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]
Question
A project manager is assigned a project for a customer with a history of being demanding and unclear about requirements. The customer has refused to accept previous deliverables without providing clear feedback.
How should the project manager proceed with this project?
A.Meet with the sponsor to define a detailed schedule leading to project completion on time.
B.Work with the customer and the product owner to clearly define the minimum viable product (MVP).
C.Implement an iterative approach in order to obtain formal acceptance of each deliverable.
D.Request to terminate the project until the customer is able to provide concrete expectations.
Solution: B. Work with the customer and the product owner to clearly define the minimum viable product (MVP).
Working with the customer and the product owner addresses the root problem of unclear expectations and involves key stakeholders in defining the project’s scope. By working with the customer and product owner to define the MVP, the project manager can ensure that everyone is on the same page and that the project deliverables are accepted by the customer.
The other options are incorrect because they do not appropriately address the unclear requirements.
Meeting with the sponsor to define a detailed schedule will not be worthwhile. If the requirements remain ambiguous, creating a realistic schedule will be difficult and will likely be inaccurate.
Implementing an iterative approach is not sufficient because the customer has not been clear about what they expect and will likely reject the deliverables regardless of the approach.
Requesting to terminate the project should only be considered as a last resort and does nothing to address the issue at hand. It’s better to work towards clarifying expectations rather than immediately seeking termination.
This question and rationale were developed in reference to:
| O’Reilly Platform (No Date) //Agile Management - Chapter 12 - Do phase-experiment/ [Item]
PMBOK Guide Seventh Edition (2022) /// [3.9 NAVIGATE COMPLEXITY]
Question
During project initiation, the project manager learns that a key stakeholder will leave the project for a month to consult on another strategic project.
What should the project manager do first?
A.Update the issue log and notify the other stakeholders.
B.Ask the functional manager to provide a replacement while the stakeholder is unavailable.
C.Interview the stakeholder to gather relevant information and expert judgment.
D.Update the risk management plan to include the impact of the stakeholder’s absence.
Solution: A. Update the issue log and notify the other stakeholders.
The FIRST thing the PM needs to do is to capture this as an issue and communicate this to the other stakeholders. Until then, no action can or should be taken.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2017) /PMI/4.3.3.3/ [Item 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.]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2004) Tom Kendrick/AMACOM/31/74 [Item]
Question
A project is in the execution phase when the project manager needs to assign new resources to the existing project team. What should the project manager do to ensure the team works effectively and meets project requirements on time?
A.Create accessible library services.
B.Conduct a brainstorming session.
C.Integrate skills development activities.
D.Monitor project team cohesiveness.
Solution: C. Integrate skills development activities.
When a project manager needs to assign new resources to an existing project team, it is important to integrate skills development activities into the project execution phase. This will help to ensure that all team members have the skills and knowledge they need to do their jobs effectively and meet project requirements on time. A highly skilled and capable team is more likely to work effectively and meet project requirements on time. Skills development activities ensure that team members are equipped to handle their roles and responsibilities competently.
The other options are incorrect because they are not the most immediate actions to ensure the team’s effectiveness during the execution phase of the project.
Creating accessible library services is incorrect because it does not directly address the team’s skills and capabilities and does not ensure effectiveness in the execution phase.
Conducting brainstorming sessions is incorrect because they are not directly related to skills development or ensuring the team’s effectiveness.
Monitoring team cohesiveness is important for assessing team dynamics and collaboration, but it is not a proactive way to ensure the team works effectively and meets project requirements on time. The project manager should focus on helping the new resources integrate into the team and develop the skills they need.
This question and rationale were developed in reference to:
The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/12/Fast Track to Teaming [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4.3 PROJECT TEAM COMPOSITION AND STRUCTURE] [2.4.1 INTERNAL ENVIRONMENT]
Question
Team members express frustration because their functional manager does not listen to their opinions. They seem reluctant to devote themselves to the remainder of the project.
What should the project manager do?
A.Demonstrate support for the team by discussing their goals and beliefs.
B.Break the remaining work into smaller tasks and divide the tasks among the team.
C.Ask the team to prioritize the tasks remaining in the project.
D.Discuss the team’s concerns with the functional manager.
Solution: A. Demonstrate support for the team by discussing their goals and beliefs.
The primary goal of a project manager in relation to the project team is to ensure that the team has the time and resources to do their job and to remove any barriers they may encounter. By standing up for the team’s beliefs the project manager is demonstrating their support for the team.
Breaking the remaining work into smaller task, dividing the tasks and asking the team to prioritize the task will not solve the frustration the team members are facing.
Discussing with team’s concerns with the functional manager may not help to resolve the motivation of the team members to focus and complete the remainder of the project.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2012) ///24 [Item]
| Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/16/527 [Item]
| Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Schwalbe/9/391 [Item]
Question
Midway through a project, the project manager identifies new stakeholders. Each of these new stakeholders plays a different project role.
What should the project manager do first?
A.Meet with the project sponsor to learn if new roles have been created.
B.Review the stakeholder register.
C.Submit a change request to the change control board (CCB).
D.Update the stakeholder management plan.
Solution: D. Update the stakeholder management plan.
The identification, prioritization, and engagement of stakeholders should be reviewed and updated routinely, and at least at the following times when:
The stakeholder register is not being reviewed, only new names are being added.
There is no change in the project requirements and/or definition sothere is no need to submit a change request.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/13/513 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13/514 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/13/ [Item Project Stakeholder Management]
Question
Days before the sixth and final sprint of a software development project, the project manager presents the project’s deliverables to the stakeholders. During the presentation, a recently added stakeholder states that the deliverable will fail to meet market expectations.
What should the project manager do to address the situation?
A.Meet with the project sponsor and the new stakeholder to discuss how they will resolve this issue.
B.Meet with the new stakeholder to review the project scope and project plan.
C.Conduct a task prioritization meeting with the new stakeholder and the project development team.
D.Implement the change management plan to revise the project scope to meet the new stakeholders’ expectations.
Solution: B. Meet with the new stakeholder to review the project scope and project plan.
The project manager must understand the reasoning for the stakeholder’s comment and assess it first. Once assessed, the project manager can proceed accordingly.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/5/11 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3/523 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5 and 13/ [Item Project Scope Management Plan and Stakeholder mapping/representation]
Question
An organization is redesigning and relaunching a key product. The stakeholders are all company executives and want to ensure that the product launch will be a success.
What should the project manager do to ensure project success?
A.Implement a detailed communication management plan so that stakeholders are kept informed of the project status.
B.Communicate the critical nature of this project to the team and escalate any issues to the sponsor.
C.Ensure that all of the stakeholders attend the daily standups so that they can adjust the project as needed.
D.Work to identify and align performance indicators with the deliverable.
Solution: D. Work to identify and align performance indicators with the deliverable.
In order to measure the successful delivery and completion of any initiative, it is critical to determine the performance indicators beforehand. The Project Manager can ensure project success by identifying & aligning the performance indicators with the deliverable.
Implementing a detailed communications management plan is incorrect as that is not the issue. Also, the stakeholder continues to receive communications. A project manager would not escalate to the project sponsor. All of the stakeholders do not attend the daily standups.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Objectives and key results - Chapter 5 - Managing with OKRs/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Project Resource Management/350 [Item]
Question
A project manager needs to hire suppliers for an international project that has a performance period of several years. The project manager needs to allow for conditions such as changes in inflation rates.
What type of contract should the project manager use?
A.Time and material (T&M)
B.Cost plus fixed fee (CPFF)
C.Cost plus incentive fee (FPIF)
D.Fixed price with economic price adjustment (FPEPA)
Solution: D. Fixed price with economic price adjustment (FPEPA)
The FP-EPA contract type is used whenever the seller’s performance period spans a considerable period of years, or if the payments are made in a different currency. It is a fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes or cost increases (or decreases) for specific commodities.
All other options don’t account for the inflation adjustment.
This question and rationale were developed in reference to:
e-Reads (No Date) ///The New Dynamic Project Management: Winning Through the Competitive Advantage, 2nd Edition - Chaper 14 - Procurement and Contract Management 14.4.4 Types of Contracts and Pricing Arrangements [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 12 - Project Procurement Management - 12.1.1.9 Organizational Process Assets - Page 362-364 [Item]
Question
A project’s statement of work (SOW) requires that the project be delivered in nine months. The project manager believes that the timeline is not realistic.
What should the project manager do?
A.Involve the change control board (CCB) in the Perform Integrated Change Control process
B.Submit a written request to the project sponsor for additional resources and budget
C.Meet with subject matter experts (SMEs) and the project sponsor to set expectations
D.Negotiate a new timeline with the project sponsor
Solution: C. Meet with subject matter experts (SMEs) and the project sponsor to set expectations
If a project timeline is not realistic, then the project manager needs to provide the proof to the sponsor so that a realistic expectation can be set. The SMEs can provide that information and allow the sponsor to decide on a course of action.
The Change Control Board evaluates and approves additions or deletions of scope. A written request for additional resources and negotiating a new timeline could be an approach, but not the first thing one would do.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI/PMI/4/71 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/11/521 [Item]
Question
During project execution, the team finds that changes must be made to a component sourced from an outside supplier. The component is being used in the project.
What should the project manager do?
A.Meet with the component supplier to discuss the product warranty.
B.Review the contract terms and the Procurement Management Plan.
C.List the potential risks that would result from the change.
D.Process a change request to modify the project management plan.
Solution: B. Review the contract terms and the Procurement Management Plan.
The procurement management plan describes how a project team will acquire goods and services from outside of the performing organization. The contract’s terms and conditions will specify how changes will be handled. Thus, the contract and Procurement Management Plan will define how to proceed, and should be reviewed first.
The other answer choices are incorrect because the contract terms must be followed and therefore must come first.
This question and rationale were developed in reference to:
Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./6.8.2/262 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (2015) Harold, Ph.D. Kerzner/Wiley/19/995 [Item]
Question
The owner of a consulting company initiates a project to expand the number of services the company provides. The company has a competitive advantage, outstanding expertise, and an excellent reputation. The executive team wants to evaluate and rank criteria such as uncertainty and valuation regarding the addition of these new services.
Which technique should the project manager use to help the company make this evaluation?
A.Cause-and-effect diagram
B.Forecasting
C.Multicriteria decision analysis
D.Risk assessment matrix
Solution: C. Multicriteria decision analysis
The correct answer is multicriteria decision analysis which is used to evaluate multiple criteria which could have a negative or positive impact. This would allow the executives to evaluate and prioritize the implementation of new services. Cause and effect diagrams are used for root cause analysis, forecasting is used for cost or schedule control, risk register contains identified risks and their response.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press//137 [Item]
| PMBOK Guide Sixth Edition (2018) ///5.2.2.4 DECISION MAKING [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2004) Tom Kendrick/AMACOM//173 [Item]
Question
A project manager has been assigned to a new project. The client has mentioned that the project’s inception is based on ideas and assumptions put forward by their business partners. What should the project manager do to ensure that they have a clear understanding of the project objectives?
A.Conduct in-depth interviews with the client’s business partners to uncover their expectations and objectives.
B.Meet with stakeholders, including the client’s business partners, to gather input and define project objectives.
C.Initiate the project and develop a comprehensive project plan based on available information and assumptions.
D.Meet with the client to discuss the project’s initial ideas and assumptions and seek clarification on their vision.
Solution: B. Meet with stakeholders, including the client’s business partners, to gather input and define project objectives.
Meeting with stakeholders, including the client’s business partners, to gather input and collaboratively define project objectives is the most effective approach to achieving this clarity. This allows for a comprehensive gathering of input from those who have contributed to the project’s ideas and assumptions. It also ensures that various perspectives are considered. Collaboratively defining project objectives in a meeting helps align expectations, clarify the client’s vision, and create a shared understanding among all relevant parties. This process can lead to a more successful project outcome.
The other answer options are also important steps in the project management process, but they are not the best way to ensure that the project manager has a clear understanding of the project objectives.
Conducting in-depth interviews with the client’s business partners can be helpful, but it is important to involve all stakeholders in the process of defining the project objectives.
Meeting with the client to discuss the project’s initial ideas and assumptions is also important, but it is not enough to ensure that you have a complete understanding of the project objectives.
Initiating the project and developing a comprehensive project plan based on available information and assumptions is premature until you have a clear understanding of the project objectives.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/3/59 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN] [2.4.2.1 Delivery]
Question
A project is currently in the release planning stage and some team members are arguing about which tasks need to be completed first, resulting in the development team becoming frustrated and losing interest in the project.
What should the project manager do?
A.Apply a compromise/reconcile conflict resolution method.
B.Apply a force/direct conflict resolution method.
C.Apply a withdraw/avoid conflict resolution method.
D.Apply a smooth/accommodate conflict resolution method.
Solution: A. Apply a compromise/reconcile conflict resolution method.
The most effective method of conflict resolution for the project manager to use in this scenario is compromise/reconcile. This method involves working with the team to find a solution that meets the needs of all parties involved. This may involve adjusting the project plan, reprioritizing tasks, or delegating tasks differently.
The other answer choices are not as effective in this scenario. Force/Direct: This method involves using authority to impose a solution on the team and it is more likely to escalate the conflict in this scenario. Withdraw/Avoid: This method involves ignoring the conflict or hoping that it will resolve itself. This is not a good solution, as the conflict is likely to continue to grow and fester. Smooth/Accommodate: This method involves giving in to the demands of the team members and is likely to lead to resentment and conflict in this scenario. By using the compromise/reconcile method, the project manager can work with the team to find a solution that meets everyone’s needs and helps to improve morale and productivity.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 168 [Section 4.2.7.1]
Question
In which stage of Tuckman’s stages of team development do the team members begin to resolve conflicts effectively?
A.Forming
B.Storming
C.Norming
D.Performing
Solution: C. Norming
Following the conflict of the storming phase, the team learns to work more effectively in the norming phase, including resolving conflicts. Norming is the correct choice. Norming is the stage at which the project team starts to function as a collective body. At this point, project team members know their places on the team and how they relate to and interface with all the other members. They are starting to work together. There might be some challenges as work progresses, but these issues are resolved quickly, and the project team moves into action.
Effective team conflict resolution skills are not present in the forming and storming stages. They are well developed in the performing stage, but the question asks at which stage they begin to arise.
The other options are incorrect.
The forming stage is when the project team first comes together. Members get to know each other’s names, position on the project team, skill sets, and other pertinent background information. This might occur in the kickoff meeting.
During the storming stage, project team members jockey for positions on the team. This phase is where people’s personalities, strengths, and weaknesses start to come out. There might be some conflict or struggle as people figure out how to work together. Storming might go on for some time or pass relatively quickly.
At the performing stage, the project team becomes operationally efficient. This is the mature project team stage. Project teams that have been together for a while are able to develop synergy. By working together, project team members accomplish more and produce a high-quality product.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/best-practices-virtual-project-teams-6038 [Item Stage 3 – Norming: In this stage, the team is working together more effectively. Each member has found his or her place on the team and they are following processes and procedures. They support each other and problem solve and resolve conflicts effectively, with guidance from the team leader as necessary, to ensure the project keeps moving in the right direction. Technology is used effectively and efficiently to help the virtual team stay connected.]
PMBOK Guide Seventh Edition (2022) /// [4.2.6 PROJECT TEAM DEVELOPMENT MODELS]
Question
A project manager is assigned to a new multinational project. This will be the project manager’s first time working with team members from different countries.
What should the project manager do to prepare themselves for the project?
A.Attend cultural sensitivity training to understand and respect cultural differences.
B.Brush up on language skills if necessary to facilitate effective communication.
C.Conduct team-building exercises to foster collaboration and trust among team members.
D.Develop an awareness of local customs with the understanding that culture is learned.
Solution: A. Attend cultural sensitivity training to understand and respect cultural differences.
When working with team members from different countries, it’s crucial for a project manager to be culturally sensitive and aware. Cultural sensitivity training can help project managers understand and navigate the nuances of working with a multicultural team, promoting effective communication, collaboration, and respect for cultural differences.
The other options are incorrect.
Brushing up on language skills is incorrect because it may not be feasible or unilaterally effective. Effective communication involves more than just language; it also encompasses cultural nuances, customs, and non-verbal communication. Even if the project manager speaks the languages of all of their team members, it is still important to be aware of cultural differences in communication.
In this scenario, the project manager is seeking to prepare themselves to manage a multinational project, which they have never done. Conducting team-building exercises should come after cultural sensitivity training, as it’s important to first establish an understanding of cultural differences and build a foundation of respect and effective communication.
Developing an awareness of local customs is always a good idea, but the project manager will be working with team members from different countries, learning local customs is not the most effective way for the project manager to understand and respect the different cultural backgrounds of their team members. Cultural sensitivity training offers a more comprehensive and structured approach to understanding and respecting different cultural backgrounds.
This question and rationale were developed in reference to:
Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./9.2/ [Item]
| The Cultural Dimension of International Business (6th Edition) (2015) Gary P. Ferraro/Published/2/22 [Item]
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
Question
During a project’s execution phase, two stakeholders complain that they receive insufficient information on the project’s status. The stakeholders have been included in the regular status meetings, and status reports are being shared with them.
Why should the project manager meet with these stakeholders?
A.To gather data on the issue in order to update the issue log.
B.To determine what information they are lacking and develop an understanding of their communication needs.
C.Send the stakeholders copies of the Emails previously sent to prove that they are included in the project’s communications plan.
D.To develop a better working relationship with these stakeholders in order to prioritize and rank their requirements.
Solution: B. To determine what information they are lacking and develop an understanding of their communication needs.
Since the stakeholders are already included in the status meetings and status reports, the project manager should meet with them one on one to understand what their additional communication needs are.
Managing Stakeholder Engagement involves activities such as managing stakeholder expectations through proper and accurate communications.
