerns about the project’s ability to meet critical business demands.
What should the project manager do in response to these concerns?
A.Work with the sponsor to revise the project scope to address stakeholder concerns.
B.Meet with the project team and stakeholders to identify the minimum viable product (MVP).
C.Assure the stakeholders that the project is on schedule and will meet all business demands.
D.Update the schedule and the communication plans to ensure the stakeholders are updated.
Solution: B. Meet with the project team and stakeholders to identify the minimum viable product (MVP).
The project manager must address the stakeholders’ concerns about the project’s ability to meet critical business demands. Defining the minimum viable product would give the stakeholders an overview of the business value it will deliver within the timeline. By focusing on delivering the MVP first, the project team can increase the chances of meeting critical business requirements, even with a tight schedule. Meeting with the project team and stakeholders promotes collaboration, aligns priorities, and ensures that the project remains on track to meet key business objectives.
The other options are incorrect because they do not appropriately address the stakeholders’ concerns.
Working with the sponsor to revise the project scope without understanding the minimum viable product would not resolve the issue. Before taking action, the project manager must understand the full scope of the stakeholders’ concerns and the potential impact of any changes to the scope. It is also important to get input from the project team to ensure that any changes to the scope are feasible.
Assuring the stakeholders that the project is on schedule and will meet all business demands does not address their concerns and may lead to mistrust. It’s important to provide reassurance based on actions and strategies.
Updating the schedule and communication plans does not directly address the stakeholders’ concerns. Updating the schedule and communication plan may or may not be necessary, and can only be determined once the MVP is identified.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//17/Product Roadmap Definition [Item]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS] [3.3.1 LIFE CYCLE AND DEVELOPMENT APPROACH SELECTION]
Question
Midway through a project, a project manager learns that the project management planning application is failing to record updates to the project. What should the project manager do in this situation?
A.Task a project team member to manually update the project plan from now on.
B.Inform the project management office (PMO) and have them resolve this issue.
C.Update the project plan to allow the project team to focus on the project deliverables.
D.Record this issue in the issue register and work with the sponsor to implement a new project management application.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item The Agile Developer’s Handbook, by Paul Flewelling, Published by Packt Publishing, 2018, Removing impediments;]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/97 [Item]
Question
A project manager is assigned to join a several year project mid-way. The project was stopped years ago due to organizational change and a local financial crisis. It has now been restarted. 70% of the budget is already consumed. The performance indices are CPI= 0.42 and SPI= 0.2.During a meeting with stakeholders, the project manager also finds there are major scope changes that could lead to delay.
What is the best course of action to take as project manager?
A.Change the earned value management tracking technique.
B.Change the contract according to new changes.
C.Negotiate scope changes with stakeholders and keep it minimized as possible.
D.Close this project and request a new project from the project sponsor.
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.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI// [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
During the execution phase of a project, a change in the baseline requirements needs to be done. As the project manager, which of the following is necessary to be performed?
A.Invoke the project’s change management procedure.
B.Re-estimate the impacts on cost and schedule.
C.Validate among stakeholders.
D.Root cause analysis.
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/requirements-management-planning-for-success-9669 [Item]
Question
A project manager conducts a lessons learned meeting and project team members mention that they are not always aware of the progress occurring during sprints.
What can the project manager do to address this concern?
A.Mentor the team about how to use the project iteration board.
B.Assign a project team member to prepare daily status reports and distribute to all team members.
C.Coach the team about how to use the project backlog report.
D.Establish a process to address the confusion at the next retrospective session.
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.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Understanding project management processes and practices/556 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item]
Question
A project manager is working on a new project that is expected to take 12 months to complete. Due to the condensed timeline, the team must ensure that the small group of stakeholders is actively engaged throughout the project. What should the project manager emphasize as the most important activities in effective stakeholder engagement? (Choose 2)
A.Building the stakeholder map and maintaining it as the project progresses.
B.Prioritizing stakeholders and revisiting assumptions annually.
C.Creating more hierarchical structures among stakeholders.
D.Engaging key stakeholders and building their commitment to the project.
Solution: A and D. Building the stakeholder map and maintaining it as the project progresses and Engaging key stakeholders and building their commitment to the project.
Building a stakeholder map is important because it helps the project manager to identify all of the stakeholders, understand their interests and needs, and determine how they can be engaged throughout the project.
Engaging key stakeholders is important because they can have a significant impact on the success or failure of the project. By engaging them early and often, the project manager can build their support and ensure that they are committed to the project’s success.
The other options are incorrect because they are not as important in this case.
Prioritizing stakeholders and revisiting assumptions annually is a good practice, but it is not as critical for a small group of stakeholders with a condensed timeline. Further, the project is only intended to take 12 months to complete, so revisiting assumptions annually is not necessary.
Creating more hierarchical structures among stakeholders can be helpful in some cases, but it is not necessary in this case.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199 [Item https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
A project is experiencing delays because cultural differences are causing misunderstandings among some stakeholders.
What should the project manager do to handle this situation?
A.Review the stakeholder register to identify potential replacements for the stakeholders having difficulties.
B.Review the stakeholder engagement plan to determine the strategies to improve stakeholder communication.
C.Submit a change request to the change control board (CCB) to replace the stakeholders.
D.Monitor the communication between the stakeholders to identify any misunderstandings.
Solution: B. Review the stakeholder engagement plan to determine the strategies to improve stakeholder communication.
The project manager should review the stakeholder engagement plan to determine the strategies to improve stakeholder communication because the root cause of the delays is the cultural differences that are causing misunderstandings. By improving communication, the project manager can mitigate the impact of cultural differences on the project.