There is no issue that needs to be updated in the issue log as the stakeholders are being provided with all the required details. Emails are not working, sending “proof” does not address the issue.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/14/454 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/8402-8522/ [Item]
Question
A customer wants to add new features to the project deliverable. Before the project manager can begin work on these new features, what should the project manager do first?
A.Document the list of additional features in an email to the customer as a notification that the team will start working on the new features.
B.Draft the change request in the appropriate format to seek approval from the change control board (CCB) and start working on the new features only after approval is given.
C.Notify the project sponsor that the customer wants to add new features and wait for their approval to work on these new features.
D.Consult a subject matter expert (SME) and start working on the new features after there are no further concerns raised.
Solution: B. Draft the change request in the appropriate format to seek approval from the change control board (CCB) and start working on the new features only after approval is given
The change control board is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions. The options to email the customer, notify the project sponsor and consult an SME are not sufficient to change control actions to be completed before spending resources on the new feature.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Project Manager’s Spotlight on Change Management Chapter 4 [Item]
| OLD - PM: A Managerial Approach, 7th ed (Dec 10 2008 12:00AM) Jack R Meredith, Samuel J, Jr. Mantel/Wiley//page 502 [Item]
| OLD - PMBOK® Guide–Fourth Edition (Dec 1 2008 12:00AM) PMI/PMI//Chapter 4, page 98 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Section 4.5.2, pgs 98-99 [Item]
Question
During a status review meeting, it was determined that the product will not meet project scope requirements in a particular scenario. What should the project manager do?
A.Perform risk analysis and update project scope.
B.Initiate integrated change control process.
C.Review the baselines to determine the critical path.
D.Inform customer and negotiate an extended deadline.
Solution: B. Initiate integrated change control process.
The product not meeting project scope is a “Risk” that needs to be managed. This is managed through Integrated Change Control Process. Project scope may change to include this particular scenario after the CCP is initiated.
There is no baseline review nor renegotiation with the customer until after the CCP is initiated.
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 by Paul Sanghera, Chapter 4 - Program Scope Management [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/115 [Item 4.6 Perform Integrated Change Control]
| PMBoK, Sixth edition (2021) PMI/PMI/11/ [Item Plan risk Management]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//5.1 Plan Scope Management. Pages 107-110. [Item]
Question
A project manager is assigned to a project that has completed the planning phase. The project sponsor is confident that the project management plan has allowed for sufficient budget and scheduled time. The project manager believes that unforeseen events could affect the ability to complete the project successfully.
What should the project manager do?
A.Identify and evaluate potential risks and develop a risk action plan.
B.Meet with the project sponsor to request additional funding to mitigate potential risks.
C.Discuss the risk potential with the functional manager and identify resources that could ensure project success.
D.Document potential constraints and limitations in the risk management plan.
Solution: A. Identify and evaluate potential risks and develop a risk action plan.
The correct response is to identify and evaluate risks, and develop an action plan. The project manager needs to be proactive and anticipate uncertain events and create plans to avoid, mitigate, transfer, or accept them.
Requesting additional funding is premature until the risks are understood, as are other resource discussions with the functional manager.
The risk management plan describes the process by which the project approaches risk, and nothing in the question indicates that it is inadequate; documenting constraints and limitations also is premature.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/10/369 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/321 [Item]
Question
A project manager and the project team identified risks, performed a qualitative risk analysis, and prepared a risk response plan. However, delays in the response to risk events are affecting the project schedule.
How would assigning risk owners to the risk responses help avoid these delays?
A.Risk owners work with the project sponsor to ensure the risk response plan will be effective.
B.Risk owners identify likely constraints and assumptions before the risk events occur.
C.Risk owners are responsible for implementing the appropriate risk response strategy.
D.The risk report assigns management of delays in the project schedule to the appropriate risk owner.
Solution: C. Risk owners are responsible for implementing the appropriate risk response strategy.
The correct answer is risk owners are responsible for implementing the appropriate risk response strategy.
Risk owners for each risk are nominated as part of the Identify Risks process and confirmed while performing qualitative risk analysis. A risk owner is a person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy. If a risk owner is not assigned to a risk, then the risk response will not be implemented in a timely manner and delays to the schedule could occur.
The other options are incorrect because they do not address the issue in this case, which is that delays in the response to risk events are affecting the project schedule. Working to ensure the response plan will be effective, and/or identifying constraints and assumptions, does not address the fact that delays in implementing risk responses are affecting the project schedule. The risk report is a project document developed progressively throughout the risk management processes and summarizes information on individual project risks and the level of overall project risk. A risk report does not assign management of delays in the project schedule to the appropriate risk owner.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/411 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Contro (No Date) /Project Management: A Systems Approach to Planning, Scheduling, and Control//24057 [Item]
The Standard for Risk Management in Portfolios, Programs, and Projects (2019)
Question
While reviewing the approved project schedule, the project manager realizes that the milestones are unrealistic due to longer-than-expected procurement lead times for certain key project components. The project manager needs to update the schedule baseline to reflect the long lead times.
What should the project manager do first?
A.Modify the work breakdown structure (WBS).
B.Update the assumption log.
C.Modify the procurement management plan.
D.Submit a change request.
Solution: D. Submit a change request.
Change request is the correct answer as every baseline change should go through an integrated change control process.
Procurement lead times are the issue here. Therefore, there is no need to modify the WBS nor to update the assumption log. It is the lead times that were defined but not accounted in schedule baseline. There is no need to change the procurement management plan.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/4/134 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/81 [Item]
Question
A new project manager joins a project overseen by a senior project manager. The sponsor asks the new project manager to develop the quality management plan.
Why should the project manager initially consult with the senior project manager?
A.To learn the established quality processes and plans and how appropriate standards were selected.
B.To determine what product requirements have already been collected and to gather more as needed.
C.To develop cost-benefit analyses and benchmarking samples to be used for risk management.
D.To draft a change request for revision to the quality metrics and quality checklists.
Solution: A. To learn the established quality processes and plans and how appropriate standards were selected.
The new project manager should consult with the senior project manager to find out what practices and processes are already in place.
Product requirements are not captured in the quality management plan.
Developing cost-benefit analysis and benchmarking samples are not something the new project manager should start doing when the new project manager joins the project.
The new project manager needs to understand what quality metrics and quality checklists are in place before making any changes to them.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe//8/315-317 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/286 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/8/ [Item Plan Quality Management]
Question
A project manager is managing an agile project where the team is regularly missing user story due dates. What should the project manager do to resolve this situation?
A.Work with the sponsor to move out the deliverable hand over date.
B.Review the time allotted to iterations and sprints, adjusting them as needed.
C.Meet with the project team to identify if further agile methodologies training is necessary.
D.Implement a reward program for the project team to encourage completing stories on the due dates.
Solution: C. Meet with the project team to identify if further agile methodologies training is necessary.
It is important for the project manager to meet with the team and analyze the issue before proceeding. This will help identify gaps in training to ensure user story due dates are met.
Then, the project manager and team members can review the time allotted to iterations and sprints, adjusting them as needed. Working with the sponsor to push delivery dates will be unnecessary when the issue is resolved and a reward system may not work for a team with differing preferences.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 19 - Sprint planning/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item]
Question
A project manager was recently hired in a new organization and has been assigned to their first project. A colleague of the project manager warns about too much stakeholder involvement and adding extra complexity to the project.
Which behavior will neither add complexity nor uncertainty to the project during project scope process?
A.Influential stakeholders understanding and agreement
B.Stakeholder setting achievable goals
C.Disagreement between stakeholders
D.Optimistic biases on project scope
Solution: A. Influential stakeholders understanding and agreement
Stakeholder setting achievable goals is desirable but the key here is in the understanding and agreement among the influential stakeholders.
Disagreement between stakeholders will increase complexity.
Optimistic biases will increase uncertainty.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/433462/Project-Scope–Managing-Complexity-and-Uncertainty [Item Project Scope: Managing Complexity and Uncertainty
Mari Rengarajam Deenadayalu (Chennai Chapter) - January 24, 2018]
Question
During project execution, key stakeholders request a change to ensure that the final product will satisfy their requirements. Why should the project manager submit a change request?
A.To record the requirements needed for the stakeholders’ sign-off in order to update the issues log.
B.To ensure that the request is formally documented and incorporated according to the integrated change control process.
C.To provide justification for any impact the change might have on the project’s budget or schedule.
D.To ensure stakeholder responsibility regarding potential impact of the change on project budget and schedule.
Solution: B. To ensure that the request is formally documented and incorporated according to the integrated change control process.
A change request formally documents a proposed modification to the project plan, and is the first step of implementing a change.
The project manager’s responsibilities include verifying that changes are registered, assessed, approved, tracked, and communicated to stakeholders.
The other choices do not describe the purposes of a change request.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) ///4.2.3.1 PROJECT MANAGEMENT PLAN [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/119 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/11/15551 (kindle) [Item]
Question
An organization is updating its production capacity by modernizing its computer systems and machinery. The existing systems and machinery will need to keep running while the upgrades are being made. To minimize potential risks, agile methodologies will be used for the systems upgrades while the machinery acquisition, installation, and integration will use waterfall. The co-located project team agrees that communication is critical for the project to succeed.
How should the project manager proceed to ensure the project will be completed on schedule?
A.Schedule weekly co-located sessions with the project team and key stakeholders.
B.Email weekly status updates to the project team.
C.Meet individually with the stakeholders once a week to provide status updates.
D.Conduct daily teleconference sessions with the sponsor.
Solution: A. Schedule weekly co-located sessions with the project team and key stakeholders.
In this situation, where communication is critical and the project involves both agile and waterfall methodologies, scheduling weekly co-located sessions with the project team and key stakeholders is the most effective approach. This allows for face-to-face interaction, promotes collaboration, and enables timely discussions and decision-making.
The other answer choices are incorrect. Emailing weekly status updates to the project team may not be sufficient for effective communication and collaboration, especially when dealing with a project that involves different methodologies and complex integration requirements. Meeting individually with stakeholders once a week may not facilitate cross-team communication and may lead to siloed information. It may also consume significant time and hinder overall coordination efforts. Conducting daily teleconference sessions with the sponsor can be excessive and impractical, as daily meetings may not be necessary for the entire project team. Weekly sessions are usually sufficient for stakeholders to stay informed and engaged.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables
By Randal Wilson]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10/365 [Item]
Question
A project manager for a cross-functional team realizes that there is a lack of commitment from stakeholders to the project following a review meeting. This could lead to project failure.
Which three of the following actions should be avoided to mitigate this risk? (Choose 3).
A.Creating a weak communication plan
B.Allowing stakeholders to use information radiators
C.Not prioritizing stakeholders’ communication needs
D.Using fishbowl windows and remote pairing
E.Not updating the communication plan
Solution: A, C, and E. Creating a weak communication plan, Not prioritizing stakeholders’ communication needs, and Not updating the communication plan
The three actions that should be avoided by the project manager to mitigate the risk are those that are most likely to lead to a lack of commitment from stakeholders. A weak communication plan, not prioritizing stakeholders’ communication needs, and not updating the communication plan as the project progresses are all likely to lead to misunderstandings and a lack of information for stakeholders. This can lead to stakeholders feeling like they are not being kept in the loop, which can damage relationships and lead to a lack of commitment to the project.
The other two options, stakeholders using information radiators and using fishbowl windows and remote pairing, are not as likely to lead to a lack of commitment from stakeholders. Information radiators are visual displays of project information that can be helpful in keeping stakeholders informed. Fishbowl windows and remote pairing are techniques that can be used to improve communication and collaboration between stakeholders, which can help to build relationships and increase buy-in.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI//46 [Item]
Question
A project manager is developing the schedule for a new software development project. The project network diagram shows two separate paths:
Path A: Tasks 1-2-3-4 (all with a duration of 5 days each)
Path B: Tasks 5-6-7 (durations of 3, 7, and 2 days respectively)
There are no external dependencies between these paths.
What is the critical path for this project?
A.1-2-3-4
B.5-6-7
C.1-2-3-4-5-6-7
D.1-2-6-7
Solution: A. 1-2-3-4
The critical path refers to the longest sequence of dependent tasks that must be completed on time for the entire project to finish on schedule. Since there are no external dependencies between Path A and Path B, analyze their individual durations. Path A: Tasks 1-2-3-4 (all with a duration of 5 days each) has a total duration of 20 days (5 days/task * 4 tasks = 20). Path B: Tasks 5-6-7 (durations of 3, 7, and 2 days respectively) has a total duration of 12 days (3 days + 7 days + 2 days = 12). Because Path A has a longer total duration (20 days) compared to Path B (12 days), it represents the critical path for this project.
The other answer choices are incorrect. The combination of both paths is not necessary since the paths are independent, thus there’s no dependency between tasks 1-2-3-4 and 5-6-7, nor tasks 1-2 and 6-7.
This question and rationale were developed in reference to:
e-Reads (No Date) ///A Practical Guide to Earned Value Project Management, 2nd. CH17. Critical Chain Project Management [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//pmbok 6.3.3.1 Project Schedule Network Diagrams ( p159-160) [Item]
Question
After all deliverables have been completed, a project manager needs to formally close a project. What should the project manager do?
A.Update the project documents with quality control measurements to prove deliverables have been met.
B.Obtain stakeholder acceptance and initiate project closeout.
C.Release the project team and estimate any unused funds.
D.Incorporate the issue log into the lessons learned register to produce the final report.
Solution: B. Obtain stakeholder acceptance and initiate project closeout.
The PM should obtain the acceptance of the Stakeholders who had initiated the project.
The remaining answers are activities to be completed as part of the Project Closeout and are, therefore, not the correct answer.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/3/58 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Section 4.7.3 Close Project or Phase: Outputs]
| Project Management: The Managerial Process (2015) Clifford F. Gray & Erik W. Larson/McGraw-Hill Irwin/14/527-528 [Item]
Question
A project manager is leading a complex system improvement project. During the integration phase, an upgrade to one component causes an outage on an existing critical component that is currently in use by all departments to access inventory data.
What should the project manager do first?
A.Consult the operations plan to determine the best way to resolve the issue.
B.Follow the communications management plan to notify the stakeholders of the issue.
C.Update the issue log with details about a final solution for the issue.
D.Review the strategy documented in the risk management plan to manage the issue.
Solution: D. Review the strategy documented in the risk management plan to manage the issue.
The best thing for the project manager to do first is to review the strategy documented in the risk management plan to manage the issue. This is because the risk management plan should contain a list of potential risks, as well as strategies for mitigating those risks. The outage of the critical component is a risk that should have been identified in the risk management plan, and there should be a strategy in place for managing this risk.
The other answer choices are not as effective. Consulting the operations plan to determine the best way to resolve the issue is important but the project manager should first review the risk management plan to understand the root cause of the issue and to determine the best way to mitigate the risk. Following the communications management plan to notify the stakeholders of the issue is important, but this should not be the first thing that the project manager does. The project manager should first review the risk management plan to determine the best way to mitigate the risk and to develop a plan to resolve the issue. Updating the issue log with details about a final solution for the issue. The issue log should be updated with information about the issue, but the final solution should not be documented until the project manager has had a chance to review the risk management plan and to develop a plan to resolve the issue.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.9/ [Item]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/13 Project communications management in practice/Location 3835 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/11 Communications planning/25 [Item]
Question
Due to regulatory changes, a government agency is now a key stakeholder in a complex project. An agency representative has asked the project manager to explain how well the advantages derived from the project align with the agency’s business strategies.
What should the project manager do?
A.Meet with the other stakeholders to discuss the project objectives.
B.Review the assumption log.
C.Update the stakeholder engagement plan.
D.Refer to the benefits management plan.
Solution: D. Refer to the benefits management plan.
The project manager should refer to the benefits management plan to answer the agency representative’s question. The benefits management plan will show the agency representative how the advantages derived from the project align with the agency’s business strategies.
The other options are not as good as referring to the benefits management plan. Meeting with the other stakeholders to discuss the project objectives does not answer the agency representative’s specific question. Reviewing the assumption log would not provide information about how the project’s benefits align with the agency’s business strategies. Updating the stakeholder engagement plan would be important for keeping stakeholders informed, but it would not address the agency representative’s specific question.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13/514 [Item]
| Project management: A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10.6/481 Perform Stakeholder Engagements [Item]
Question
A megaproject had reached 10% completion when there was a sudden change of company ownership. After being put on hold for a few years, the project is now under study to resume.
Who is responsible for approving the updated budget, assigning key resources and relaunching the project?
A.Project sponsor
B.Project management office (PMO) director
C.Chief executive officer (CEO)
D.Steering committee
Solution: D. Steering committee
Steering committee is the correct answer. The project steering committee has authority for decisions at the organizational level, including assigning the project sponsor and approving starting or stopping a project.
Other options are not correct per the explanation provided about the steering committee.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-sponsorship-collaborative-journey-6210 [Item The steering committee is made up of a diverse group of executives that have different information and perspectives, any of which may be the key to making the best decision. This may include participation in vendor selection, finalizing project scope, negotiating budget, and identification of key staff that will provide benefit to the project.]
| https://www.projectmanagement.com/deliverables/224102/Project-Steering-Committee-Terms-of-Reference [Item The Steering Committee is responsible for approving budgetary strategy, defining and realizing benefits, and monitoring risks, quality and timeliness. The steering committeerole includes
Address any issue that has major implications for the project
Keep the project scope under control as emergent issues force changes to be considered]
Question
A project manager in a predictive environment has recently completed agile training and is starting to manage projects in an agile fashion. The organization is new to agile and not everyone understands the principles.
How should the project manager gain support going forward?
A.Hold a session with the stakeholders explaining the business value of prioritization, mindset, accountability, and improved quality.
B.Conduct a cost benefit analysis for the new project comparing predictive and agile approaches and present it to the stakeholders.
C.Invite the stakeholders to a backlog grooming session so that they understand the scope of work and the development approach.
D.Send the stakeholders video links explaining agile approaches as well as supporting case studies from the industry.