The other answer choices are not as effective. Replacing stakeholders can be time-consuming and disruptive to the project, and it is not always necessary. Submitting a change request to the change control board (CCB) to replace the stakeholders is likely to be rejected by the CCB, as it is not a necessary change. Monitoring the communication between the stakeholders to identify any misunderstandings is important, but it is not enough to solve the problem as it is reactive. The project manager needs to be proactive and take steps to improve communication and address the root cause of the misunderstandings. By taking a proactive approach, the project manager can demonstrate their leadership and communication skills.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522 [Item]
| Project Manager Competency Development Framework (1/1/2007) PMI/PMI/2.5/15 [Item]
Question
Operations for a new technology-based project are being transitioned to a new project team. Early in the execution phase, the project manager discovers major gaps in the documentation, which will hamper knowledge transfer. The solution launch date cannot be delayed, and the budget cannot be increased.
How should the project manager structure the project to optimize the work within the project constraints?
A.Double the team size by assigning less expensive, outsourced resources.
B.Split knowledge transfer and knowledge testing to run in parallel.
C.Eliminate all slack and re-plan the tasks using a rolling wave approach.
D.Use agile sprints and Kanban to accelerate learning and fault-finding.
Solution: D. Use agile sprints and Kanban to accelerate learning and fault-finding
“Use agile sprints…” (Correct Option) An agile team works together to remove impediments, through knowledge transfer, to achieve goals.
“Double the team size…” Increasing team size does not increase the probability of project success.
“Eliminate all slack…” Collapsing the schedule does not lead to knowledge transfer.
“Split knowledge transfer…” This will not improve knowledge transfer.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/255949/Hyper-Productive-Agile [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3 Life Cycle Selection/803 [Item Project Factors that influence tailoring
Project factor - Demand pattern steady or sporadic
Tailoring options - Many teams fnnd that using a cadence ( in the form of a regular timebox) helps the demo, retrospect, and take in a new work, in addition, some teams need more flexibility in their acceptance of more work. Teams can use flow-based agile with a cadence to get the best of both worlds ]
Question
A functional manager wants to use resources already allocated to a project. What should the project manager of that project do?
A.Escalate the issue to the project sponsor.
B.Ask the functional manager to delay their project.
C.Accept the project delay due to reassignment of resources.
D.Negotiate the resource requirement with the functional manager.
Solution: D. Negotiate the resource requirement with the functional manager
Negotiate… (Correct alternative) Resources report to functional managers who manage resource allocation to various tasks.
Ask… This option is incorrect as the relative importance of one project over the other is not taken into consideration.
Accept…This alternative is not yet valid as the project manager must first engage the functional manager before at worse case scenarion this alternative becomes feasible. Generally projects should not be delayed as this leads to further disruption and losses.
Escalate…The project sponsor is generally not involved in project resource allocations. If there were a impending delay as a result of the lack of resources then the project sponsor and associated project manage team would have to be advised.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge ( PMBOK® Guide )—Sixth Edition (ENGLISH) (2018) /PMI/Project Resource Management/345 [Item]
| A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/9/270 [Item]
| e-Reads (No Date) //Project Management: A Managerial Approach, 8th ed., Chapter 6/Section 6.3 [Item]
Question
A new project is about to start and is subject to strict time and budget constraints. When reviewing the lessons learned repository, the project manager learns that constant scope creep caused a similar project to fail.
What should the project manager do now to avoid project failure?
A.Refuse to accept out-of-scope change requests that would increase project duration and budget.
B.Manage stakeholder expectations to exclude the possibility of changes in order to meet project goals.
C.Adjust the project scope and schedule to stay within constraints and avoid potential changes.
D.Establish formal change approval processes to guide teams to deliver essential features first.
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.
This question and rationale were developed in reference to:
e-Reads (No Date) //Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard / Paul Sanghera/Chapter 1 / Understanding Project Stakeholders [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4.7 CHANGES] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
While developing the initial schedule baseline, the project manager learns that a functional manager reassigned two resources needed for a critical task to another strategic project. What should the project manager do?
A.Perform a quantitative risk analysis to determine the impact of the change on the project.
B.Request a review of the reassignment by the change control board (CCB).
C.Meet with the functional manager to negotiate allocation of replacement resources.
D.Escalate the issue to the project sponsor.
Solution: C. Meet with the functional manager to negotiate allocation of replacement resources
Since the functional manager controls the resources for this type of work, they will be the person who will be able to provide suitable replacements.
Performing a quantitative risk assessment is not the best first step if resources can be replaced.
Change Control Boards are established to review changes to contracts not resource allocation.
The functional manager is responsible for resource allocation not the project sponsor. There is no need to escalate to the project sponsor.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/6/198 [Item]
| Project management the managerial process (2009) Erik W. Larson/Tim Vertovec/11/382 [Item]
Question
While reviewing the quality of deliverables with the team, the project manager determines that several quality issues could have been avoided by using a checklist. The project manager implements a checklist to ensure future deliverables would align with the project management plan.
What did the project manager do in this situation?
A.Defined new quality metrics.
B.Used corrective action.
C.Facilitated a retrospective.
D.Conducted a lessons learned meeting.
Solution: B. Used corrective action
Corrective Action is an intentional activity that realigns the performance of the project work with the project management plan.
Quality Metrics are defined during the Plan Quality Management process, Lesson learned and retrospective meetings are conducted during the phase and project closure.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.3/96 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley//1005 [Item]
Question
A project manager has been assigned to a newly approved multi-national project. The successful implementation of the project relies on deliverables from a variety of departments.
What is the most important thing the project manager can do to ensure the successful implementation of the project?
A.Work with the project team members to create ground rules for communications and develop a project plan.
B.Facilitate sessions with key stakeholders to gather relevant information and define detailed product requirements.
C.Meet with the functional managers of the relevant departments to ensure alignment with project objectives.
D.Develop a resource management plan to define the resources required from each department.
Solution: C. Meet with the functional managers of the relevant departments to ensure alignment with project objectives.
Meeting with functional managers of relevant departments is the most important action that the project manager can take to ensure the successful implementation of the project because it will help to ensure that all of the departments involved in the project are working towards the same goals. In a multi-national project with deliverables from various departments, coordination among these departments is vital. When functional managers are on the same page, it reduces the likelihood of conflicting priorities, ensures that all departments are working towards the same goals, and allows the project manager to understand their concerns, constraints, and capabilities.