Solution: A. Hold a session with the stakeholders explaining the business value of prioritization, mindset, accountability, and improved quality.
The project manager is responsible for educating and engaging the stakeholders. The project manager should hold a session with the stakeholders explaining the business value of prioritization, agile mindset, accountability, and improved quality.
The other answer choices are incorrect. Conducting a cost benefit analysis may not show results in favor of the agile approach; inviting stakeholders to instill understanding of the benefits of agile is not the objective of a backlog grooming session; holding a session shows more dedication to the stakeholders as opposed to sending a video lesson link.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//3 What are the Project Management Processes/96 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/4.2.1.4 (37) [Item]
Question
A project manager has been assigned to a new project. During the initial review of the project charter, the project manager reaches out to the project sponsor to discuss important information that is missing in the document.
What piece of information is appropriate for the project manager to request?
A.Measurable objectives of critical success factors
B.Detailed description and requirements of the final deliverable
C.Work breakdown structure (WBS)
D.Performance measurement baseline
Solution: A. Measurable objectives of critical success factors
The project sponsor is generally responsible for the development of the business case for the project. That person would be the logical source of the objectives for project success.
Detailed deliverable requirements, WBS, and performance management baseline are all lower level documents that the project manager should develop based on the criteria provided by the sponsor.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, 7th ed (No Date) Robert Wysocki/Wiley/12/393 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/81 [Item]
Question
A project team is brainstorming the best project management methodology to recommend to senior management for adoption. The project team’s idea is characterized by frequent requirement changes, incremental and iterative changes, customer focus, and defined stages with specific documents produced to meet industry regulatory standards.
Which project management methodology is preferred in this case?
A.Agile
B.Hybrid
C.Predictive
D.Waterfall
Solution: B. Hybrid
Hybrid is correct as the team needs to adopt the hybrid approach as their projects require agile benefits such as being more customer centric, responding faster to change as well as predictive benefits of clear stages and documents. Hence a blend is recommended in this instance.
Agile is incorrect as the defined stages with specific documents are required in order to meet industry regulatory standards.
Predictive is incorrect as the project requires frequent requirement changes, incremental and iterative changes whereas predictive methodology is applied when when the scope of work and requirements for the project are clear and justify the detailed upfront planning.
Waterfall is incorrect as the waterfall project management is a sequential, linear process of project management whereas this project requires frequent requirement changes, incremental and iterative changes
This question and rationale were developed in reference to:
PMI.org (2010) //Sheffield, J. & Lemétayer, J. (2010). Critical success factors in project management methodology fit. Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute// [Item]
Question
During a project performance evaluation meeting, a team established that the performance of the project as of the status date was as follows: schedule performance index (SPI) = 0.5; cost performance index (CPI) = 1.5. The client had identified cost and schedule performance as key in terms of value.
Based on these performance figures, which of the following describes the value being delivered to the client as of the status date?
A.Good cost value and poor schedule value
B.Poor cost value and good schedule value
C.Good cost value and good schedule value
D.Poor cost value and poor schedule value
Solution: A. Good cost value and poor schedule value
The Schedule Performance Index (SPI) measures how well the project is meeting its schedule milestones. An SPI of 1 means that the project is on schedule, an SPI of less than 1 means that the project is behind schedule, and an SPI of greater than 1 means that the project is ahead of schedule. The Cost Performance Index (CPI) measures how well the project is meeting its budget. A CPI of 1 means that the project is on budget, a CPI of less than 1 means that the project is over budget, and a CPI of greater than 1 means that the project is under budget.
In this case, the SPI is 0.5, which means that the project is behind schedule. The CPI is 1.5, which means that the project is under budget. Therefore, the value being delivered to the client as of the status date is good cost value and poor schedule value.
The other answer choices are incorrect. Good cost value and good schedule value is not correct because the SPI is less than 1, which means that the project is behind schedule. Poor cost value and good schedule value is not correct because the CPI is greater than 1, which means that the project is under budget. Poor cost value and poor schedule value is not correct because the SPI and CPI are both less than 1, which means that the project is behind schedule and over budget.
This question and rationale were developed in reference to:
PMI.org (2010) //Byatt, G. (2010). Delivering project benefits—a practical plan for success. Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute// [Item]
Question
An agile team is determining which activities to complete first during an upcoming project iteration for a new product development. Which factor should they use to rank the order of activities that will be delivered?
A.Size of the activity
B.Value of the activity to stakeholders
C.Cost of the activity
D.Ease of completion of the activity
Solution: B. Value of the activity to stakeholders.
In agile product development, prioritizing activities based on the value they provide to stakeholders is a fundamental principle. This approach ensures that the most valuable and impactful features or tasks are addressed first, maximizing the project’s return on investment (ROI) and addressing stakeholders’ needs and expectations effectively. Prioritizing based on the value of the activity to stakeholders ensures that the team works on tasks or features that directly contribute to meeting customer or user requirements and expectations.
While the size, cost, and ease of completion are important factors to consider, they should be secondary to the value factor. An activity might be small, inexpensive, or easy to complete, but if it doesn’t provide substantial value to stakeholders, it may not be the most important one to address.
This question and rationale were developed in reference to:
PMI.org (2010) //Byatt, G. (2010). Delivering project benefits—a practical plan for success. Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager is part of a project management strategy focus group that is brainstorming the ways projects will be used to add business value to the organization in the upcoming quarter. Which statement(s) describes broadly how organizations use projects to add business value?
A.Projects are used to develop new products, processes, or services.
B.Projects are used to modify existing products, processes, or services.
C.Projects are used to deliver day-to-day activities, processes, or services.
D.Projects are used to develop and modify products, processes, or services.
Solution: D. Projects are used to develop and modify products, processes, or services.
Business value is added by projects to develop new products or modify existing products, processes, or services.
Projects should deliver unique features, and do not deliver day-to-day activities.
This question and rationale were developed in reference to:
PMI.org (2014) //Phillipy, M. A. (2014). Delivering business value: The most important aspect of project management. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
A local government provides subsidies for healthcare activities. An organization plans to leverage this subsidy for a project to provide health testing services for at-risk populations. After the project has started, the government announces that this testing service might not qualify for the subsidy.
What should the project manager do?
A.Escalate the project risk to a higher level.
B.Meet with the project sponsor to redefine project benefits.
C.Inform the stakeholders of the need to develop a contingency plan.
D.Submit a change request to the change control board (CCB).
Solution: A. Escalate the project risk to a higher level.
If there are potential conflicts between strategic goals and the portfolio of work, then the risk is escalated to the proper level of management.
The project benefits haven’t changed, there is no indication yet that a contingency plan is needed, and there would be nothing to substantiate a change request.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project risk management/398 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/11/ [Item Key Concepts for the Project Risk Management]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/CHAPTER 14 Risk Management in Practice/Location 4166 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/RISK PROCESS 81 Risk-Management Planning/202 [Item]
| The Standard for Risk Management in Portfolios, Programs, and Projects (2019) Project Management Institute, Inc./Project Management Institute, Inc.// [Item]
Question
A project manager has been awarded a firm-fixed-price (FFP) contract to develop a new mobile app for a client. The contract scope is well-defined and the client has approved the project plan. However, during the course of the project, the team encountered some unexpected technical challenges. These challenges will require additional time and resources to resolve.
Which of the following is the most suitable course of action to take?
A.Terminate the contract with the client and return the advance payment immediately.
B.Proceed with the project as planned and try to resolve the challenges within the existing budget and schedule.
C.Notify the client and request a change order to increase the project budget and extend the project schedule.
D.Attempt to resolve the technical challenges using existing resources, even if this means sacrificing quality.
Solution: C. Notify the client and request a change order to increase the project budget and extend the project schedule.
It is important to be transparent with the client and communicate any challenges as soon as possible. This will help to avoid any surprises or disagreements down the road. It is also important to be realistic about the additional resources and time that will be needed to resolve the challenges.
The other answer options are incorrect.
Terminating the contract with the client and returning the advance payment should be a last resort. This can damage the relationship with the client and make it difficult to find new clients in the future.
Proceeding with the project as planned and trying to resolve the challenges within the existing budget and schedule is a risky approach. If the challenges cannot be resolved within the existing scope, the project could go over budget and/or behind schedule. This could also damage the relationship with the client.
Attempting to resolve the technical challenges using existing resources, even if this means sacrificing quality, is not a good idea. This could lead to a poor quality product and damage the client’s satisfaction.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.4.7 CHANGES]
Question
A project manager works for an organization that uses the predictive method of project management. The project manager has completed training for agile project management and begins to manage projects using the agile method. Stakeholders are not familiar with agile and are having difficulty understanding the new project methodology.
How should the project manager address this issue?
A.Hold a session with the stakeholders to introduce agility - explaining the business value of prioritization, accountability, and improved quality from frequent reviews.
B.Conduct a cost benefit analysis for the new project comparing predictive and agile approaches and present it to the stakeholders.
C.Invite the stakeholders to a backlog grooming session so that they understand the scope of work and the development approach.
D.Send the stakeholders video links explaining agile approaches as well as supporting case studies from the industry.
Solution: A. Hold a session with the stakeholders to introduce agility - explaining the business value of prioritization, accountability, and improved quality from frequent reviews.
This question tests the project manager’s understanding of their role in educating the stakeholders, as well as the benefits of this type of stakeholder engagement.
The other options on conducting analysis, and having a backlog grooming session do not help the stakeholders understand better. The option to send video links is helpful, but a personalised session with the stakeholders would likely be the most effective option.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//3 What are the Project Management Processes/96 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/4.2.1.4 (37) [Item]
Question
A project management office (PMO) normally runs projects using the waterfall approach. A project currently in development is impacted by local regulations which are being updated regularly. The project team feels that implementing agile techniques would benefit the project due to the constantly changing regulations.
What should the project manager do in this scenario?
A.Leverage budget reserves to add vendors familiar with the regulations to the project team.
B.Conduct an analysis of how incorporating agile methodologies will impact the project.
C.Present this request to the PMO and the project sponsor.
D.Implement the request and train the project team on agile methodologies.
Solution: B. Conduct an analysis of how incorporating agile methodologies will impact the project.
The project should first conduct an analysis of how incorporating agile methodologies will impact the project requirement before making other changes to the approach.
Using budget reserves to add vendors is not the correct action for this scenario.
The Project Manager should do the due diligence on why the project should be changed to agile before presenting the request to the PMO and project sponsor.
The Project Manager shouldn’t be implementing the request and training the project team on agile methodologies without first getting approval from the stakeholder.
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/// [Item Page No.78]
| O’Reilly Platform (No Date) //6/np [Item The Professional product owner: Leveraging scrum as a competitive advantage by Don McGreat and Ralph Johnson 2018.]
Question
A project team has adopted a new project management methodology which entails holding regular review and retrospective meetings every two weeks. In addition, there are daily status meetings and whiteboards are the main tool used to document decisions and action points.
Which project management methodology has the team adopted?
A.Traditional
B.Agile
C.Waterfall
D.Iterative
Solution: B. Agile
In traditional project management the white boards and status meetings are not generally used.
Daily stand-ups, bi-weekly reviews, retrospectives and lightweight documentation are all characteristics of agile methodology. So, Agile is the right answer.
In Waterfall project management the white boards and daily status meetings are not generally used.
In iterative project management the white boards and status meetings are not generally used.
This question and rationale were developed in reference to:
PMI.org (2010) //Sheffield, J. & Lemétayer, J. (2010). Critical success factors in project management methodology fit. Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager is midway through project delivery. The project manager decides to hold a stakeholder engagement meeting with senior management and the clients to examine if the project deliverables are achieving business value.
Which of the documents contains critical information to help the project manager with this?
A.Work breakdown structure
B.Project management plan
C.Project scope statement
D.Business case
Solution: D. Business case
The business case can be used to establish what was the initial project justification hence the business value envisaged from the onset
Work breakdown structure - Tasks, deadlines, and assigned resources along with the dependencies are documented in the work breakdown structure document
Project scope statement - The scope of the work is documented in the scope statement
Project management plan - It contains the information about the tasks which are involved in each and every stage of the project (Initiation, planning execution, control, and closure)
This question and rationale were developed in reference to:
PMI.org (2014) //Phillipy, M. A. (2014). Delivering business value: The most important aspect of project management. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
What methodology uses new approaches to implement solutions to problems that are encountered daily?
A.Ideation 2.0
B.Scrum
C.Kanban
D.Hybrid
Solution: A. Ideation 2.0
Ideation 2.0 is about using new approaches to ideate solutions to the problems you encounter in your daily routine, helping you to design collaboratively while keeping in mind the necessary outputs to inform the initial prototype.
The other answer choices are incorrect because they are not designed to address problems that are encountered on a daily basis.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/675586/An-Introduction-to-Ideation-2-0-in-Practice [Item Ideation 2.0 is about using new approaches to ideate solutions to the problems you encounter in your daily routine, helping you to design collaboratively while keeping in mind the necessary outputs to inform the initial prototype.]
Question
A stakeholder that is not experienced with agile has emailed the project team expressing frustration and displeasure with their work. In the email, the stakeholder is demanding significant changes in both the project scope and deliverables.
How should the project manager address this situation?
A.At the next team standup, ask the team why the stakeholder is upset.
B.Update the scope and project plan to meet the stakeholder’s requests.
C.Communicate with both the stakeholder and the product owner to foster project alignment.
D.Meet individually with the stakeholder to review the project backlog.
Solution: C. Communicate with both the stakeholder and the product owner to foster project alignment.
Daily standup is not the place for this sort of discussion.
Altering the backlog scope and project plan without team input may result adverse effects/issues.
The Product Owner should have been working with this stakeholder to understand the backlog. Communicate with both the stakeholder and the product owner to foster project alignment is the right choice.
This request is best handled during a backlog refinement meeting. There may be global impact on other scheduled work. so meeting individually with the stakeholder to review the project backlog is not the right choice
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology//121 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//349 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//41 [Item]
Question
An organization is launching a new product that is critical to the company’s success. The stakeholders have identified three key factors for success: market adaptation, rapid response to market offerings, and agility.
What should the project manager do to ensure the project’s success?
A.Work closely with the marketing team to promote the product and adapt to market changes.
B.Ensure that the project has sufficient budget and resources to address any challenges.
C.Be actively involved in the project by monitoring progress, making necessary changes, and capturing data.
D.Invite the stakeholders to attend all standups to ensure they are actively involved in the project’s success.
Solution: A. Work closely with the marketing team to promote the product and adapt to market changes.
The best answer is Work closely with the marketing team to promote the product and adapt to market changes. This is because the stakeholders have identified market adaptation as one of the key factors for success. The project manager can work with the marketing team to develop a marketing plan that will reach the target market and adapt the plan as needed to respond to changes in the market.
The other answer choices are also important, but they are not as critical as market adaptation. Ensure that the project has sufficient budget and resources to address any challenges is important, but the project manager can still work with the marketing team to develop a marketing plan even if the budget is limited. Be actively involved in the project by monitoring progress, making necessary changes, and capturing data is also important, but the project manager can still do this even if they are not invited to all standups. Invite the stakeholders to attend all standups to ensure they are actively involved in the project’s success is important, but it is not as important as market adaptation.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8./ [Item Book: From vision to decision
Topic: How to know if your business is a success.]
| O’Reilly Platform (No Date) //Chapter 2 - (COLLECT PROJECT DATA) - Project Management: A Managerial Approach, 8th Edition/ [Item]
Question
A project manager is a part of a project that is using the Scrum framework. The project manager needs to monitor the impediments log and facilitate the resolution of impediments raised by the team.
What is the correct order of the five steps used to manage the impediments log?
A.Prioritize, record, publish, communicate and address
B.Record, publish, communicate, prioritize and address
C.Record, prioritize, publish, address and communicate
D.Prioritize, record, publish, address and communicate
Solution: C. Record, prioritize, publish, address and communicate
The correct order is record, prioritize, publish, address, and communicate.
Process
Description
Record
The Daily Standup Meeting is the best time to document impediments in the Impediments Log as each team member reveals them. After the brief meeting, the Scrum Master will gather additional information so that the impediments can be prioritized.
Prioritize
Impediments should be prioritized based on their levels of importance and in relation to those on that are already on the log.
Publish
The Impediments Log should be made visible to everyone and posted for all to view.
Address
The Scrum Master should address the highest priority impediments from the log and ensure that it is removed so that the team can continue to reach the Sprint’s objective.
Communicate
When the impediment is removed, this information should be communicated to the involved parties and the Impediments Log is updated.
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
The project manager’s company won a digital transformation project request for proposal (RFP) with clear scope, time and cost. As part of the RFP clause, the project manager’s company also provided the number of resources required to complete the project. This is a very high investment project, and the customer wants to monitor the progress regularly.
Since it is a fixed price project, what approach should the project manager use?
A.Use a predictive approach and send the daily status report to the customer.
B.Use an Agile approach and showcase each successful completion of the story.
C.Use a hybrid approach and showcase each successful completion of each module.
D.Use a predictive approach and showcase each successful completion of each module.
Solution: C. Use a hybrid approach and showcase each successful completion of each module.
Waterfall Plan – Agile Execution many organizations seek the security of waterfall planning and a more deliberate approach to project initiation while also seeking the agility and opportunities for incremental and rapid value realization that exist with agile execution. These organizations recognize that there is value in planning, but that the plans themselves are less valuable and, in most projects, will change. They therefore embrace change by executing their planned projects using agile tactics.
This is a fixed time and cost project with a clear scope.
The PM needs to use the hybrid approach to provide the customer with details of completion ofeach module
The customer wants to monitor the progress regularly NOT receive daily status reports nor wants to analyze the completion of each successful story
This question and rationale were developed in reference to:
oreilly (Nov 2020) Shawn Belling/Apress/1. Defining Agile Hybrids/ [Item WATERFALL PLAN – AGILE EXECUTION
Many organizations seek the security of waterfall planning and a more deliberate approach to project initiation while also seeking the agility and opportunities for incremental and rapid value realization that exist with agile execution. These organizations recognize that there is value in planning, but that the plans themselves are less valuable and, in most projects, will change. They therefore embrace change by executing their planned projects using agile tactics.]