The other answer options are incorrect because they are not the most important things that the project manager can do to ensure the successful implementation of the project.
While communication rules and project planning are crucial, they typically come after ensuring alignment with project objectives. Without clear objectives, communication rules and project planning may lack direction.
Facilitating sessions with key stakeholders to gather relevant information and define detailed product requirements is also important, but it is not the initial step to ensure the project’s successful implementation. Defining detailed product requirements should come after ensuring alignment with project objectives. Without clear objectives, it’s difficult to determine what information is relevant.
Developing a resource management plan to define the resources required from each department is important, but it’s not the first step to ensure successful project implementation. Resource planning should follow the establishment of project objectives and alignment with relevant departments. Without clear project objectives, it’s challenging to determine resource requirements accurately.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[THE STANDARD FOR PROJECT MANAGEMENT 3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
PMBOK® Guide Seventh Edition (2022) PMI/PMI [A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
A team for a project is composed of individuals from different backgrounds, ages, and interests. The team is struggling to work together.
How would meeting with the team to develop mutual values and a shared vision enable the project manager to facilitate better teamwork?
A.An official team meeting to discuss the importance of teamwork would motivate the team and improve project performance.
B.A better understanding of team members’ priorities would create a common language that would foster cooperation.
C.Understanding each team member’s viewpoint would pinpoint areas where education and training was necessary.
D.By developing its own understanding of the goals and objectives of the project, the team would gain confidence.
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
This question and rationale were developed in reference to:
Management of Technology (May 25 2005 12:00AM) Hans J. Thamhain/Wiley/9/236 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/ [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/5.7/ [Item]
| Project management the managerial process (2009) Erik W. Larson//11/389 [Item]
Question
A project manager learns that a stakeholder thinks that only certain stakeholders are getting all the project updates and feels left out of the information loop. What should the project manager do?
A.Prepare a status update report and send it to all stakeholders.
B.Meet with all stakeholders together and ask them to compare information.
C.Review the communications management plan to ensure that all stakeholders are included.
D.Revise the project communications strategy to ensure more frequent distribution of status reports.
Solution: C. Review the communications management plan to ensure that all stakeholders are included
It is important to insure that all stakeholders are being included in the communication management plan, not just the stakeholder who raised the issue.
Preparing and sending a new status update to all stakeholders, or more frequent updates, will not resolve the issue if the stakeholder that raised the issue is not included in the communication management plan.
Meeting with all stakeholders to compare information should not be needed if the communication management plan is being followed.
Revising the project communications strategy does not ensure that all stakeholders are included in project communications.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/10/ [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Contro (No Date) /Project Management: A Systems Approach to Planning, Scheduling, and Control/Loc 13244/ [Item]
Question
A project manager identifies a risk during the implementation phase of a project which was not anticipated during planning. How would facilitating a brainstorming session allow the project manager to mitigate the risk while keeping the project on schedule?
A.Brainstorming would enable the project manager to apply qualitative data analysis techniques.
B.Brainstorming with the project team can identify multiple ideas in a short amount of time.
C.Brainstorming with project stakeholders can result in new assumptions regarding risk tolerance.
D.Brainstorming ways to add funding can help mitigate the risk and compress the schedule.
Solution: B. Brainstorming with the project team can identify multiple ideas in a short amount of time
Brainstorming with the project team will allow the team to generate a lot of ideas in a short period of time. This is the most effective and efficient approach.
The application of qualitative data analysis techniques does not address the need to mitigate the risk.
While brainstorming with stakeholders maybe helpful, brainstorming with the project team is the most effective way to generate ideas to mitigate the risk.
Adding funding will not address the generation of ideas to mitigate the risk.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/309 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/83/205 [Item]
Question
A complex manufacturing project has multiple stakeholders in multiple locations. The project is entering a high-activity phase and the project manager needs to ensure that all stakeholders are kept informed with timely updates.
What should the project manager do first?
A.Schedule training sessions on effective communications with all stakeholders.
B.Determine the most appropriate technology to use to communicate with all stakeholders.
C.Schedule regular status reports to be sent to all stakeholders.
D.Revise the communications management plan to have a more frequent update schedule.
Solution: D. Revise the communications management plan to have a more frequent update schedule.
The project manager should revise the communications management plan to have a more frequent update schedule because the project is entering a high-activity phase. The project manager needs to ensure that all stakeholders are kept informed with timely updates and information needed to make informed decisions to contribute to the success of the project.
The other answer choices are not as effective. Scheduling training sessions on effective communications, determining the most appropriate technology to use to communicate, and scheduling regular status reports to be sent to all stakeholders are not the most important thing to do at this point. The project manager should first revise the communications management plan to have a more frequent update schedule.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/14/457 [Item]
| Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Schwalbe/10/409 [Item]
Question
During the planning phase for the expansion of a services company, stakeholders conducted a feasibility study to establish the type of new service the company should provide. During an alternatives analysis, another type of service was determined to be more effective. The change control board (CCB) has approved the change request for the alternative service.
What should the project manager do?
A.Implement the change as approved.
B.Modify the change to reduce the impact on the schedule and budget.
C.Request justification from the CCB for the change.
D.Conduct a cost-benefit analysis of the alternative service.
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.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/4/173 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/119 [Item]
Question
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).
Solution: C. Meet with stakeholders privately and update the responsibility matrix.
The project manager should first meet with the stakeholders privately to understand their expectations and why they are not aligned. This will help the project manager to identify the root cause of the problem. Once the project manager understands the root cause of the problem, they can update the responsibility matrix to ensure that the right stakeholders are responsible for meeting the different expectations. This will help to clarify roles and responsibilities and to prevent future misunderstandings.
The other answer choices are incorrect. Updating the risk register to reflect the difference in expectations as high risk, is important, but it is not enough. The project manager also needs to meet with the stakeholders to understand their expectations and to update the Responsibility matrix. Asking the stakeholders to send their expectations by email, to ensure inclusiveness in the project plan may not be effective. The stakeholders may not be willing to send their expectations by email, or they may not be able to articulate their expectations clearly. Lastly, showing stakeholders that the current status is aligned with the work breakdown structure (WBS) may not be helpful. The stakeholders may not be concerned with the WBS, and they may still be unhappy with the project’s progress.