Question
A project manager is on a project with a very involved customer. The customer demands regular updates on the project, including the current project status and planned next steps.
What is the best way to communicate with the customer?
A.Email the customer weekly updates including the project risk register and notes from daily standups.
B.Document a detailed summary of the project along with a list of stakeholders, and send it to the customer monthly.
C.Schedule daily meetings to provide a brief project summary and details on what the project team is currently working on.
D.Schedule weekly meetings with the customer to present incremental project updates and to have the customer validate project progress.
Solution: D. Schedule weekly meetings with the customer to present incremental project updates and to have the customer validate project progress.
The best way for a project manager to communicate with a very involved customer who demands regular updates on the project is to schedule weekly meetings with the customer to present incremental project updates and to have the customer validate project progress.
The other answer choices are incorrect. Emailing the customer weekly updates, including the project risk register and notes from daily standups, and documenting a detailed summary of the project along with a list of stakeholders may not be effective if the customer does not have the time to read and review the updates. Additionally, emailing the project risk register may not be necessary, as the customer may not need to be aware of all of the project’s risks. Monthly updates may not be frequent enough for a demanding customer. Schedule daily meetings to provide a brief project summary and details on what the project team is currently working on is not as effective because the customer may not have the time to attend daily meetings, and the meetings may not be as productive
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2/527 [Item Plan Stakeholder Management]
| The Agile Practice Guide (No Date) PMI/PMI/2/8 [Item]
Question
A global organization that has always used predictive project management is now moving towards agile project management. In the first agile project of the organization, members from remote teams are failing to attend the daily standup meetings.
How can the project manager resolve this issue?
A.Replace remote project team members with co-located team members.
B.Assign tasks of lower priority to the remote team members.
C.Leverage online meeting platforms for the standups and consider the working hours of remote team members when scheduling.
D.Use some of the project budget to provide training on agile methods for all remote team members.
Solution: C. Leverage online meeting platforms for the standups and consider the working hours of remote team members when scheduling.
When a company is moving to Agile or Hybrid methodology these remote teams need to be taken in consideration to design the appropriate dynamics and infrastructure to work together. From a timing perspective, a daily stand up needs to take into consideration time zones and availability.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6 - Collaborating and Troubleshooting/ [Item Book: Managing Virtual Teams: Getting the most from Wikis, Blogs, and Other Collaborative Tools]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.6/46 [Item]
Question
A project manager notices a potential conflict between a remote developer and an on-site tester during a sprint; the developer feels the tester is being overly critical of their code, while the tester is concerned about potential bugs impacting the release schedule.
What should the project manager do first?
A.Categorize the conflict as “interpersonal” and direct the team members to handle it themselves.
B.Publicly discuss the conflict during the next daily standup to encourage open communication.
C.Schedule a private one-on-one meeting with each team member to understand their perspective.
D.Add the conflict to the shared project backlog and prioritize its resolution alongside other tasks.
Solution: C. Schedule a private one-on-one meeting with each team member to understand their perspective.
By creating a safe space for individual expression in private one-on-one meetings, the project manager can identify the root cause of the conflict and guide each team member toward a solution that addresses both the technical concerns and interpersonal dynamics.
The other answer choices are incorrect. Leaving it solely to the team members to resolve may cause delays, thus immediate intervention is crucial when a disruptive conflict is brewing. While transparency is valuable, public discussion can embarrass or escalate the situation, especially if team members are unprepared. Treating the conflict as a mere task disregards its human element and risks delaying its resolution, potentially impacting the sprint.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 14 [Section 2.3.2], 29 [Section 2.2.4.4] & 168 [Section 4.2.7.1]
Question
A project is in progress and the project plan follows waterfall but deliverables are incrementally given to the customer in an agile manner. The project team is comfortable with the hybrid approach and has successfully made important decisions for previous projects.
How should the project manager proceed?
A.Take control of the decision-making process.
B.Provide the team with a detailed process for making decisions.
C.Support the team’s choices and project decisions.
D.Train the project team on decision-making techniques.
Solution: C. Support the team’s choices and project decisions.
The best way for the project manager to proceed is to support the project team’s choices and allow them to assume control of project decisions. The project team has successfully made important decisions for previous projects, and they are comfortable with the hybrid approach. They are also familiar with the project plan, so they are well-positioned to make decisions that are aligned with the project’s goals and objectives.
The other answer choices are incorrect. The project manager taking control of the decision-making process would be a top-down approach that could stifle innovation and creativity. Providing the team with a detailed process would be rigid and could prevent the team from adapting to changes in the project’s scope or requirements. Training the team members on decision-making would not be enough to ensure that the project team is successful.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2. Theoretical, vicarious, and experience-based decisions./ [Item Business decision making ]
| The Agile Practice Guide (No Date) PMI/PMI/4/34 to 35 [Item]
Question
A project manager is assigned to a project with a lot of stakeholders and competing priorities. What will be the main objective to initiate and conduct negotiations?
A.To define the scope
B.To resolve conflict
C.To minimise the cost
D.To reduce the delivery time
Solution: B. To resolve conflict
To resolve the conflict, we need to initiate and conduct negotiations. Conflict resolution involves negotiations.
To define the scope is the next step.
To minimize the cost or to reduce the delivery time are the secondary objectives
This question and rationale were developed in reference to:
PMI.org (12/10/2010) //Five things every project manager should know about negotiation/Craddock, William T./ [Item https://www.pmi.org/learning/library/negotiate-success-element-communication-managers-6504]
Question
A project manager is assigned to a new environmental project. When reviewing a vendor’s proposal, the project manager identifies a technical risk that will have an impact on the project manager’s company’s operational cost.
What should the project manager do first?
A.Consult with their functional manager.
B.Accept the risk and move on.
C.Update the project risk register.
D.Assess the risk in a workshop.
Solution: C. Update the project risk register.
The best course of action for a project manager who has identified a technical risk in a vendor’s proposal that will impact the project’s company’s operational cost is to update the project risk register. By updating the project risk register with information about the technical risk, the project manager can begin to develop a plan to mitigate the risk.
The other answer choices are incorrect. Consulting with the functional manager may be helpful, but the project manager should first update the project risk register with information about the technical risk. Assessing the risk in a workshop may be helpful, but it is not the first step that the project manager should take. Accepting the risk and moving on is not a good idea, as it could have a negative impact on the project’s budget and schedule.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
“Process Groups - A Practice Guide”, section 5.19 - Identify Risks. An output of the “Identify Risks” process is updates to the risk register. Qualitative and quantitative risk assessments occur after risks have been identified and recorded in the risk register.
Question
A project is currently halfway through its timeline when one of the external resources becomes unexpectedly unavailable for the rest of the project. This unavailability puts the project’s successful completion within budget and on time at risk.
What should the project manager do as the initial step in addressing this?
A.Update the resource management plan and record the necessary skills in the issues log.
B.Engage with stakeholders to find a qualified replacement for the external resource.
C.Initiate training for an internal resource on the required skills and assign the remaining tasks.
D.Revise the project’s schedule and budget estimates and submit a change request.
Solution: A. Update the resource management plan and record the necessary skills in the issues log.
Before moving forward, the project manager should assess the impact, update the resource management plan, and document the skills needed for this role in the issues log. By documenting the skills required, the project manager can assess whether internal team members possess those skills or if external resources need to be sought. It provides a clear and transparent record of the specific skills and qualifications required to fill the gap left by the unavailable resource.
Engaging with stakeholders to find a qualified replacement or training an internal resource should not be the initial step. Searching for a replacement is necessary, but the project manager may not have a clear understanding of what skills and qualifications are needed for the replacement. When considering potential replacements, having a documented list of required skills ensures that any decisions made align with the project’s needs.
Updating estimates and submitting a change request is a necessary step, but it is not the initial step in this specific scenario.
This question and rationale were developed in reference to:
Advanced Project Management A Structured Approach 4th Ed (1/1/2004) Frederick Harrison and Dennis Lock/Gower Publishing Co./6/78-79 [Item]
PMBOK Guide Seventh Edition PMI/PMI/4.6.2/185 [Item]
Question
A project manager is halfway through a project using a predictive methodology when the organization announces a transition to a hybrid approach. The project sponsor instructs the team to transition to this new hybrid approach immediately, even though the team has no prior experience with hybrid projects.
What is the best course of action for the project manager to take?
A.Finish project delivery with the predictive methodology.
B.Extend the project timeline to accommodate the change.
C.Reevaluate project scope and prioritize critical tasks.
D.Request a complete overhaul of the project plan.
Solution: C. Reevaluate project scope and prioritize critical tasks.
Transitioning from a predictive methodology to a hybrid approach involves incorporating adaptive and flexible elements. Reevaluating the project scope is crucial because hybrid approaches often require more flexibility and adaptability. When transitioning to a new methodology, it is important to focus on the most critical tasks that need to be completed in order to achieve the project goals. This helps the team navigate the change and empowers them to effectively embrace the principles of hybrid project management, including adaptability, collaboration, and delivering value to the customer.
The other options are incorrect
Finishing the project with the predictive methodology is not ethical or feasible, as the project sponsor has already instructed the team to transition to a hybrid approach. Disregarding this instruction may lead to misalignment with the organization’s strategic goals.
Extending the project timeline might be necessary in some cases but, it’s not the best initial course of action. It’s more effective to first reevaluate and then consider timeline adjustments as needed.
Requesting a complete overhaul of the project plan is disruptive and could lead to significant delays and potential confusion among the project team.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/4/33 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [2.3.4 CONSIDERATIONS FOR SELECTING A DEVELOPMENT APPROACH]
Question
During a meeting with stakeholders, the project manager received multiple concerns about the quality of the project’s deliverables. The customer feels so strongly about these concerns that they decide they will not approve any future deliverables.
What should the project manager do in this scenario?
A.Inform the sponsor that the project has ended explaining the reason for the project termination.
B.Leveraging notes from the meeting, work with the project team to improve the deliverables.
C.Meet with the stakeholders to identify how to address the identified issues and how to proceed with the project.
D.Document the concerns presented and send them to the change control board (CCB) for guidance on how to proceed.
Solution: C. Meet with the stakeholders to identify how to address the identified issues and how to proceed with the project.
The most important thing for the project manager to do first is to meet with the stakeholders to identify how to address the identified issues and how to proceed with the project. This will help to ensure that the project can be brought back on track and that the customer’s concerns are addressed.
The other answer choices are not as important as meeting with the stakeholders. Informing the sponsor that the project has ended and explaining the reason for the project termination should be a last resort. The project manager should try to work with the stakeholders to resolve the issues before terminating the project. Leveraging notes from the meeting and working with the project team to improve the deliverables should be done after meeting with the stakeholders to understand their priorities and concerns. Documenting the concerns presented and sending them to the change control board (CCB) for guidance on how to proceed should be done after meeting with the stakeholders and developing a plan to address the issues. By meeting with the stakeholders first, the project manager can show that they are committed to resolving the issues and that they value the customer’s input. This will help to build trust and confidence with the stakeholders and increase the chances of a successful project outcome.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 14 [Section 2.1.1.5]
Question
A project manager for a cross-functional team is finding it difficult to schedule regular meetings and communicate with all team members and stakeholders due to various time zones.
What should the project manager do?
A.Use asynchronous communication tools.
B.Schedule two meetings that accommodate most.
C.Rotate the meeting time on a weekly basis.
D.Meet with team members in the same time zone.
Solution: A. Use asynchronous communication tools.
Asynchronous communication tools, such as email and chat, allow team members to communicate with each other without having to be in the same place at the same time. This is the best way for a project manager to schedule regular meetings with all team members and stakeholders in different time zones.
The other answer choices are incorrect. Scheduling two meetings that accommodate most may not be possible, as it is already challenging to find a time that works for everyone. Rotating the meeting time on a weekly basis may help to ensure that everyone has a chance to participate, but it may still be challenging to find a time that works for everyone.
Meeting with team members in the same timezone may not be practical for cross-functional teams and will leave out other team members not in the same time zone.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI// [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/10/ [Item Project Communications Management]
Question
A project manager is planning a worldwide product launch. Manufacturing the product is subject to rigid time constraints related to the production line and raw material availability. There are also uncertainties around regional labeling regulations that are expected to evolve within the launch period.
How can the project manager integrate planning and development for the unknown labeling requirements?
A.Use a hybrid approach, integrating predictive labeling work streams into an agile roll-out schedule.
B.Use a hybrid approach, integrating an agile labeling workflow into a predictive roll-out schedule.
C.Apply agile planning to both the manufacturing and labeling work streams to align the workflows.
D.Apply predictive planning to the labeling work stream and streamline the change control process.
Solution: B. Use a hybrid approach, integrating an agile labeling workflow into a predictive roll-out schedule.
The project manager has to balance the predictability needed for manufacturing with the flexibility required for adapting to unknown regulations. A hybrid approach allows for agile labeling workflow and a predictive roll-out schedule. Merging these approaches offers the best of both worlds: early preparation and predictive planning for activities where requirements are known ensures a timely launch; agile flexibility for labeling allows quick adjustments based on evolving regulations without disrupting the overall schedule.
The other answer choices are incorrect. Applying agile planning for both lacks the necessary structure for manufacturing, potentially leading to delays and missed deadlines. Predictive labeling risks wasted effort if regulations change, potentially jeopardizing the launch date. Predictive planning and streamlined change control do not provide the flexibility needed to adapt to unknown regulations.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/3.1.8/
| https://standardsplus.pmi.org/posts/Res_12/7d6a6ee4-1406-4567-850c-4de24db881c3
Question
A construction project is in the execution phase when several new team members from different countries are assigned to the project.
Which document should the project manager update first?
A.Procurement management plan
B.Risk management plan
C.Project charter
D.Communications management plan
Solution: D. Communications management plan
It is important that the project manager update the communications management plan when new team members are assigned to the project, especially if they are from different countries, to ensure that everyone is able to communicate effectively.
The other answer choices are incorrect. The new team members will likely have some time to review the procurement management plan, risk management plan, and project charter before they begin working on the project. By updating the communications management plan first, the project manager can help set the stage for effective communication and collaboration among all team members, regardless of their background or location. This will help to improve the success of the project.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/PMI/4.3.3.4/86 [Item]
| Project management the managerial process (2009) Erik W. Larson/Tim Vertovec/4/119 [Item]
Question
A project sponsor assigns a project manager to a new, critical project. This project has tight budget and time constraints.
What should the project manager do first?
A.Meet with functional managers to schedule team resources.
B.Meet with stakeholders to obtain their buy-in and support.
C.Meet with the project sponsor to understand the project’s purpose and high level requirements.
D.Update the requirements management plan to reflect the budget and time constraints.
Solution: C. Meet with the project sponsor to understand the project’s purpose and high level requirements.
The first steps in initiating a project are to understand the goal, the requirements and to create a charter. So meeting the project sponsor to understand the project’s purpose and high level requirements is the first step.
If the requirements and goal of the project are not yet known, the skill set of resources is not known, so it is too early to meet with functional managers or with stakeholders. The requirements documentation and charter must be completed before a requirements management plan can be drafted.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) ///2.1 DEVELOP PROJECT CHARTER [Item]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/7/1706 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom//141 [Item]
Question
A project is showing a negative schedule variance. The project manager sees that one team is causing the delays.
What should the project manager do?
A.Meet with the team to identify strategies to resolve the delays.
B.Meet with the project sponsor to determine an approach to getting back on schedule.
C.Run a risk analysis to determine the impact of the delays on project success.
D.Meet with human resources to discuss possible actions to get project back on schedule.
Solution: A. Meet with the team to identify strategies to resolve the delays.
The project manager needs to be proactive and review the activities with the team and to identify resolution strategies. Meet with the team to identify strategies to resolve the delays is the right choice.
Meeting the project sponsor or human resources is not going to help in this situation
Risk analysis can help in determining the impact of the delays on project success. However it is not going to help in resolving the delays
This question and rationale were developed in reference to:
Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/Wiley/15/766 [Item]
| Project management and project network techniques (No Date) Lockyer and Gordon/FT Prentice Hall/10/81 [Item]
Question
A complex project is in the planning stage when the sponsor identifies a need for a specialist who is a citizen of a foreign country. The project manager knows that the budget does not allow for this specialist’s travel expenses.
What should the project manager do?
A.Train a resource on the existing team in the special skills.
B.Submit a change request for additional budget.
C.Find a local replacement.
D.Assign the specialist to a virtual team.
Solution: D. Assign the specialist to a virtual team.
Assign the specialist to a virtual team is the correct answer. The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. The availability of communication technology such as email, audio conferencing, social media, web-based meetings, and video conferencing has made virtual teams feasible.
The other options are not correct as explained
Train would require time that may not be available
A change could be requested but not necessary in this case.
It has already been determined that a local specialist is not available
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/329-330 [Item]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/Project management process- the superstructure/Location 456 [Item]
Question
A key project needs to be completed on time and exceed all established quality levels. Throughout the project, the project manager takes coffee breaks with the team and asks if they have ideas on how to improve their way of working.
The project manager’s approach is in line with which theory?
A.Theory X
B.Theory Q
C.Theory Y
D.Theory T
Solution: C. Theory Y
Theory Y is the correct answer. Theory Y assumes that the team members want to contribute and reinforces team motivation by seeking input and assistance to obtain the best results.
Theory X believe that the team members dislike their work and have little motivation, and an authoritarian style of management should be implemented.