This question and rationale were developed in reference to:
e-Reads (No Date) //0/The Handbook of Project Management: A practical guide to effective, policies, technique, and processes, Second Edition by Trevor Young. [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//10.1.3.1 COMMUNICATIONS MANAGEMENT PLAN [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/Project Management Institute/13/399-403 [Item]
Question
A project manager has been assigned to a new project that revisits a previously completed project. Why should the project manager refer to the previous project lessons learned knowledge base and historic information first?
A.To identify resources who worked on the previous project
B.To define the project requirements and finalize the scope
C.To determine a baseline for the project budget
D.To understand issues in the previous project
Solution: D. To understand issues in the previous project
To understand- Before planning a revisited project, the project manager should understand what happened on the prior project. The lessons learned report focuses on those activities, tasks or deliverables that didn’t go as planned and the resolution. Historical information and Lessons Learned knowledge base will give primary inputs to start planning the new project.
To identify- Do not fully address lessons learned value
To define- Do not fully address lessons learned value
To determine- Do not fully address lessons learned value
This question and rationale were developed in reference to:
e-Reads (No Date) ///Project Management for the 21st Century 3rd Edition. Chapter 21. Using Lessons Learned [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/84 [Item 4.2.1.4 Organizational Process Assets
- Historical information and lessons learned]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 4 Project Integration Management, Section 4.2.1.4 Organizational Process Assets, page 75 [Item]
Question
A project is entering the user acceptance testing phase. After several business end users raised questions and concerns, the project manager discovered that critical business requirements were omitted from the business requirements analysis.
What should the project manager do to resolve this issue?
A.Interview the team that conducted the analysis to learn why these business requirements were omitted.
B.Modify the requirements management plan and communicate to the stakeholders that the project schedule might be impacted.
C.Schedule a meeting with the project sponsor to report end users’ concerns.
D.Meet with the change control board (CCB) to review change requests.
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
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/9.1.2/4.5.2/99 [Item]
| Project Management: The Managerial Process (2015) Clifford F. Gray & Erik W. Larson/McGraw-Hill Irwin/7/231 [Item]
Question
A stakeholder requests more frequent and detailed project status reports than a previous agreement. The stakeholder also expresses interest in getting more involved with the project.
How should the project manager address this situation?
A.Provide the stakeholder with an update on the project’s status and send detailed status reports as soon as possible.
B.Revise the stakeholder engagement assessment matrix to show the stakeholder’s engagement level as supportive.
C.Update the stakeholder communication plan and ensure that the team is aligned on the new reporting requirements.
D.Develop a stakeholder cube that defines the relationship between the stakeholder and the project.
Solution: C. Update the stakeholder communication plan and ensure that the team is aligned on the new reporting requirements.
Updating the stakeholder communication plan and ensuring that the team is aligned on the new reporting requirements is the most comprehensive and effective way to address the stakeholder’s request. By updating the stakeholder communication plan, the project manager can ensure that the stakeholder is receiving the communication frequency and level of detail that they requested. The project manager should also ensure that the project team is aware of the new reporting requirements and can provide the stakeholder with the information they need in a timely and efficient manner.
The other options are incorrect.
Providing the stakeholder with an update on the project’s status and sending detailed status reports as soon as possible lacks the necessary emphasis on revising the communication plan and ensuring team alignment, which are critical aspects of effective project management when stakeholder expectations change.
Revising the stakeholder engagement assessment matrix focuses primarily on recording the change in engagement level but does not facilitate effective communication or project management in response to the stakeholder’s request.
Developing a stakeholder cube is incorrect because it is a more complex tool than is needed in this situation. It is also not clear how it would help the project manager to address the stakeholder’s requests.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[THE STANDARD FOR PROJECT MANAGEMENT 3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
PMBOK® Guide Seventh Edition (2022) PMI/PMI [A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
A complex project is in the planning phase. The sponsor assigns a newly certified project manager to the project. Upon review of the project charter, the project manager uncovers several factors that could impact the project in unpredictable ways.
What should the project manager do?
A.Update the project plan with details about schedule and budget forecasts.
B.Inform the project sponsor about the possible impacts these factors may have on the project.
C.Develop a risk management plan with details about the various factors.
D.Extend the issue log to include a what-if scenario analysis.
Solution: C. Develop a risk management plan with details about the various factors
“Develop a risk management plan…” (Correct option) A risk management plan is designed to identify and manage possible uncertain events on a project.
“Update the project plan….”Updating the project plan without understanding the risks, impact of the risks and possible mitigations would not add value to the project.
“Inform the project sponsor…” The project sponsor would need to know the risk detail in order to have a full understanding of the project impact.
“Extend the issue log…” The issue log is meant for events that have happened not events that may happen.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/11/445 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/455 [Item]
Question
A local government passes a law that affects the scope of a project that is currently in the execution phase. The regulation change was unforeseen and will take effect within weeks of the law passing. The project manager knows that the project schedule and budget will be impacted as a result.
What should the project manager do?
A.Immediately halt the project until the regulation change can be incorporated into the project plan.
B.Delegate the responsibility for assessing the impact of the regulation change to a team member.
C.Proceed with the project as planned until the new regulation is implemented and the impacts are known.
D.Seek expert judgment to assess the impact of the regulation change on the project schedule and budget.
Solution: D. Seek expert judgment to assess the impact of the regulation change on the project schedule and budget.
Seeking expert judgment allows the project manager to access specialized knowledge and experience to accurately assess the regulatory change’s impact. The regulation change may be complex or have unintended consequences, so it is important to seek expert judgment from someone who understands the new law and its potential impact on the project.
Immediately halting the project may not be necessary and could result in significant delays and increased costs. The project manager should first seek to understand the impact of the regulation change before taking action.
Delegating the responsibility for assessing the impact of a significant regulatory change without proper guidance and oversight is risky. The regulation change may have complex implications, and the project manager should be actively involved in assessing its impact.
Proceeding with the project as planned could put the project at risk of non-compliance, legal issues, and budget overruns.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/5/181 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4.7 CHANGES] [2.8.1 GENERAL UNCERTAINTY]
Question
The project sponsors for a multinational project have put a process in place that generates emails and reports at the end of each phase. The goal is to ensure the project remains unified across the company. The company plans to use the process as a model for future, similar projects.
What should the project manager do?
A.Update the communications management plan to include details about the emails and reports.
B.Include a formal sign-off at the end of each phase to engage the stakeholders.
C.Hold status meetings to solicit input from project sponsors for the emails and reports.
D.Update the stakeholder engagement plan at the end of each phase to maintain their commitment to the project’s success.
Solution: A. Update the communications management plan to include details about the emails and reports
The communication management plan can include templates for project status meetings, project team meetings and email messages
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/3(The Project Management Process Groups)/97 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//138 [Item]
Question
A project manager is managing a credit card acceptance software project. During testing, it is learned that the application cannot accept foreign credit cards, making the application nearly useless. The team leader had entered a user story that said “Customer can pay using credit card”, but it was put into the backlog as too large for the sprint.
As a project manager, what should have been done to prevent this issue?
A.Ensure that a detailed user story was presented to the project team.
B.Have the project team implement the user story during the next sprint.
C.Ensure that the team performs iterative backlog refinement.
D.Ensure that the team recorded detailed application functionality requirements from the stakeholders.
Solution: A. Ensure that a detailed user story was presented to the project team.
If foreign credit card acceptance is a key feature, then it should have been identified as such and prioritized and refined accordingly. The project manager should have Ensured that a detailed user story was presented to the project team early specifying acceptable credit cards.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin///Table 6.2 [Item]
| Project Management Institute (2021) /Project Management Institute/5/ [Item Backlog Refinement]
| User Stories Applied (No Date) Mike Cohn//7/Kindle 1720 [Item]
Question
During a project team meeting, the project manager notices a conflict between three key team members who have very different personalities.
What should the project manager do first?
A.Plan a team-building event where different personality types are required to solve problems.
B.Remind the team members that emotions should not impair their work performance.
C.Assign project tasks to avoid contact between the three members.
D.Identify the root cause of the conflict and support a resolution between the team members.
Solution: D. Identify the root cause of the conflict and support a resolution between the team members.
Before taking any action, it is important to understand the root cause of the conflict. This will help the project manager to develop the most effective solution. The project manager can gather information by talking to the team members individually, observing their interactions, and reviewing relevant documentation.
The other answer choices are incorrect. Planning a team-building event where different personality types are required to solve problems is a good idea in general, but it is not the first step that the project manager should take when addressing a conflict between team members. Reminding the team members that as professionals, emotions should not impair their work performance is unlikely to address the underlying conflict between the team members. Assigning project tasks to avoid contact between the three members is not a long-term solution. The team members will eventually have to work together, and the conflict will likely resurface.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 168-169 [Section 4: Models, Methods and Artifacts, 4.2.7.1]
Question
An organization has just has been shortlisted to win a project for implementing three magnetic resonance units in the main hospital for the country. The hospital’s CEO asked the project manager for an updated proposal where the implementation time is reduced by 30%.
Who should the project manager consult with to reduce the estimates in the most realistic way?
A.Hospital radiology team
B.Project team
C.Project sponsor
D.Hospital procurement officer
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.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/Res_12/7d6a6ee4-1406-4567-850c-4de24db881c3 [Item]
| Practice Standard for Project Estimating, Second edition (2019) /PMI/4.2.1/46 [Item Estimates are highly individualized and best produced by engaging the people performing the work. Each individual works differently, best knows his or her capabilities in a given situation, and is most likely to produce the most accurate estimates. ]
Question
A large project involving functional groups in four countries is nearing completion. The project manager is meeting with the functional managers to prepare closeout documents.
Why should the project sponsor sign off on the acceptance of project deliverables?
A.Because the project sponsor is responsible for procuring funding and committing resources to the project
B.Because the project sponsor communicates directly with the customer regarding acceptance of deliverables
C.Because the functional managers have authority to approve project objectives but not final deliverables
D.Because the functional managers are too geographically dispersed to sign off on the deliverables
Solution: A. Because the project sponsor is responsible for procuring funding and committing resources to the project
The sponsor provided the resources for the project. Thus, it is their responsibility to officially sign off on the project deliverables. The sponsor may not be the one to communicate directly with the customer. Geographically dispersed would not be a hindrance to signing off on the deliverables. Functional managers provide management oversight for a functional unit but may not have the authority to approve project objectives or final deliverables.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7/121 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/10/ [Item]
Question
During a high-risk project, several risks have been materialized and responses have been implemented, However, the project still appears to be in trouble. The project manager is concerned that the risk management rules are not being carried out as specified.
What should the project manager do to identify the weaknesses of the risk management process?
A.Transfer the risks.
B.Update the risk register.
C.Request a risk audit.
D.Analyze the risks.
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.
This question and rationale were developed in reference to:
Project Manager’s Spotlight on Change Management (No Date) Claudia Baca/Sybex © 2005 Citation/7/risk audits [Item]
PMBOK Sixth Edition (2018) PMI/PMI/11 Project Risk Management/456 (11.7.2.2 Risk Audit ).
PMBOK Guide Seventh Edition (2022) /// [2.8.5 RISK] [2.5.10 CHECKING RESULTS]
Question
A project manager for an important agile project has a key stakeholder who was actively involved at the beginning of the project. Early in the project, the stakeholder received a promotion and has significantly reduced their participation in the project. Nearing the end of the project, the stakeholder did not accept a deliverable, resulting in significant rework that threatens the project deadline.
What should the project manager have done to avoid this situation?
A.Update the risk management plan to document the stakeholder’s promotion.
B.Monitor the stakeholder attributes and make necessary adjustments to engage the key stakeholder actively.
C.Reach out to the sponsor to manage stakeholder engagement.