Theory Q and Theory T are distractors. There is no Theory Q or T.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/motivation-increase-project-team-performance-7234 [Item Theory Y motivation naturally creates a participative environment with strong manager-employee relations. Within the project manager role of a Theory Y environment, the project manager will seek input and assistance from the project team to obtain the best possible alternative for project implementation.]
| PMP: Project Management Professional Study Guide, Ninth Edition, 9th edition (2018) Kim Heldman/Sybex/9/410 [Item]
Question
A customer has informed the project manager that they do not accept the project deliverables. What should the project manager do to gain approval?
A.Review the acceptance criteria with the customer to address deliverable requirements.
B.Review the project charter and stakeholder engagement plan with the customer.
C.Examine the quality management plan with the customer.
D.Ascertain the customer’s objections and perform a risk analysis.
Solution: A. Review the acceptance criteria with the customer to address deliverable requirements.
To close a project, the PM needs to obtain customer acceptance of deliverable.
Review project charter and stakeholder engagement plan: Neither document would have acceptance criteria.
Examine the quality management plan: This document does not address deliverable acceptance, and would not contain acceptance criteria.
Risk analysis: This situation is one of scope verification (customer acceptance) and does not involve risk management.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Published/13/ [Item]
| PMBOK Guide Sixth Edition (2017) /PMI/5.6/ [Item Validate Scope is the process of formalizing acceptance of the completed project deliverables. The verified deliverables obtained from the Control Quality process are an input to the Validate Scope process. One of the outputs of Validate Scope is accepted deliverables that are formally signed off and approved by the authorized stakeholder.]
Question
As a predictive project enters the execution phase, a functional manager discovers that one of the materials to be used in the product will have a detrimental effect on the environment and urges the project manager to switch to a more environmentally friendly material. What should the project manager’s initial response be?
A.Develop a proof of concept plan to assess the feasibility and impact of the change and present it to the project sponsor.
B.Immediately authorize the change in materials and initiate the transition to an environmentally friendly material.
C.Inform the functional manager that material changes are not permitted during the execution phase of the project.
D. Instruct the functional manager to submit a formal change request through the established change management process.
Solution: A. Develop a proof of concept plan to assess the feasibility and impact of the change and present it to the project sponsor.
Predictive projects typically have a fixed scope, schedule, and budget. Changing any of these elements can have a significant impact on the project. Predictive projects may use proof-of-concept developments to explore options. A proof of concept is a small-scale experiment that can be used to test the feasibility of a proposed change. It ensures that any alterations to the project align with its objectives, scope, and timeline. Presenting the plan to the project sponsor for approval maintains proper project governance and change control processes.
The other options are not suitable responses.
Immediately authorizing the change without evaluating it can lead to unforeseen issues and could disrupt the project’s ongoing execution.
Telling the functional manager that changes are not permitted during the execution phase is overly restrictive and does not align with effective project management. The project manager should be willing to work with the functional manager to find a solution that meets the needs of the project and the environment.
Change requests should be accompanied by an evaluation of any new risks that are introduced due to the addition to or change in scope. The project manager should work with the change control board and the change requestor to guide change requests through the change control process.
This question and rationale were developed in reference to:
Fundamentals of Project Management 4th (Sep 15 2011 12:00AM) James P. Lewis/AMACOM/AMerica Management Association/11 (The Change Control Process)/Kindle 2225 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager is committed to the success of a multinational project with tight deadlines. A new team member is continually late or misses status meetings. In a one-on-one with the project manager, the team member expresses the belief that working on deliverables is more important than attending status meetings.
What should the project manager do?
A.Reassign the team member to another project with more flexible deadlines.
B.Document this behavior in the team member’s personnel file.
C.Encourage this team member’s attendance, but be flexible if critical work is not affected.
D.Meet with the team to ensure they understand that attendance at status meetings is required.
Solution: D. Meet with the team to ensure they understand that attendance at status meetings is required.
Meet with the Team is the correct answer. It speaks to the setting of expectations and communication with the project team members. By being open and transparent, the PM ensures the message has been clarified with the team members.
Reassign and document options may be steps the PM may take if the behavior continues after the expectations have been clarified with the team
Encourage contradicts what the PM is observing and needing to communicate to the team.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/Managing Communication/Conducting Effective and Productive Meetings [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2.1/ [Item]
Question
A looming fuel price increase was identified as a risk during the planning stages of a large construction project. The identified risk was assigned high probability with low impact; the price increase would not be more than 2%. The project begins and a 20% fuel price increase goes into effect.
What should the project manager do?
A.Update the risk register.
B.Update the assumption log.
C.Update the issue log.
D.Update the lessons learned register.
Solution: C. Update the issue log.
The correct answer is to update the issue log.
An issue log is a project document where information about issues is recorded and monitored. The risk of a 2% price increase was identified, however, the realized price increase was 20%. Since the price increase has occurred, it is no longer a risk, it is an issue. An issue is a current condition or situation that may have an impact on the project objectives. Whereas a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. The potential 2% price increase was a risk, when the 20% price increase occurred, it became an issue.
The other options are incorrect.
A risk register is a repository in which outputs of risk management processes are recorded. 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.
An assumption log records all assumptions and constraints throughout the project. An assumption is a factor that is considered to be true, real, or certain, without proof or demonstration. A constraint is a factor that limits the options for managing a project, program, portfolio, or process.
A lessons learned register is used to record knowledge gained during a project, phase, or iteration so that it can be used to improve future performance for the project team and/or the organization.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.6.2 LOGS AND REGISTERS]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/14 Risk Management in Practice/Location 4199 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/Risk processes 82 risk monitoring & control/202 [Item]
Question
A manufacturing project is in the implementation phase. During a status meeting, a team member tells the project manager that a solution has been found for a persistent failure on equipment used in the implementation; however, this solution is temporary, and the equipment could fail again in the future.
Which document should the project manager update?
A.Issue log
B.Risk management plan
C.Assumption log
D.Stakeholder register
Solution: A. Issue log
The issue log should be updated. This document helps the project manager track and manage issues throughout the project lifecycle, ensuring that they are investigated and resolved. In this case, the project has new information on an issue that should be captured on the issue log.
The risk management plan is not correct, as it specifies how a project manages risk, and does not list identified risks or their response plans.
The assumption log contains details about the assumptions and limitations that could affect the project. The stakeholder register records identified stakeholders and their expectations from the project. Nothing in the question indicates that changes to these documents is necessary.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/124 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley//30348 [Item]
Question
After comparing actual results to the performance measurement baseline, the project manager discovers that the project’s work and cost performance measures are better than expected. The project manager doubts that these positive variances can continue until the end of the project.
What should the project manager do?
A.Conduct performance reviews with the team members.
B.Update the risk register.
C.Notify the stakeholders.
D.Review the project management plan.
Solution: B. Update the risk register.
The first action to take is to update the risk register. The project manager is perceiving a risk that project performance may deteriorate in the future, and will record it in the register, potentially with a response plan.
There is no indication that team member performance reviews are warranted, nor that project processes need to be reviewed in the management plan. The stakeholders may or may not need to be notified, but even if they are, the risk register would be updated first.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/398 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/17/915 [Item]
Question
A customer identifies performance issues on a newly implemented product. Why should the project manager estimate the cost of quality (COQ) for this project?
A.To find the optimal cost to prevent failures in future iterations of this product.
B.To assess the conformance and non-conformance cost during the life of this product.
C.To assess the quality of the product to minimize future appraisal costs.
D.To minimize rework and scrap associated with failure costs during project execution.
Solution: B. To assess the conformance and non-conformance cost during the life of this product.
Cost of Quality (COQ) helps identify and quantify the financial impact of quality-related activities throughout the project lifecycle. In this scenario, estimating COQ provides valuable insights to identify savings.
The other answer choices are incorrect. While COQ might inform future prevention strategies, the primary focus is analyzing costs associated with the current product. COQ analysis helps understand both prevention and appraisal costs, but cost minimization isn’t the sole objective. It’s about finding the optimal balance. COQ analysis considers all quality costs throughout the product lifecycle, not just project execution.
This question and rationale were developed in reference to:
Handbook of Management Techniques, Revised Third Edition - Chapter 31 - Quality Management - COSTS OF QUALITY - External failure cost. [Item]
| https://project-management.info/cost-of-quality-coq/ [Item Cost of Quality (COQ) – Cost of Conformance vs. Cost of Non-Conformance]
PMBOK Guide (Sixth edition) - Chapter 7: Quality Management
Project Management Institute (PMI) Article - “Cost of Quality: A Project Manager’s Guide”: https://www.pmi.org/learning/library/cost-quality-communication-stakeholder-information-4288
Question
After receiving the project charter, a project manager starts to prepare the project management plan. Although there is a limited amount of detailed activity information in the project management office (PMO), the project manager needs to calculate the expected duration of the project.
What should the project manager use to determine this?
A.Analogous estimating
B.Bottom-up estimating
C.Kick-off meeting feedback
D.Input from the project sponsor
Solution: A. Analogous estimating
Analogous estimating is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Analogous estimating uses parameters from a previous, similar project, such as duration, budget, size, weight, and complexity, as the basis for estimating the same parameter or measure for a future project.
Bottom-up estimating is not appropriate here, as there is limited detailed information available at the beginning of the project that is required for such an estimate.
The kickoff meeting is too late, as the project’s duration would already have been estimated by that time.
Getting input from the Project Sponsor is incorrect, as the sponsor relies on the PM to provide this information.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) //6.4.2.2 ANALOGOUS ESTIMATING/ [Item]
| PMBOK® Guide–Fifth Edition (No Date) PMI/PMI/4.2.2.1/ [Item]
| Project Planning Techniques (2005) Parviz F. Rad and Vittal S. Anantatmula/Management Concepts/4/ [Item]
Question
A project is in development when a functional manager leaves the company and is no longer involved with the project.
What should the project manager do first?
A.Update the change log.
B.Update the risk register.
C.Update the stakeholder register.
D.Update the assumption log.
Solution: C. Update the stakeholder register.
The project manager should update the stakeholder register first when a functional manager leaves the company and is no longer involved with a project in development. By updating the stakeholder register first, the project manager can ensure that all stakeholders are informed and engaged in the project.
The other answer choices are incorrect. The stakeholder register is a document that lists all of the stakeholders on a project, as well as their contact information and their roles and responsibilities. When a functional manager leaves the company, they are no longer a stakeholder in the project, so their information needs to be removed from the stakeholder register. Additionally, the project manager may need to add new stakeholders to the register, such as the new functional manager (if there is one) or other team members who are taking on the functional manager’s responsibilities. It is important to update the change log, risk register, and assumption log, however, that should not happen before the project manager updates the stakeholder register.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/PMI/13/413-414 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/13/Identify Stakeholders [Item]
Question
A project manager in a global organization is responsible for a project involving six different companies. Midway through the project, one stakeholder moves from one company to another.
Which document should the project manager update?
A.Stakeholder engagement plan
B.Project charter
C.Stakeholder register
D.Project management plan
Solution: C. Stakeholder register
The stakeholder register should be updated, as it contains a list of project stakeholders and their organizations and contact information.
The stakeholder engagement and project management plans consist mainly of processes and procedures, which are not affected here, and thus are not the correct choices. Likewise, the moving of a stakeholder from one organization to another does not impact the project charter.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//510 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (2013) Harold Kerzner/John Wiley & Sons / Eleventh Edition/10.6/478 [Item]
Question
A project manager is having difficulty managing stakeholders because the stakeholder register does not distinguish how aware of the project they need to be in order for the project to be successful. What should the project manager do?
A.Meet with the change control board (CCB) to assess the impact of identifying new stakeholders.
B.Update the stakeholder communication plan.
C.Determine each stakeholder’s risk threshold.
D.Develop a stakeholder engagement assessment matrix.
Solution: D. Develop a stakeholder engagement assessment matrix.
Stakeholder Engagement Assessment Matrix supports comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery. [Reference PMBOK 13.2.2.5]
The other choices are incorrect. There are no specific instances that substantiate that the Project Manager in facing difficulties managing stakeholders.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2.2.5/ [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (2013) Harold Kerzner/John Wiley & Sons / Eleventh Edition/10/482-483 [Item]
Question
A project manager identifies new risks that might affect the completion of critical tasks. The project manager needs to present these new risks to project stakeholders in the monthly status report.
In addition to the risk report, which document should the project manager reference when preparing the status report?
A.Risk register
B.Assumption log
C.Risk management plan
D.Probability and impact matrix
Solution: A. Risk register
The project manager must check the risk register and risk report to see if this is indeed a new risk and to see if there was action already planned around it. If it was not previously identified, then the risk register should be updated and a risk response should be identified. The probability and impact matrix would already be outdated if the risk has been identified. The assumption log mainly concerns scope and schedule management, rather that risk management.
Other options - Assumption log, Risk management plan and Probability and impact matrix are not correct for the explanation provided above
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11.7 Monitor Risks/410 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/Ch 46/ [Item]
Question
A project is nearing completion when the project manager learns that a change in market regulations may impact the project. What should the project manager do?
A.Check the stakeholder register.
B.Update the cost baseline.
C.Review the risk management plan.
D.Perform a cost-benefit analysis.
Solution: C. Review the risk management plan.
The correct answer is to review the risk management plan.
The risk management plan is a component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed. The risk management plan outlines the process to manage risk, including risk by a change in market regulations.
Checking the stakeholder register is a passive activity that has no bearing on the issue at hand. A stakeholder register is a project document that includes information about project stakeholders.
A cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results. Updating the cost baseline is incorrect because there is no indication that there is any net effect on cost, and if there was, it would be addressed as a component of the change management process.
Performing a cost-benefit analysis has no bearing on the issue at hand. A cost-benefit analysis is a financial analysis method used to determine the benefits provided by a project against its costs.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Published/11/461 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/11.1.3.1/316 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/17.5/Loc 23205 [Item]
PMBOK Guide Seventh Edition (2022) /// [Item]
Question
A multinational company with a cross-border project wants to implement new software that will impact several departments. The project manager needs to guarantee alignment of stakeholder expectations with the final product.
What should the project team develop?
A.Project statement of work (SOW)
B.Stakeholder engagement plan
C.Stakeholders engagement assessment matrix
D.Risk breakdown structure (RBS)
Solution: B. Stakeholder engagement plan
The stakeholder engagement plan defines the process to ensure the stakeholders are engaged in the manner necessary to manage their expectations, including those related to product deliverables.
The statement of work is an initial document developed, however does not address the management of stakeholder expectations.
Stakeholder engagement assessment matrix, if it was to be developed, would not address the issue the project manager is looking to address.
A risk breakdown structure may be used to categorize and bring transparency to a risk, however does not make reference to any actions to address.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Published/13/516-519 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/0/13.2 Plan Stakeholder Management pag. 399 [Item]
Question
A project team is working on an older server to develop a software application. The team has ordered a new server for end-user testing as the older server cannot perform this testing. The new server has not arrived in time for the scheduled testing window, delaying the end-user testing.
What should the project manager do for this situation?
A.Review and adjust the project timeline while waiting for the new server to arrive.
B.Perform user testing on the current server.
C.Bypass user testing and proceed to the next task.
D.Ask the supplier to rush the delivery of the new server.
Solution: A. Review and adjust the project timeline while waiting for the new server to arrive.
Review and adjust the timeline is the most appropriate thing to do as the current server cannot perform the testing
Bypass is inappropriate as testing is required
Ask - it is likely the supplier has already been requested to rush the delivery
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
A project manager for an IT implementation is leveraging multiple IT resources. The functional manager of a technical specialist on the project team has pulled the specialist away from the project to deal with a critical customer issue. This delays meeting the project’s scheduled milestone.
What should the project manager do first?
A.Analyze the impact and delay losing the specialist will have on the schedule and budget.
B.Ensure that the specialist’s time working on the customer issue is not charged against the project’s budget.
C.Schedule a meeting with the project stakeholders to review and accept the communications management plan.
D.Speak with the functional manager and gain commitment to get the specialist back as soon as possible.
Solution: D. Speak with the functional manager and gain commitment to get the specialist back as soon as possible.
By speaking with the functional manager and gaining commitment, the project manager can get the specialist back on the project and ensure that the project is not delayed any further.
The other answer choices are incorrect. The project manager needs to get the functional manager’s commitment before they can start analyzing the impact of the delay. The project manager can worry about the budget later; the most important thing is to get the specialist back on the project as soon as possible. The project manager does not need to schedule a meeting with the stakeholders to discuss the delay. They can simply update the stakeholders on the situation in their next communication.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/14/451 [Item]
| O’Reilly Platform (No Date) //14/ [Item Navigating Hybrid Scrum Environments: Understanding the Essentials, Avoiding the Pitfalls]
Question
During iteration planning, a project manager discusses user stories with the team. While prioritizing the user stories, some with a higher value are also identified as having greater risks.
What should the project manager do?
A.Suggest that the stories with higher risk are included in the earlier sprints instead of the later ones.
B.Suggest that the stories with lower risk are included in the earlier sprints to increase team motivation.
C.Work with the product stakeholders to schedule which user stories should be worked on in which sprints.
D.Conduct a Monte Carlo analysis to identify which user stories should be completed first.
Solution: A. Suggest that the stories with higher risk are included in the earlier sprints instead of the later ones.
By including the user stories with higher risks in the earlier sprints, the project team can address these risks sooner rather than later. This approach allows for early risk mitigation and provides more time to handle any potential issues or challenges associated with high-risk user stories. It is a proactive strategy that helps in managing and reducing project risks throughout the development process.
The other answer choices are incorrect because they do not directly address the issue of user stories with higher risks during iteration planning. Suggesting that the stories with lower risk be included in the earlier sprints to increase team motivation does not address the need to address the higher-risk stories. It focuses on team motivation rather than risk management. Working with product stakeholders to schedule user stories in sprints does not specifically address the prioritization of higher-risk stories. It may help with overall planning but does not address the risk aspect directly. Conducting a Monte Carlo analysis is a technique used for quantitative risk analysis and is not directly related to the immediate action of addressing higher-risk user stories during iteration planning.