D.Removed the key stakeholder from the decision-making process.
Solution: B. Monitor the stakeholder attributes and make necessary adjustments to engage the key stakeholder actively
The key stakeholder became less involved as the project progressed. The project manager should have analyzed the changes in the stakeholder attributes and take appropriate action by engaging him/her actively.
Updating the risk management plan is incorrect as the promotion of the stakeholder is not a risk to the project.
The project manager does not need to approach Project Sponsor to manage stakeholder engagement
and the project manager would not recommend the removal of a stakeholder.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6.4.2/ [Item Book name: Agile Foundations]
| O’Reilly Platform (No Date) //Mastering Project Human Resource Management: Effectively Organize and Communicate with All Project Stakeholders - Ch 9/Managing Stakeholder Engagement [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/13/ [Item 13.2 Plan Stakeholder Engagement]
Question
A project manager is working on an agile project. The project has 100 user stories broken down into ten iterations. Each user story is worth US$100. The actual expenditure is US$4,500 and 50 user stories have been delivered after 5 iterations.
Which statement is accurate?
A.The project is behind schedule and is over budget.
B.The project is on schedule and is under budget.
C.The project is on schedule and on budget.
D.The project is behind schedule and under budget.
Solution: B. The project is on schedule and is under budget.
The project is on schedule because after five iterations, 50 user stories have been delivered. It is under budget because the actual expenditure of $4,500 is less than the expected expenditure of $5,000.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 6 & 7 - Earned Value Management/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item Agile favors empirical and value based measurements instead of predictive measurements. The earned value concept helps accomplish that. ]
Question
A project manager is hired by an organization and is given a project that has a vague scope and unclear deliverable requirements.
How should the project manager proceed with this project?
A.Schedule a meeting with the project team and the sponsor to clarify the scope.
B.Develop the project plan based on the current scope by breaking down the deliverables and requirements.
C.Escalate to the project management office (PMO) to clarify the unclear scope.
D.Submit a request to the PMO to be paired with someone familiar with the organization’s project management approach.
Solution: A. Setup the project team and schedule a meeting with the team and the sponsor to clarify the scope.
The project manager should first meet with the project team and sponsor to define and clarify the vague scope. Then, they can develop the project plan based on the established scope by breaking down the deliverables and requirements.
Escalating to the PMO deflects responsibility and does not help the project manager understand the scope.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 3. 16/225 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 5/619 [Item plan and manage scope]
Question
A project manager is assigned to join a mega industrial project already underway. The latest performance indices are CPI=0.42 and SPI=0.20. This project is:
A.Ahead of schedule and under budget
B.Ahead of schedule and over budget
C.Behind schedule and under budget
D.Behind schedule and over budget
Solution: D. Behind schedule and over budget
Cost Performance Index (CPI) less than one indicates over budget; CPI greater than one is under budget.
Schedule Performance Index (SPI) less than one indicates behind schedule; SPI greater than one is ahead of schedule.
This project is over budget and behind schedule.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
| Practice Standard for Project Risk Management (7/1/2009) Project Management Institute/PMI// [Item]
Question
A project manager is leading a team that is developing a new software product. The deadline for the product launch is approaching, but the team is very behind schedule. The project manager has tried to motivate the team and help them catch up, but they have been unwilling and unsuccessful.
What should the project manager do first?
A.Meet with the project sponsor to discuss and develop a revised project plan.
B.Request a project deadline extension and continue motivating the team.
C.Use the forcing method to require the team to work overtime to meet the deadline.
D.Escalate the issue to the functional manager for additional resources.
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.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 14 [Section 2.3.4]
Question
Multiple stakeholders express dissatisfaction with a project deliverable.
What should the project manager do next?
A.Review the final scope statement.
B.Update the risk management plan.
C.Review the documented project requirements.
D.Schedule a meeting with the stakeholders.
Solution: D. Schedule a meeting with the stakeholders.
Open communication and addressing stakeholder concerns are paramount. Scheduling a meeting allows the project manager to gather details, collaborate on solutions, and manage expectations.
The other answer choices are incorrect. Updating the risk plan might not be the most immediate action. The focus is on understanding the specific stakeholder concerns. The plan can be updated later if necessary. While reviewing requirements might be helpful in context, understanding stakeholder concerns is the priority. Similar to requirements, the scope statement provides context but doesn’t address immediate stakeholder concerns.
This question and rationale were developed in reference to:
Project management: A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/8/1822
PMBOK Guide (6th edition) - Chapter 13: Agile Project Management: This chapter outlines stakeholder communication strategies relevant to project execution.
PMI Article - “The Agile Project Manager’s Guide to Stakeholder Engagement”: https://www.pmi.org/learning/library/stakeholder-management-task-project-success-7736
Question
After completing a project, the team meets to conduct a lessons learned session. During this meeting, the team sees that all deliverables were completed to the defined parameters. However, during the testing, there were a large number of errors identified.
What should the project manager have done in this situation?
A.Set up a meeting with the testing team to get more information about the testing methods to be used.
B.Evaluated when the mitigation strategy will be implemented to prepare for future projects.
C.Conducted a Monte Carlo analysis which will determine potential outcomes and responses.
D.Planned for these errors in the risk register as something to look for in future projects.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/398-399 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.1- Retrospectives/50-51 [Item]
Question
The company’s top executives are embarking on a pivotal project that holds immense importance for the organization’s future. This project involves a comprehensive overhaul of their production system. Given the project’s high-risk nature, the executives emphasize that its success is non-negotiable.
What should the project manager prioritize as the initial step?
A.Implementing an appropriate method for the project rollout, prioritizing the components with the highest business value.
B.Developing a comprehensive communication management plan to ensure timely project progress updates for everyone.
C.Ensuring unanimous agreement among stakeholders and the project sponsor about the project plan, scope, and deliverables.
D.Collaborating closely with the marketing team to ensure the end products align seamlessly with customer communication.
Solution: C. Ensuring unanimous agreement among stakeholders and the project sponsor about the project plan, scope, and deliverables.
The project manager should prioritize ensuring that all key stakeholders and the project sponsor are on the same page regarding the project’s plan, scope, and deliverables. Establishing a clear vision that key stakeholders agree on is the most important step to take at the beginning of any project, especially a high-risk one. Defining and sharing a clear vision at the start of the project can enable good relationships and alignment throughout the project. This alignment sets a strong foundation for project success and minimizes the risk of misunderstandings or scope changes later on.
The other answer options are important steps in the project management process, but they should not be prioritized as the initial step. Before focusing on project rollout, communication management plans, or collaboration with other teams, it’s essential to establish a solid foundation through stakeholder agreement on project fundamentals. The project manager can address all of these actions once everyone is in agreement about the project plan, scope, and deliverables.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
A project manager is running an agile project that is half completed. During the most recent sprint retrospective, the team members see that they worked more hours than were originally scheduled.
How should the project manager address this situation?
A.Note the additional hours in the budget and leverage the budget reserves.
B.Reach out to the sponsor asking for additional project team members to increase velocity.
C.Work with the project team to identify why this occurred and what can be done to prevent it in future sprints.
D.Empower the team to address this issue and present the sponsor with the proposed resolution.
Solution: C. Work with the project team to identify why this occurred and what can be done to prevent it in future sprints.
The project manager has to help the team to figure out how to maintain or improve the productivity and avoid the problem in future sprints.
Providing additional hours is not a correct response because it does not allow the team to evaluate why the problem happened.
Reaching out to the project sponsor will not solve the root of the problem.
Empowering the team doesn’t allow the project manager the opportunity to determine the cause of the problem.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//23/313 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item]
Question
Which agile project parameter is least likely to change during project execution?
A.Project vision
B.Definition of done
C.Product owner
D.Product backlog
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/five-team-leadership-principles-project-success-6250 [Item Juli, T. (2011) article citation:
“There is one very important and significant difference between a project vision and project objectives: Project objectives are subject to change more frequently than a project vision. While project objectives can change due to external or internal influences without stopping the project, a change to a project vision also changes the purpose of the project. As such, it may end the project.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//5.1/ [Item “At a minimum, for an agile project, the team needs the product vision or purpose.”]
Question
During an iteration the team realizes that the project will overrun the budget. This is due to the support resources being involved for longer than planned. Company policy requires immediate notification when there is any change to the budget.
What should project manager do to manage the project budget?
A.Estimate the additional project cost and plan to propose the new budget to the change review board.
B.Reduce the resources and ask the team to manage tasks within the planned cost.
C.Discuss with the project team to reduce the use of support resources by the project.
D.Accept the cost overrun risk, depending on the contingency amount of the project.
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.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//Part 1/9 [Item What Makes Planning Agile]
| The Agile Practice Guide (No Date) PMI/PMI/6.4/79 [Item]
Question
Which of the following steps should an Agile project manager of a newly formed virtual team take to help the organization succeed? (Choose 2).
A.Provide clear goals, direction, or priorities.
B.Help establish cooperation and trust.
C.Let the team decide and evolve their roles and responsibilities.
D.Neglect “Face time” and regular check-ins with team members.
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.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/successful-leadership-virtual-project-teams-6039
Question
A team member informs the project manager during a project meeting that a due task was not completed on time because of a last-minute work crisis.
What should the project manager do?
A.Check the task dependency, priority and impact of delay on the whole project
B.Talk to to the team member privately, ask him/her to work overtime on the task
C.Ask other team members to step in and assist in the completion of the task
D.Review the task progress with the team and decide the course of action
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.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/312 [Item]
Question
A project manager in a project management office (PMO) is tasked with implementing an agile framework. The leadership team expects a seamless transition to agile practices. However, the project team has no experience with agile projects. The project manager recognizes that the team will face challenges in this transformation.
Which three factors should the project manager prioritize to ensure a successful transition to agile practices?
A.Identifying key stakeholders and involving them in the agile transformation process.
B.Providing extensive training and coaching to team members on agile principles and practices.
C.Promoting a culture of collaboration, transparency, and continuous improvement among team members.
D.Ignoring customer feedback at the beginning of the project and focusing solely on internal team dynamics.
E.Establishing a rigid and inflexible project plan to ensure strict adherence to timelines.
Solution: A, B, and C.
Identifying key stakeholders and involving them in the agile transformation process.
Providing extensive training and coaching to team members on agile principles and practices.
Promoting a culture of collaboration, transparency, and continuous improvement among team members.
Involving key stakeholders is crucial because they have a significant influence on the project’s success and expect a seamless transition. By involving key stakeholders early on, the project manager can help to build consensus and support for the agile transformation.
Providing training and coaching equips team members with the knowledge and skills necessary to embrace and implement agile techniques effectively.
Promoting a culture of collaboration, transparency, and continuous improvement encourages open communication, knowledge sharing, and adaptability, all of which are essential for successful agile implementation.
The other options are incorrect because they do not align with agile principles.
Ignoring customer feedback is a detrimental approach in agile projects. Customer feedback is essential for agile teams. Focusing solely on internal team dynamics while neglecting customer input contradicts agile principles.
Establishing a rigid and inflexible project plan stifles innovation and makes it difficult for the team to adapt to change, which is counterproductive in an agile context. Agile projects use adaptive planning and value customer collaboration over following a rigid plan.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/ [Item Book name: Agile Foundations]
The Agile Practice Guide (No Date) PMI/PMI/3 Life-cycle selection/23 [Item 3.1.3]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [4.2.4 CHANGE MODELS]
Question
A project manager is new to the organization and is assigned to replace the project manager of an active project. What should be one of the first things the project manager does?
A.Schedule meetings with the project stakeholders to learn more about the project deliverables.
B.Setup meetings with the team members to discuss the project’s status and risks.
C.Conduct a Pareto analysis to identify which tasks need to be prioritized.
D.Prepare by reviewing the risk register and mitigation strategies.