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
A project manager is attempting to engage project stakeholders in a new project and has invited them to daily standup meetings. However, none of the stakeholders have attended any of the project meetings.
What should the project manager do?
A.Reach out to stakeholders individually to understand their reasons for non-attendance.
B.Continue with the daily standup meetings as scheduled and wait for stakeholders to join.
C.Cancel the daily standup meetings and explore alternative communication methods.
D.Escalate the issue to higher management and request their intervention.
Solution: A. Reach out to stakeholders individually to understand their reasons for non-attendance.
Reaching out to stakeholders individually is correct because it demonstrates proactive engagement with stakeholders and a willingness to understand their reasons for non-attendance. By reaching out individually, the project manager can gather insights into any concerns or barriers that might be preventing stakeholders from attending the meetings. This approach allows for tailored solutions to address the specific needs of each stakeholder, ultimately improving engagement and participation in the project.
The other options are incorrect because they do not effectively address the issue of non-attendance.
Continuing with the daily standup meetings and waiting for stakeholders to join is incorrect because it assumes that stakeholders will eventually attend without addressing the current issue. Continuing with the meetings without stakeholder participation can lead to a lack of communication, and alignment, and potentially wasted time.
Canceling the meetings altogether is incorrect because it ignores the issue of nonattendance and may be detrimental. It’s essential to first understand the reasons for non-attendance and attempt to rectify the situation. Exploring alternative communication methods should be considered after understanding the root causes of the problem and attempting to address them.
Escalating the issue to higher management is incorrect because it should be a last resort. It’s not advisable to immediately involve higher management without attempting to resolve the issue through direct communication and problem-solving.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
A project manager leading an agile project wants to motivate the project team to improve performance. How should the project manager accomplish this?
A.Set up a benefits system to keep the team driven and involved in the project
B.Work with the sponsor to finance a celebration once the project has been completed.
C.Work with the human resources department to provide financial bonuses for all team members.
D.Monitor the team’s daily accomplishments and recognize them after the successful Go-Live of the project.
Solution: A. Set up a benefits system to keep the team driven and involved in the project
Setting up a benefits system to keep the team driven and involved in the project is the correct answer. The project manager should inspire and motivate the team and one of the tools available is the use of a reward system. Also as an agile servant leader, the project manager must promote team motivation and a reward system is a great tool for that.
Financing a celebration or recognizing the team after project completion will not motivate the team during project execution.
Similarly, financial bonuses for all team members will not motivate the team if not directly linked to individual & team performances.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/341 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/33-38 [Item]
Question
A project team is regularly missing milestones. Stakeholders are concerned that the project will miss the deliverable due date. The project manager has been aware of team conflict and learns that a team member is missing some skills needed for project completion.
What should the project manager do in this scenario?
A.Reassign the team member who is missing the skills to another task.
B.Meet with the team to discuss the issues and develop a plan to address them.
C.Tell the stakeholders that the project will miss the deadline and nothing can be done.
D.Fire the team member who is missing the skills and hire someone else.
Solution: B. Meet with the team to discuss the issues and develop a plan to address them.
Meeting with the team to discuss the issues will allow the project manager to identify the root causes of the team’s problems, such as the team conflict and the team member’s missing skills. This will provide the opportunity to develop a plan to address the root causes of the problems, such as implementing conflict resolution strategies and providing training to the team member that is missing skills. By meeting with the team the project manager will be able to get buy-in from the team on the plan and ensure that everyone is committed to working together to achieve the project goals.
The other options are incorrect because they are not as effective and do not address all of the problems described.
Reassigning the team member would only address the problem of the team member missing the skills, but it would not address the problem of team conflict.
Telling the stakeholders that the project will miss the deadline and nothing can be done would simply ignore the issues, which is not an acceptable solution.
Firing the team member with the missing skills would only address the problem of the team member missing the skills, but it would be disruptive to the team and could lead to further problems. Further, it may not be an appropriate or ethical course of action.
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///121 [Item]
PMBOK Guide Sixth Edition - PMI/PMI/9.4.2.6/page 342 [Item]
Question
A project manager is leading a development project for an external customer in another country. The project manager’s company is required to comply with certain regulations, and the project manager’s project has been selected for an audit. The customer does not think the audit is necessary and has asked the project manager not to disturb the project team.
What should the project manager do?
A.Exclude the project development team from the compliance audit as requested by the customer.
B.Initiate the audit without informing the customer because the company is required to comply.
C.Schedule a steering committee meeting with all stakeholders to discuss and come to a common understanding.
D.Meet with the customer to explain the need to meet the compliance requirements and proceed with the audit.
Solution: D. Meet with the customer to explain the need to meet the compliance requirements and proceed with the audit.
Meeting with the customer to explain the necessity of meeting compliance requirements and proceeding with the audit is the most responsible and ethical course of action. This allows the project manager to address the customer’s concerns and maintain transparency while also ensuring that the company follows regulatory guidelines. The customer may not understand the need for the audit, so by explaining the need for the audit to the customer and working with them to minimize the disruption, the project manager can build trust and maintain a good relationship with the customer.
The other options are incorrect because they do not account for the customer’s request or the organization’s compliance requirements.
Excluding the project development team from the compliance audit violates the organization’s regulatory guidelines and could lead to legal and regulatory issues.
Initiating the audit without informing the customer is not a transparent or ethical approach. It’s important to maintain open communication with the customer and avoid behaviors that could erode trust and damage the working relationship.
Scheduling a steering committee meeting is not the most immediate response. It can be part of a broader effort to ensure all stakeholders are on the same page, but it should be done after meeting with the customer.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
Who has the authority to act as an integral stakeholder and a key decision-maker throughout the life of each project in order to keep it aligned with the business objectives?
A.PMO
B.Project Manager
C.Project Sponsor
D.Customer
Solution: A. PMO
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project in order to keep it aligned with the business objectives. The PMO may: Make recommendations, Lead knowledge transfer, Terminate projects, and Take other actions, as required.
Project manager manages the project and Project manager is not integral stake holder
Project sponsor is the one who fund the project and not integral stake holder
Customer is the one who actually going to use the output of the project. They are one of the external stakeholders
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2 THE ENVIRONMENT IN WHICH PROJECTS OPERATE/48 [Item A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project in order to keep it aligned with the business objectives. The PMO may:
Make recommendations,
Lead knowledge transfer,
Terminate projects, and
Take other actions, as required.]
Question
As a result of a drastic cut to the budget, a project’s steering committee is replaced with a single sponsor. What should the project manager do?
A.Draft a new project update and share it with the project sponsor
B.Modify the communications management plan to reflect the change in stakeholder community
C.Submit a change request to the change control board (CCB) to record the change in stakeholder structure
D.Schedule a meeting with the sponsor to discuss the change to the budget
Solution: B. Modify the communications management plan to reflect the change in stakeholder community
The communications management plan describes the communications that the project makes to stakeholders: type of communications, recipients, how often, method of transmission. Because of the change in management from steering committee to single sponsor, changes in communications to them also would be necessary, as those that were appropriate in dealing with the committee would be different from those tailored to a single sponsor. Thus, the communications management plan would need to be modified.
It is not necessary to submit a change to the CCB to record a change of stakeholders, as they are listed on the stakeholder register, which does not require a change request to make periodic updates.
The other choices might be done, but they may or may not be necessary.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/3/99 [Item]
| PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley/10.6/478 [Item]
Question
A project manager recognizes that certain components must be imported to meet the project’s requirements. However, due to the potential impact of an unfavorable exchange rate, the project manager decides that incurring a loss is not justifiable and chooses not to take any action to mitigate it.
Which risk response strategy did the project manager employ?
A.Transfer
B.Avoid
C.Minimize
D.Accept
Solution: D. Accept
The project manager chose to accept the risk associated with the potentially unfavorable exchange rate. Accepting a risk means that no specific action is taken to mitigate or avoid it. In this case, the project manager decided that the potential loss resulting from the exchange rate was not significant enough to justify spending additional money or taking action to address it.
The other answer choices are incorrect. In this case, the project manager did not take action to transfer, avoid, or mitigate the risk; instead, they chose to accept it.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/11/467 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/443 [Item]
Question
A project team is learning how to leverage agile methods in their projects. While meeting performance goals, the team is losing motivation and is visibly bored during the daily standups, so much so that it is becoming a distraction.
What could be done in this scenario?
A.Schedule team-building exercises focused on increasing engagement.
B.Work with the team to target higher levels of performance by providing more challenging goals.
C.Have the sponsor attend the standup to address the distracting behavior.
D.Work with the sponsor to identify a budget that could be used to incentivize the team.
Solution: B. Work with the team to target higher levels of performance by providing more challenging goals.
Goals provided to the team need to be ever-challenging. So, working with the team to target higher levels of performance by providing more challenging goals is the right answer.
The sponsor can’t address the distracting behavior.
By incentivizing the team, we can increase the motivation for a few days, not in the long run.
Team building activities can increase engagement within the team, however, it may not increase the motivation in attending scrum meetings.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//2/21 [Item]
| O’Reilly Platform (No Date) //Succeeding with Agile - Chapter 12 - Leading a self organizing team/ [Item]
Question
An organization has implemented agile for its recent projects, but all of the recent agile projects have missed their delivery milestones. The sponsors for the agile projects are regularly adding new requests to the projects. A project manager is given a new agile project and finds that it has a vague project objective and no clear definition of done (DoD).
What should the project manager do?
A.Set up a meeting with the project stakeholders to ensure the communication management plan is clearly defined.
B.Ensure the sponsor allows the project team to include the most technical resources to better ensure project success.
C.Work closely with the project team to develop and clearly define the project vision.
D.Work with the project stakeholders to ensure that the project charter and deliverables are clearly defined.
Solution: C. Work closely with the project team to develop and clearly define the project vision.
The project manager should work closely with the project team to develop and clearly define the project vision. This will help to ensure that everyone on the team understands and agrees to the project goals. The project manager should also work with the project team to define a DoD for each backlog item. This will help to ensure that everyone on the team is working towards the same goal and that the project delivers the expected results.
The other answer choices are not as relevant or effective. Setting up a meeting with the project stakeholders to ensure the communication management plan is clearly defined is important but will not address the root cause of the problem, which is the vague project objective and no clear DoD. Ensuring the sponsor allows the project team to include the most technical resources to better ensure project success is important but it is not a guarantee of success. The project manager needs to make sure that the team has a clear understanding of the project goals and requirements. Working with the project stakeholders to ensure that the project charter and deliverables are clearly defined is not enough to ensure success. The project manager also needs to make sure that the team has a clear understanding of the project vision and DoD.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 9: Requirements Thread/ [Item Agile Development in the Real World]
| The Agile Practice Guide (No Date)
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.6.2.2 Scope Definition (Completion Of Deliverables)]
Question
A project manager is struggling to keep a technical system implementation on track after the loss of a key team member two months ago. The project has missed multiple milestones and is now in critical status.
What should the project manager have done to prevent this situation?
A.Replaced the key member with a more experienced one.
B.Reassigned the key member’s tasks to other team members.
C.Motivated the team to meet all milestones and deadlines.
D.Identified the risks early and developed a mitigation plan.
Solution: D. Identified the risks early and developed a mitigation plan.
The project manager should have created a mitigation plan and identified risks like the loss of key team members.
The other answer choices are incorrect. Replacing the key member may not be possible, or it may be time-consuming to find a replacement. Reassigning the key member’s tasks to other team members may not be feasible, as it can add workload and stress to team members, potentially impacting overall productivity and efficiency. Motivating the team may not be enough to overcome the loss of a key team member and ensure milestones are met.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2. Mentoring/Tips for the Manager of a Mentor [Item Book: The Manager’s Path by Camille Fournier]
| O’Reilly Platform (No Date) //7/Not Coaching as Usual [Item Measuring the Success of Coaching]
Question
A project management office (PMO) is moving from waterfall to agile project management. The project team has been trained on agile but encounter issues working with company executives using the new processes.
How should project manager address this issue?
A.Invite the executives to the project standups so they can learn the importance of the project.
B.Meet with the executives to train them on the benefits of agile practices.
C.Inform the PMO that the project needs to use waterfall as the project will not succeed without executive acceptance.
D.Replace the current project stakeholders with the executives.
Solution: B. Meet with the executives to train them on the benefits of agile practices.
Many a times it is felt that executives know all, but as key stakeholders, they also need to have the Agile mindset and training needs to be planned for all executives at the beginning of digital transformation.
By attending the project standups alone executives can’t learn about agile and importance of project
Training the executives about agile practices will be helpful in this situation
“informing PMO about waterfall method” is not going to resolve the issue
“replacing project stake holder with executives” is the worst option in this current situation and it is not at all possible also
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//22/306 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Table X2-1/123 [Item When executive buy-in is missing, teams will encounter a clash between the agile mindset and approaches and the more predictive mindset and approaches.
Find common ground, areas for improvement based on the organization’s needs, and then use experiments and retrospectives to progress.
Consider education/training for executives. Consider explaining agile in terms of lean thinking: short cycles, small batch sizes, frequent reviews, and retrospectives with small improvements.]
Question
During a team meeting, team members were discussing the external dependencies of a project and asked the project manager for advice. What should the project manager ask the team to do?
A.Team must list out products launched by the competitors and try to copy their style.
B.Team must list out all external dependencies and assess the impact of it on project deliveries.
C.Team must list out impact of a new competitor in the market.
D.Team must concentrate on their assigned work and forget external dependencies. This will not affect their work.
Solution: B. Team must list out all external dependencies and assess the impact of it on project deliveries.
The competition is not an impediment , New technology or version is a technical dependency not an external one. Project manager must know how to handle external dependencies like political influence, govt laws and regulations etc.
This question and rationale were developed in reference to:
PMI.org (2014) //The PM role in a lean and agile world/Cornelius, D. A/ [Item https://www.pmi.org/learning/library/pm-role-lean-agile-world-9350]
Question
An agile project that the current project manager has been managing for three years is replacing one of the stakeholders with one more familiar with the project’s technology. Additionally, the current project manager is being moved to a more urgent project and is instructed to hand off project management duties to a new project manager. The project is scheduled to run for another three years.
What step should the current project manager take next?
A.Recommend that the new stakeholder meet with the product owner to ensure expectations are in alignment.
B.Clarify the new stakeholder’s expectations for the project and update the engagement plan.
C.Meet with the new stakeholder to learn their expectations for this project and update the other stakeholders on these proposed revisions.
D.Ensure that the new stakeholder can attend all future sprint meetings and update the project plan with the stakeholder’s proposed revisions.
Solution: B. Clarify the new stakeholder’s expectations for the project and update the engagement plan.
The current project manager is responsible for a smooth handover and successful project continuation, which require a clear understanding of the new stakeholder’s needs and preferences. Integrating them effectively involves understanding expectations and updating the engagement plan. Based on these insights, the project manager can revise the engagement plan to define how the new stakeholder will be involved in meetings, reports, and decision-making processes. The new project manager will eventually take over.
The other answer choices are incorrect. Recommending a meeting with the product owner is a good idea later however the initial focus should be on understanding the new stakeholder specifically. Updating other stakeholders can be done later, after integrating the new stakeholder’s needs into the engagement plan. Attending all sprint meetings and updating the plan is not the initial priority. Extensive plan revisions based on initial input might not be necessary.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/4.3.2/41
PMI Article - “The Agile Project Manager’s Guide to Stakeholder Engagement”: https://www.pmi.org/learning/library/stakeholder-management-task-project-success-7736
PMBOK 6, Chapter 13
Question
During a standup, a project team member suggests modifying some features to benefit from a new opportunity. Another team member expresses concern regarding the user experience resulting from the proposed feature.
How should the project manager address this situation?
A.Meet with the product owner to discuss both the opportunity and concern about the proposed modification.
B.Have the project team vote whether or not to include the modification.
C.Note the opportunity in the project backlog and table the discussion. Ask the project team to consider the modification and decide on how to proceed at the next scheduled meeting.
D.Meet with stakeholders and the project team to discuss how to proceed regarding the proposed modifications.
Solution: A. Meet with the product owner to discuss both the opportunity and concern about the proposed modification.
Product owner is ultimately responsible for the product
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//12. Comparing linear …. models/397 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.2/41 [Item]
Question
A project manager secures project approval with a constrained budget due to fiscal limitations. The sponsor emphasizes no additional funds are available during the current fiscal year. The product owner is concerned that the tight budget will impact the project.
What should the project manager prioritize?
A.Monitoring the budget throughout the project and demonstrating the value of the project to the company.
B.Meeting with the sponsor to express the need for a potential budget increase or the project will be delayed.
C.Removing secondary deliverables from the project plan and monitoring the budget after each iteration.
D.Requesting the sponsor to allocate funds from the next fiscal year to supplement the current budget.
Solution: A. Monitoring the budget throughout the project and demonstrating the value of the project to the company.
Given the limited budget and unavailable additional funds, the primary focus for the project manager should be proactive monitoring, budget tracking, and communicating the value of the project.
The other answer choices are incorrect. Expressing concerns about a budget increase is not the initial priority given the sponsor’s clear statement about the budget. Removing deliverables might impact the project’s scope and functionality, potentially compromising its success. Requesting funds from the next fiscal year contradicts the sponsor’s statement and isn’t a viable solution at this stage. It’s essential to work within the approved budget and explore alternative solutions within the current fiscal year.
This question and rationale were developed in reference to:
PMBOK Guide - Chapter 7: Project Cost Management: This chapter outlines cost management practices, including cost estimation, budgeting, and monitoring.
PMP Institute Article - “Project Budget Management: 4 Tips for Success”: https://www.projectmanagement.com/blog-post/69580/How-to-Create-a-Project-Budget-Step-by-Step–Infographic-
Question
A project manager receives an email from a customer detailing reservations about the project deliverables. How should the project manager address the customer’s reservations?
A.Meet with the customer to discuss the project scope.
B.Note the reservations in the risk register and prepare a mitigation plan.
C.Schedule additional time during the deliverable hand over to discuss the customer’s reservations.
D.Set up a meeting with the product owner and the customer to discuss the criteria for an acceptable deliverable.
Solution: D. Set up a meeting with the product owner and the customer to discuss the criteria for an acceptable deliverable.
To align the customer expectations with the upcoming deliveries the product owner should work with the customer to describe functional behavior as acceptance criteria (definition of Done).
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
Acceptance criteria]
| The Agile Practice Guide (No Date) PMI/PMI/5/52 [Item]
Question
Two agile teams are collaborating on a project. Team A’s output is not complete enough for Team B to integrate into their backlog. According to servant leadership and agile principles, how will the project manager resolve this situation?
A.The project manager helps Team A solve the issue, and Team A decides how to implement the solution.
B.Team B submits a change request to Team A, and Team A validates the change.
C.Team B decides how Team A implements the change, project manager supervises.
D.The project manager decides how Team A implements the change, and defines acceptance criteria.
Solution: A. The project manager helps Team A solve the issue, and Team A decides how to implement the solution.
The servant leader facilitates the agile teams’ work by coordinating external blockers between teams but empowers teams to control their own work. The project manager should help Team A solve the issue, and Team A should take ownership and decide how to implement the solution.
The other answer choices are incorrect. Having Team B submit a change request to Team A does not involve the project manager in the decision-making process, and having Team B or the project manager decide how Team A should implement the change does not allow Team A to be self-organizing.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/4.2.1.1/ [Item “A servant leader helps to expose and communicate bottlenecks inside and between teams. Then the teams resolve those bottlenecks.” ]
| https://www.pmi.org/learning/library/value-of-leadership-neuroscientific-insights-9873 [Item Avery, G. (2015) article citation: “…Van Dierendonck proposed a conceptual model of servant leadership that defined… Stewardship: The willingness to take responsibility for the larger organization, and to take a service focus rather than a control and self-interest focus.]
Question
In a new agile project, the team is using Kanban Method. Kanban board acts as an information radiator to anyone who sees it, providing up-to-date information on the status of the work of the team.
How is the Kanban board technology considered?
A.Low-tech, high-touch
B.Tool used in PDCA
C.Used to show the work done
D.Board for story point estimates
Solution: A. Low-tech, high-touch
This question and rationale were developed in reference to:
Agile Practice Guide, 6th edition (2017) PMI/PMI/ANNEX A3 Overview of Agile a Lean frameworks/105 [Item]
| PMI-ACP Project Management Institute Agile Certified Practitioner Exam (2018) J. Ashley Hunt/Sybex/3/70 [Item]
Question
A project manager is managing an important agile project. During the kick-off meeting, the project manager sets the policies and procedures to be followed throughout the project. Midway through the project, the project manager finds that some of the project team are failing to follow the established procedures.
What should the project manager do in this scenario?
A.Work with the legal department to document the policies and procedures and have the project team members sign this document.
B.Work with the project sponsor to replace team members not following the established procedures.
C.Meet with the project team to review the policies and procedures again and stress their importance.
D.Develop an incentive program for those who correctly follow the ground rules.
Solution: C. Meet with the project team to review the policies and procedures again and stress their importance.
The project manager should be a servant leader and facilitate the delivery of this information (and expectations) to the team. The project manager should educate the team again on the ground rules before doing any escalation
Asking team members to sign legal document or replacing individual team members will demotivate the team impacting project performance.
The team must follow all the ground rules and it should not be tied up with any incentive program.
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//8/125 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/33-38 [Item]
Question
A stakeholder of an agile project asks the project manager to provide the remaining time planned for the project. What tool should the project manager use to provide this information?
A.The planning poker analysis
B.The release burndown chart
C.The count of story points for the remaining user stories
D.The work breakdown structure
Solution: B. The release burndown chart
The project manager will need to understand and apply which tools are suitable for certain tasks. Release Burndown Chart helps in tracking the remaining work of the project. Planning poker is estimation technique. Count of story points will provide the size of the remaining work and not remaining time. Work breakdown structure is used for breaking the project into smaller manageable components
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //19. Burn Down Chart/ [Item Great Big Agile: An OS for Agile Leaders]
| The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item]
Question
A project manager typically conducts retrospective sessions at the end of a project. However, the sponsor believes that retrospectives are a waste of time and budget, and instructs the project manager to significantly reduce or eliminate retrospectives in future projects.
What potential outcome could arise from the sponsor’s directive?
A.The focus shifts towards discussing issues instead of identifying ways to improve for future projects.
B.The opportunity to improve team processes based on specific project observations is missed.
C.The emphasis is placed on stakeholder observations about project performance.
D.The time management plan is not properly updated.
Solution: A. The focus shifts towards discussing issues instead of identifying ways to improve for future projects.
In this scenario, the most likely outcome of the sponsor’s directive is that the focus shifts toward discussing issues instead of identifying ways to improve future projects. Removing or reducing retrospectives can hinder the project team’s ability to learn, adapt, and continuously improve its processes.
The other answer choices are incorrect. One suggests that the removal or significant shortening of retrospectives would improve team processes based on specific project observations. reality, retrospectives are intended to reflect on the project as a whole and identify areas for improvement, not just based on specific project observations. While stakeholder observations are valuable, retrospectives primarily focus on internal team reflection and improvement. The time management plan itself is not directly dependent on retrospectives. Failing to update the time management plan would be a separate issue that should be addressed through effective project management practices, regardless of the presence or absence of retrospectives.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //10/ [Item Book: Improving Agile Retrospectives: Helping Teams Become More Efficient]
| O’Reilly Platform (No Date) //Agile Management - Chapter 7 - The essence of Project Management/ [Item]
Question
A project manager is leading a development project for a high-profile client with strict deadlines. During a sprint, the project manager notices that the team is struggling to complete user stories as planned due to unforeseen technical complexities.
What is the most appropriate action to take?
A.Request additional resources to accelerate development and mitigate the impact of delayed user stories and technical complexities.
B.Meet with the team to analyze the root causes of the complexities and ask the product owner to adjust the sprint backlog.
C.Ask the sponsor to extend the sprint duration to accommodate the delays caused by unforeseen technical complexities.
D.Arrange a meeting with the client and request an extension of the project’s timeline to compensate for the delayed user stories.
Solution: B. Meet with the team to analyze the root causes of the complexities and ask the product owner to adjust the sprint backlog.
When unforeseen technical complexities arise during a sprint, it’s crucial to work collaboratively with the team to understand the root causes of these issues. The product owner can prioritize the project backlog so that high-priority items are scheduled for upcoming iterations. This approach maintains the focus on delivering value, adapting to changing circumstances, and maximizing the chances of successfully meeting project goals.
The other options are not the most appropriate actions to take at this stage.
Requesting additional resources, extending the sprint duration, and requesting a project timeline extension may not be necessary or feasible and may not address the underlying issues causing the complexities.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 5 - Requirements and user stories/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.4.7 CHANGES]
Question
Which is a key factor that servant leadership aims to establish in order to improve team performance?
A.Trust
B.Concentration
C.Speed
D.Accuracy
Solution: A. Trust
Servant leaders work to develop trust to give the team greater confidence and collaborative attitudes.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/4.2/ [Item “The following characteristics of servant leadership enable project leaders to become more agile and facilitate the team’s success: promoting self-awareness, listening, serving those on the team, helping people grow, coaching vs. controlling, promoting safety respect and trust, and promoting the energy and intelligence of others.”]
| https://www.pmi.org/learning/library/value-of-leadership-neuroscientific-insights-9873 [Item Avery, G. (2015) article citation: “Servant leadership is beneficial to organizations because it engages and develops employees and builds trust, communication, and commitment. As the followers’ trust in the leader increases, team engagement and commitment to the success of the mission also increases.”]
Question
A stakeholder learns that the equipment purchased for a project is of higher quality than originally agreed upon. The stakeholder is concerned that this deviation has negatively impacted the budget. The stakeholder contacts the project manager and demands clarification.
What action should the project manager have taken to avoid the situation?
A.Updated the communications management plan.
B.Shared results of risk analysis for the equipment.
C.Performed integrated change control procedures.
D.Conducted regular equipment quality assessments.
Solution: C. Performed integrated change control procedures.
The project manager should have performed integrated change control procedures to seek approval for the change to the equipment before purchasing it. This would have prevented the stakeholder’s concern from arising in the first place. Integrated change control is the appropriate process to address changes to the project’s scope, quality, or other parameters. Even if the change is small and appears to have no impact, small changes can have unintended consequences. In the context of predictive project management, it is especially important to follow a change process, even for small, low-impact changes. Evaluating the impact of the change, obtaining necessary approvals, and communicating the decision to stakeholders ensures that the change is managed in a structured and controlled manner.
The other options are incorrect because they do not directly address the issue of preventing unauthorized changes.
Updating the communications management plan does not effectively address the issue. If the project manager had adhered to the change control process, they would have obtained approval for the change from the appropriate stakeholders, including the stakeholder who is concerned about the cost.
Sharing the results of a risk analysis is good practice, but does not address the stakeholder’s concerns or replace the need for an integrated change control procedure.
Performing regular equipment quality assessments is part of ongoing project execution, but doesn’t replace the need for integrated change control when there’s a change that impacts project parameters.
This question and rationale were developed in reference to:
Amazon - Project Management: A Systems Approach to Planning, Scheduling, and Control, 10th edition (March 2009) Harold Kerzner/Amazon - Project Management: A Systems Approach to Planning, Scheduling, and Control// [Item Section 11.28]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager is concerned that team members spend too much time assisting operations and maintenance staff with a recently completed and delivered project component. The project manager has referred to the organizational process assets document to validate that the component was signed off and ownership was transferred.
To which additional documents should the project manager refer?
A. Procurement statement of work (SOW) and work performance report
B. Requirements management plan and change management plan
C. Procurement management plan and project charter
D. Final report and project document updates
Solution: D. Final report and project document updates
When closing the project, the project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives. The project documents are updated accordingly.
The other documents - SOW, Work Performance Report, Requirements Management Plan, Change Management Plan, Procurement Management Plan, Project Charter - are all deliverables earlier on the project and not during project closure.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/12/425 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/121 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/122 [Item]
Question
Upon completion of a long-term contract, the project manager confirms with the release manager that all planned features are functioning properly as verified by the quality assurance team. The project manager informs the same to the customer and project stakeholders and obtains the approval to close the project. The project is now closed.
For ensuring that the knowledge gained during this project remains available for future reference, what should the project manager do next?
A.Update the lessons learned knowledge base.
B.Update the risk register before informing project team members.
C.Update and archive the final procurement file.
D.Close out the seller performance evaluation documentation.
Solution: A. Update the lessons learned knowledge base
During the project closure phase, lessons learned and knowledge gained throughout the project are transferred to the lessons learned repository for use by future projects.
Updating the risk register is usually done throughout the project, and a closed project is likely to require risk updates and the need to inform team members. The other options on updating procurement files and closing out evaluation documentation are not likely to be part of the knowledge transfer for future reference. The most likely option to ensure knowledge is passed on is to update the lessons learned knowledge base.
This question and rationale were developed in reference to:
e-Reads (No Date) ///The Handbook of Project Management: A Practical Guide to Effective Policies, Techniques and Processes, Young, Revised Second Edition, Chapter 10 - Closing Your Project [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//3.7 Closing Process Group, pg 58, 4.6 Close Project or Phase, pg 100-104 [Item]
Question
A project manager is leading a project to deliver a new product to the market. The project sponsor has asked for a broadened scope and to deliver a “scaled-up version” of the final product.
What should the project manager do?
A.Request a formal confirmation of the change.
B.Get stakeholder approval to revise the budget.
C.Initiate integrated change control process.
D.Update project management plan.
Solution: C. Initiate an integrated change control process
Any product and project scope change requested by a client can extensively impact the Project Management Plan. The project manager must start the Integrated Change Control Process to evaluate impacts on schedule, costs, and other knowledge areas before the change approval and implementation. Whenever a change request could affect any one of the project baselines, an integrated change control process is necessary.
The other answer choices are incorrect. Requesting a formal confirmation of the change cannot happen because the change has not been defined to warrant the sign-off. Getting stakeholder approval to revise the budget can only happen if the change request is approved. Updating the project management plan would only happen after the change has 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 administration and approval procedures P250-255 [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/115 [Item 4.6 Perform Integrated Change Control]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 4.5.3 - Perform Integrated change control. pp 99 [Item]
Question
A project manager is leading a complex infrastructure project that is vital for the company’s growth. During the project’s initial stages, the project manager identifies a highly influential stakeholder who is resistant to the project. This stakeholder’s support is crucial for the project’s success, but they have expressed concerns and reservations. How should the project manager handle this situation?
A.Develop a stakeholder engagement plan that includes strategies to address the concerns of the resistant stakeholder.
B.Exclude the resistant stakeholder from the project to prevent potential disruptions and maintain project focus.
C.Assign the task of managing the resistant stakeholder to a team member and focus on engaging other stakeholders.
D.Seek senior management’s intervention to convince the resistant stakeholder of the project’s importance.
Solution: A. Develop a stakeholder engagement plan that includes strategies to address the concerns of the resistant stakeholder.
Developing a stakeholder engagement plan is correct because it addresses the root cause of the problem, which is the stakeholder’s concerns and reservations. By developing a stakeholder engagement plan that specifically addresses these concerns, the project manager can build trust and rapport with the stakeholder and increase their chances of supporting the project. It demonstrates a commitment to engaging with and addressing the concerns of key stakeholders, which is essential for project success.
The other options are not as appropriate and do not address the core issue of this scenario.
Excluding a resistant stakeholder, especially one whose support is crucial, is not advisable as it may lead to further conflicts and challenges.
Assigning the task of managing the resistant stakeholder to a team member is incorrect because completely shifting the responsibility to a team member without addressing the stakeholder’s concerns and building a positive relationship may not effectively resolve the situation.
Involving senior management should only be considered if initial efforts to engage directly with the resistant stakeholder through a stakeholder engagement plan are unsuccessful.
This question and rationale were developed in reference to:
e-Reads (No Date) //Fundamentals of Effective Program Management by Paul Sanghera/Chapter 3 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
A project is in the execution phase when the project manager finds that information has not been sent to stakeholders in the level of detail they expected.
Which of the following is the most likely consequence of poor stakeholder communication in a project in the execution phase?
A.Decreased project confidence.
B.Increased project costs.
C.Decreased project quality.
D.Delayed project schedule.
Solution: A. Decreased project confidence.
The most likely consequence of poor stakeholder communication in a project in the execution phase is decreased project confidence. If stakeholders are not kept informed, they may lose confidence in the project manager and in the project’s ability to succeed.
The other answer choices are also possible consequences of poor stakeholder communication, but they are not as likely as decreased project confidence from the stakeholder.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/managing-communications-effectively-efficiently-5916
Question
A project team lead meets with the project manager before a scheduled kick-off meeting. The team lead is worried that expectations regarding project deliverables might not be realistic.
What should the project manager do?
A. Review the project business case and the results of the feasibility study.
B. Facilitate a meeting between the project sponsor and the team lead to discuss the concerns.
C. Meet with the stakeholders to discuss the concerns and record their conclusions in the stakeholder engagement plan.
D. Identify the risks and agreed-upon risk responses and modify the risk register accordingly.
Solution: A. Review the project business case and the results of the feasibility study
To ensure that the deliverables are realistic, the project manager needs to review the feasibility study and then evaluate the results. The objectives of the project will be determined in the business case, along with the feasibility study to determine the validity of the project. This may result in a go/no-do decision to initiate the project.
None of the other choices will ensure this
Meeting with the project sponsor or stakeholders will not be helpful before you know how feasible the project is.
The risk register can be updated after the the validity of the project is determined.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/3/59 [Item]
| PMBOK Guide Sixth Edition (2018) ///1.2.6.1 PROJECT BUSINESS CASE [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/57/140 [Item]
Question
The supplier of a tool for a manufacturing project informs the project manager that delivery of the tool will be late. The project manager orders the tool from another supplier. After the tool from the second supplier arrives, the original supplier delivers the tool and submits an invoice according to the procurement agreement.
What should the project manager do next?
A. Return the tool to the original supplier and refuse to pay the invoice because delivery was late.
B. Keep the extra tool as a spare, pay the invoice from the contingency reserve, and update the lessons learned log.
C. Consult the original supplier’s procurement agreement to apply late delivery terms, and inform legal counsel of the issue.
D. Compare the quality of both tools, select the tool that gives the best value, and return the other tool.
Solution: C. Consult the original supplier’s procurement agreement to apply late delivery terms, and inform legal counsel of the issue
A contract should clearly state the deliverables and results expected, including any late delivery. Anything not in the contract may not be legally enforced and therefore it is important to consult with legal or procurement before any action should be taken.
This question and rationale were developed in reference to:
Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./9/396 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/1/456 [Item]
Question
During a periodic review with stakeholders, the project sponsor asks how the project will measure satisfactory completion of the deliverables and how those measurements are applied.
Where can the project manager find this information?
A. Scope management plan.
B. Requirements management plan.
C. Quality management plan.
D. Work performance reports.
Solution: B. Requirements management plan
The Requirements Management Plan is correct because it is a component of the project or program management plan that describes how requirements will be analyzed, documented and managed.
The Quality Management Plan is incorrect because it identifies the quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/ or standards.
The Scope Management Plan is incorrect because it’s a component of a project or program management plan that describes how the scope will be defined, developed, monitored, controlled and validated.
The Work Performance Reports is incorrect because it is the physical or electronic representation of the work performance information compiled in project documents, intended to generate decisions, actions or awareness.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/PMI/8/231 [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./6/267 [Item]
Question
A functional manager questions whether certain aspects of a project are in compliance with the project’s goals. Which document should the project manager review to address the functional manager’s concern?