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
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//25/357 [Item]
| O’Reilly Platform (No Date) //Chapter 10: Agile Risk Management/ [Item Agile for Project Managers]
Question
In a scaled agile framework, which responsibilities of a release train engineer can be performed by a project manager? (Choose 3).
A.Managing risks
B.Coaching on global technical excellence
C.Escalating impediments
D.Coaching on global continual improvement
E.Coaching on team continual improvement
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.
The other responsibilities are only to be done by release train engineer.
This question and rationale were developed in reference to:
PMI.org (2010) //Information systems project manager soft competencies/Skulmoski, Gregory J., Hartman, Francis T./ [Item https://www.pmi.org/learning/library/information-systems-project-manager-soft-competencies-2431]
Question
A project manager is leading a daily standup meeting when a team member requests that other team members take on some of their assigned work because they are feeling overwhelmed with an upcoming deadline.
What should the project manager do next?
A.Reassign the team member’s work to other team members without asking for their input.
B.Ask the team member to identify the tasks they need assistance with in another meeting.
C.Tell the team member to go for training to figure out how to complete their work on time.
D.Dismiss the team member’s concerns and move on with the daily standup meeting.
Solution: B. Ask the team member to identify the tasks they need assistance with in another meeting.
The best way for the project manager to handle this situation is to ask the team member to identify the tasks that they need assistance with in another meeting, to avoid interrupting the daily standup. This will give the project manager a better understanding of the situation and allow them to develop a plan to help the team member. The project manager can then work with the team member to reprioritize their work, assign some of their work to other team members, or provide them with additional support.
The other answer choices are incorrect. Reassigning the team member’s work to other team members without asking for their input does not respect the other team members’ autonomy. Telling the team member to go for training to figure out how to complete their work on time is not a supportive approach, and it may not be realistic. Dismissing the team member’s concerns and move on with the daily standup meeting is also not supportive and could create a negative atmosphere in the team.
This question and rationale were developed in reference to:
Succeeding with Agile (No Date) //18/381 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//54 [Item]
Question
During a daily standup, a stakeholder unexpectedly joins the meeting and criticizes the performance of one of the team members. After this, the team member is very distracted from their work and their productivity noticeably decreases.
What should the team member do in this scenario?
A.Schedule a meeting with the stakeholder to discuss the stakeholder’s actions during the standup.
B.Email the stakeholder to request that future communications should come through the project manager.
C.Meet with the scrum master to discuss what occurred and how it has affected productivity.
D.Meet with the project manager and sponsor to request reassignment to a different project.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) ///97 [Item Kindle Platform: The Scrum Master - training manual ]
| The Agile Practice Guide (No Date) PMI/PMI/4/41 [Item]
Question
An agile team finds it difficult to complete a checklist because they have different interpretations of what the project aims to achieve. How can the project manager help them gain a common understanding of the project’s overall purpose?
A.Review the project vision.
B.Review the full list of user stories.
C.Review the Agile Manifesto.
D.Conduct the first sprint retrospective.
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.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/5.1/ [Item “…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..”]
| https://www.pmi.org/learning/library/five-team-leadership-principles-project-success-6250 [Item Juli, T. (2011) article citation: “Build vision. Sharing a common project vision and goals 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..”]
| PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item Consideration for Agile/Adaptive Environments]
Question
A project manager is part of a project that has a scrum team. The team members are unfamiliar with the distinction between risks and issues and prefer to use the concept of impediments.
For which of the following would the team be unable to apply the concept of impediments?
A.One of the junior members of the team cannot work at full capacity for a week.
B.One of the competitors announced the imminent release of a new version of their product.
C.The administration of the building announced that for the next couple of weeks there will be maintenance work on the air conditioning system.
D.The project manager is on leave and scrum master has to take a lead for distinguishing risk from issues.
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.
This question and rationale were developed in reference to:
PMI.org (2018) //Impediment Logs in Scrum/Denise Canty/ [Item https://www.projectmanagement.com/blog-post/46050/Impediment-Logs-in-Scrum]
Question
A software developer who is working on a critical component has to take emergency leave from the project. Due to time constraints, the project manager cannot hire a new replacement developer for the team.
What should the project manager do to manage the situation?
A.Move the critical component to the final iteration it can be worked on after the developer returns from leave.
B.Request the project sponsor to extend the project until the developer returns and finishes the work.
C.Prolong the iteration to allow time for the developer to return and complete the component.
D.Ask team members to find a way to complete the missing developer’s work in this iteration.
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.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/3 Life Cycle Selection/ [Item Project Factors that influence tailoring
Project factor - Demand pattern steady or sporadic
Tailoring options - Many teams find that using a cadence ( in the form of a regular timebox) helps the demo, retrospect, and take in a new work, in addition, some teams need more flexibility in their acceptance of more work. Teams can use flow-based agile with a cadence to get the best of both worlds]
| https://www.pmi.org/learning/library/motivation-project-management-leadership-perspective-2390 (2008) Project Management Journal, 39(2)//Motivation in project management: the project manager’s perspective./Schmid, B. & Adams, J./60–71. [Item “If the manager instead only specifies ends and allows the individual or team to develop their own means, stronger motivation and a heightened work morale will manifest itself. According to Ambrose and Kulik (1999), research addressing action regulation theory has also found that autonomy (decision latitude) results in maximal motivation.”]
Question
A project that should have been 90 percent complete by now is only 45 percent complete. The total project budget is US$110,000 and the actual cost of work performed is US$60,000.
What can be determined from this information?
A.The project is under budget with a CPI of 1.21.
B.The project is over budget with a CPI of 0.83.
C.The project is under budget CPI of 0.83.
D.The project is over budget with a CPI of 1.21.
Solution: B. The project is over budget with a CPI (cost performance index) of 0.83.
EV = % completed * budget = 45% * $110,000 = $49,500
AC = $60,000
CPI = EV/AC = 49,500/60,000 = 0.83
A CPI under 1 means the project is over budget.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI/PMI/7/219 [Item]
| Practice Standard for Earned Value Management (10/1/2011) PMI/PMI/9/58 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/Wiley/15/752-758 [Item]