A. Statement of work (SOW)
B. Project charter
C. Project management plan
D. Project management information system (PMIS)
Solution: B. Project charter
The project charter is defined as a document issued by the project sponsor that formally authorizes the project, defines the project objectives and constraints, and provides the project manager with the authority to apply organizational resources to project activities.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI/PMI/4/71-72 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/7/1 [Item]
Question
A key stakeholder requests a change that will solve a critical issue that might affect continuity of operations. However, the project is nearing completion and the change would increase the overall project cost and delay the completion date.
What should the project manager do?
A. Assign the decision regarding the critical nature of the change to a more knowledgeable stakeholder.
B. Submit a change request to the change control board (CCB).
C. Revise the work breakdown structure (WBS) and the project scope statement to include the change.
D. Communicate the impact on the budget and schedule to the project sponsor.
Solution: B. Submit a change request to the change control board (CCB)
The Project Management Plan defines how to handle changes, including submitting them to a change control board (CCB). The Project Manager must follow the defined procedure.
Assigning the decision to a more knowledgeable stakeholder as this change raised by the key stakeholder needs to be managed correctly via the change request process.
The Project Manager can’t revise the WBS before the change request is approved to proceed.
Communicating the impact on the budget and schedule will be discussed after the change request is submitted.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/10/366 [Item]
| Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/4/173 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.3.3.4/ [Item]
Question
A project manager must get approval for a complex project management plan from multiple stakeholders in various countries before the project can be kicked off. The time to gain approval is limited.
What should the project manager first do?
A.Schedule a meeting with the stakeholders and walk them through the project plan to gain their approval.
B.Distribute the plan to the stakeholders for their review days before scheduling a meeting to obtain approvals.
C.Tell the project sponsor that the stakeholder approvals will require more time and adjust the schedule.
D.Obtain partial stakeholder approvals and track incomplete approvals as a risk to be managed later.
Solution: B. Distribute the plan to the stakeholders for their review days before scheduling a meeting to obtain approvals.
By sending the project management plan to the attendees in advance, the PM can ensure that the meeting is most productive.
The other choices are incorrect as they do not address the two vital constraints for the project namely diversified project stakeholders and limited time to gain approval. Some choices even create a greater risk to the project.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//63 [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//284 [Item]
Question
A project manager notices schedule performance issues due to the expertise levels of project resources. Some experienced resources check unnecessary details, and some junior-level resources take a long time to complete tasks. What should the project manager do to help the team enhance their performance?
A.Identify each individual’s knowledge gaps and address those gaps through training.
B.Note this in the risk register and address this with the team during a retrospective session.
C.Inform the sponsor that the deliverable will not be available on time due to insufficient expertise.
D.Meet with human resources to have them address the individuals that are missing skills.
Solution: A. Identify each individual’s knowledge gaps and address those gaps through training
It is important to make sure that project team members understand and fulfill their roles and responsibilities. Identifying each individual’s knowledge gaps and addressing those gaps through training is the best way to help the team enhance their performance. Proactively guiding the team members to gain the skills and understanding they lack will help them on this and future projects.
The other opinions are incorrect because they do not help the team enhance their performance.
Noting this in the risk register is a good idea, but it does not go far enough. The project manager needs to take specific action to address the performance issues.
Informing the sponsor that the deliverable will not be available on time is not a good option because it does not address the root cause of the problem. The project manager should focus on helping the team improve their performance, not simply giving up.
Meeting with human resources may be necessary in some cases, but it is not always the best solution. The project manager may be able to identify training opportunities that will help the team members develop the skills they need.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.1.3 Common Aspects of Team Development]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/12/Develop Team [Item]
Question
A project team implements a change that was approved by the change control board (CCB). The change was intended to minimize a risk but it had the opposite effect.
What should the project manager have done to avoid this outcome?
A. Confirmed the effectiveness of the risk response and monitored progress.
B. Updated the assumption log with details concerning the risk.
C. Performed a risk analysis to quantify project risk exposure.
D. Developed a probability and impact matrix to determine the risk’s priority level.
Solution: A. Confirmed the effectiveness of the risk response and monitored progress
Project work should be continuously monitored for new, changing, and outdated individual project risks and for changes in the level of overall project risk by applying the Monitor Risks process. The Monitor Risks process uses performance information generated during project execution to determine if the response was effective.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/454 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2004) Tom Kendrick/AMACOM/82/203 [Item]
Question
An expert resource avoids assignments that include working with a foreign contractor. How should the project manager resolve the situation?
A. Question the expert privately about their reluctance or biases and insist on an inclusive attitude.
B. Issue a disciplinary warning to the expert and advise their functional manager to send them to diversity training.
C. Prevent delays and conflicts by hiring a consultant that the expert is willing to work with.
D. Reprimand the expert about their discriminatory behavior during a team meeting to set the right example.
Solution: A. Question the expert privately about their reluctance or biases and insist on an inclusive attitude
The project manager should understand the reason or root cause on why the expert resource is avoiding assignment before doing any disciplinary warning or other action to replace the expert resource.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/embracing-diversity-positive-workplace-approach-7309 [Item Hicks, R. F., Davis, J. S., & Cable, J. H. (2007) article citation: “We are missing the upside of diversity: capitalizing on individual strengths and differences… Now we have the opportunity … to incorporate all of the differences among us with the intent of bringing the best of each of us to the workplace.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.4/ [Item “The project management should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust.”]
Question
An organization is developing a new product. What should the project manager of this development do first to improve the success of the project?
A. Work with the project management office (PMO) to develop a detailed project schedule.
B. Work with the marketing team to conduct an impact analysis to identify the target market.
C. Work with the project sponsor to define the project vision and overall initiative.
D. Work with the stakeholders to identify the appropriate project team members.
Solution: C. Work with the project sponsor to define the project vision and overall initiative
For project success, it is critical to initially define vision and mission of the overall initiative before even focusing on detailed planning. Impact Analysis, detailed project schedule and identification of project team members will follow once the project vision and overall initiative is defined
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
A project manager is working on an IT project. During an iteration review meeting, a couple of key stakeholders enter into a heated discussion about the prototype’s capabilities.
What should the project manager do next?
A.Plan a brainstorming session with the project team to find a resolution to the problem.
B.Identify the source of the conflict between the stakeholders and address the issue.
C.List the positives and negatives of the situation to determine the impact of this conflict.
D.Invite the project sponsor to intervene and act as a negotiator for the key stakeholders.
Solution: B. Identify the source of the conflict between the stakeholders and address the issue.
Projects operate in dynamic environments and face many mutually exclusive constraints including budget, scope, schedule, and quality, which can lead to conflicts. There are many potential sources of conflict regarding the prototype’s capabilities, and without understanding the source of the conflict, the project manager cannot effectively resolve it. The project manager should seek to identify the source of the conflict, address the issue, and work to resolve it. Addressing conflict before it escalates beyond useful debate leads to better outcomes.
The other answer choices are incorrect because without knowing the source of the conflict, it can’t be known whether inviting the project sponsor to intervene or planning a brainstorming session will resolve the conflict. Generating a list of positives and negatives is not an effective way to address the situation. While understanding the impact of the conflict may be helpful, it is not as important as identifying the source of the conflict and working to resolve it. If it is not resolved, the impact will grow.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2/348 [Item]
| Project Management: The Managerial Process (No Date) //11/396 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS] [4.2.7.1 Conflict Model]
Question
A hybrid project has the following characteristics:
It is in the early stages.
It has a brand new team.
The project manager will be very busy executing other projects during the first two weeks of the project.
During this early stage, how should the project manager develop the new project team?
A.Ensure the team understands self-organizing principles.
B.Plan and host several team-building events to normalize the team.
C.Provide daily project status updates to keep the team informed.
D.Get to know each team member through one-on-one conversations.
Solution: A. Ensure the team understands self-organizing principles.
The project manager needs to make sure that the team is capable of working on the project during their absence in the first two weeks of the project. To do so, the project manager should ensure that the team understands self-organizing principles. A self-organizing team is a cross-functional team in which people assume leadership as needed to achieve the team’s objectives. Some projects benefit from decentralized coordination in which project team members self-organize and self-manage. In this case, the project manager can not devote their full attention to managing the team, so the team must understand how to self-organize and self-manage.
The other answer choices are incorrect. Team-building events may be productive, but the project manager will be very busy and not consistently available during the first two weeks. Hosting several team-building events will be a drain on the project manager’s bandwidth and may not be possible until after the project manager can focus on the team.
Providing project status updates is incorrect because the project manager will not be consistently available. The team will be working on the project in the project manager’s absence, it is more likely that they will provide the manager with status updates.
Having one-on-one conversations may result in deeper relationships but would have to wait until the project manager can focus on the team.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5.8/ [Item Project management: A managerial approach, 8th edition
Human factors and the project team]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//547 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3 FUNCTIONS ASSOCIATED WITH PROJECTS]
Question
A project has the following characteristics:
Reoccurring project reviews are set up for the project.
During the fourth review, the customer requests to change the technical approach for the product in development.
Which action should the project manager take?
A.Inform the team members to immediately implement the new approach.
B.Allow the team to select the most appropriate approach and verify findings with stakeholders.
C.Research the proposed approach with the stakeholders and select what is best for the team.
D.Have the team benchmark the approach to obtain support from the sponsor.
Solution: B. Allow the team to select the most appropriate approach and verify findings with stakeholders
As it is a technical issue, the project manager should address the team to assess and select the best options to solve, empower them and improve engagement.
The other answer choices are incorrect. Implementing a new approach without impact analysis might lead to project failure. Researching the proposed approach without team’s involvement will not empower the team. Benchmarking is not a user story so the team will not benchmark the approach to obtain sponsor support.
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
Within the fourth iteration of product development, the project manager realizes that the software used for the project management plan is not permitting planned updates.
Which action should the project manager take?
A. Select a team resource who can update the project management plan template.
B. Based on business value for the upcoming iterations, choose a priority for the activities.
C. Resolve the issue independently so that team members do not become distracted.
D. Add the problem as a new project risk in the risk register and suggest corrective actions.
Solution: C. Resolve the issue independently so that team members do not become distracted
A project manager’s job is to remove impediments to team performance, therefore software deficiencies must be addressed at an administrative level and not at the team level.
The other answer choices are incorrect. They are not valid because administrative resources, rather than team resources, will be used to address the issue.
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 company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements.
How should the project manager plan the delivery of the project?
A. Escalate the issue of unclear requirements to the management team and wait for final authorization.
B. Break down the requirements and prioritize the requirements into iterative work packages.
C. Ignore the unclear requirements and focus on the delivery plan of the project.
D. Wait for the requirements to be more clear before any further action is taken on the project.
Solution: B. Break down the requirements and prioritize the requirements into iterative work packages
In a hybrid approach, the key for the team is to prioritize the known requirements and move forward in the iterative planning. Hence this option is correct.
In a hybrid approach, the team does not ignore the unclear requirements nor wait for all requirements to be clear nor wait for the final authorization to start the project. Hence, all the remaining options are incorrect .
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 3. 16/225 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 5/619 [Item plan and manage scope]
Question
A project manager is leading a key flagship solution initiative prioritizing agility, market adaptation, and rapid response to market trends.
Which activity should the project manager prioritize first to ensure success?
A.Conduct periodic reviews of project plans, objectives, and deliverables to ensure all data is captured.
B.Request more funding from the sponsor to hire additional skilled resources and improve quality.
C.
Collaboratively review project objectives with the sponsor to agree on achievable plans and deliverables.
D.Create a business case after a market review to adjust project deliverables based on new objectives.
Solution: C. Collaboratively review project objectives with the sponsor to agree on achievable plans and deliverables.
Given the project’s focus on agility, adaptability, and responsiveness to market trends, the project manager should establish clear and achievable goals. Collaboration with the sponsor ensures a shared understanding of priorities and market realities, alignment between project plans and expectations, and flexibility to adapt plans based on evolving market trends.
The other answer choices are incorrect. Conducting periodic reviews might delay adaptation. Requesting more funding might be reactive rather than proactive and doesn’t address the core need for flexibility. Creating a new business case implies starting over, potentially delaying the project, and neglecting existing plans.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8./ [Item Book: From vision to decision
Topic: How to know if your business is a success.]
| O’Reilly Platform (No Date) //Chapter 2 - (COLLECT PROJECT DATA) - Project Management: A Managerial Approach, 8th Edition/ [Item]
Question
A project has the following characteristics:
The project manager is being asked to deliver a business result in a compressed timeline; the original timeline was one month, but the new requested timeline is two weeks.
In the resource planning activity, the project manager heard from another team member that no technical resources are available to join the team; however, the project manager knows the technical resource manager from a previous project.
What is the first action the project manager should take?
A.Ensure the product owner knows that there is an issue with acquiring a technical resource.
B.Escalate the technical resource issue to upper management.
C.Verify the availability of resources by meeting with the previously known technical resource manager.
D.Contact a third-party vendor to obtain a technical resource.
Solution: C. Verify the availability of resources by meeting with the previously known technical resource manager
Per agile manifesto, it values individual and interactions over processes and tools. Thus, it is best to meet with the resource manager to understand the real situation rather than informing sponsor first which might be the false alarm.
The other answer choices are incorrect. The product owner and upper management should not be informed of an issue, nor should a third-party vendor be hired, until the project manager can confirm from the technical resource manager that there is a real shortage of technical resources.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/10/381 [Item 10.2-Facilitation]
| The Agile Practice Guide (No Date) PMI/PMI/2/8 [Item 2.2]
Question
All four key stakeholders of a project are concerned that the current release plan will not meet urgent business needs. The project manager needs to help ensure that the team delivers business value within the required timelines.
What should the project manager do?
A. Assess the work breakdown structure (WBS) and renegotiate scope with the project sponsor.
B. Engage with the stakeholders and team members to determine the minimum viable product (MVP) necessary for the launch.
C. Calculate the schedule performance index (SPI) and escalate the schedule risk to the project sponsor.
D. Modify the schedule baseline to meet stakeholder needs and monitor progress using a burndown chart.
Solution: B. Engage with the stakeholders and team members to determine the minimum viable product (MVP) necessary for the launch
Defining the minimum viable product would allow the team to release business value within timelines by focusing only on the must-have items that the business stakeholders need.
The other answer choices are incorrect. Assessing WBS and renegotiating scope will not deliver business value within the required timeline. Similarly, calculating SPI or modifying schedule baseline will not help to meet the required timeline.
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]
| The Agile Practice Guide (No Date) PMI/PMI/3/23 [Item]
Question
An approved change request adds an incentive to a lump sum contract if the contractor is able to maintain the current baseline schedule. What should now be updated?
A. Scope baseline
B. Project management plan
C. Cost baseline
D. Schedule baseline
Solution: C. Cost baseline
The approved change request has an affect on cost. The cost baseline is to be updated reflecting the incentive payment.
The change order has no effect on the scope or schedule baseline (scope and schedule stay the same)
There is nothing in the approved change order that drives any needed change to the project management plan.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology/7/291 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/7/225 [Item]
Question
A project manager is working on an complex project with multiple stakeholders and competing priorities. Each stakeholder wants to maximize its share of the allocated resources for the requested functionality.
What should the project manager focus on?
A.Meeting the personal interests of stakeholders.
B.Meeting the mutual interests of all stakeholders.
C.Preserving the relationships and rapport with stakeholders.
D.Pushing stakeholders to accept the project manager’s viewpoint.
Solution: B. Meeting the mutual interests of all stakeholders.
The project manager should focus on finding a solution that meets the needs of all stakeholders, even if it means making some compromises. This will help ensure the project’s success and maintain good relationships with stakeholders.
The other answer choices are incorrect. Meeting the personal interests of stakeholders is not always possible, and it may not be in the project’s best interests. Preserving the relationships and rapport with stakeholders is important but not the most important thing. The project manager should focus on meeting the needs of stakeholders, even if it means some relationships are impacted. Pushing stakeholders to accept the project manager’s viewpoint is not a good strategy. This will only alienate stakeholders and make it more difficult to reach a consensus.
This question and rationale were developed in reference to:
PMI.org (2010) //Five things every project manager should know about negotiation/Craddock, William T./ [Item https://www.pmi.org/learning/library/negotiate-success-element-communication-managers-6504]
Question
As a project manager of a technology firm, a change in the scope is required to implement a change in the project. What tools can be utilized to better understand the impact of the change?
A. Pareto chart
B. Fishbone diagram
C. Deming’s PDCA cycle
D. Cause and effect diagram
Solution: C. Deming’s PDCA cycle
Deming’s PDCA cycle is the correct option. The other options are not used to understand change impact.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/know-status-project-monitoring-controlling-5982 [Item]
Question
What is the reason for relationship network change?
A.Roles and titles are formally assigned
B.Evolves over time as people gain and lose influence
C.Built-in advance by corporate management
D.Visible to everyone in the organization
Solution: B. Evolves over time as people gain and lose influence
Relationship network changes over time as the project progresses people lose or gain influence. Other options are incorrect as they are true in essence but are not the reason the Relationship network changes over time
This question and rationale were developed in reference to:
https://www.oreilly.com/library/view/relationship-marketing/9780750648394/10_ch04.xhtml (18-10-2021) /Oreilly//https://www.oreilly.com/library/view/relationship-marketing/9780750648394/10_ch04.xhtml [Item About relationship management for successful projects]
| https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199 [Item Miller, D. & Oliver, M. (2015). Engaging Stakeholders for Project Success. PMI White Papers.]
Question
A goal has been set at four months for a project team to distribute a product. Unfortunately, it will be difficult to adhere to that time frame due to team members having individual tasks to complete.
How should the project manager handle this situation?
A. Encourage members of the team to alter their tasks in order to not impede with meeting the project deadline.
B. Aid team members in prioritizing their personal tasks against the project’s goals.
C. Postpone the delivery date of the project to a later time so the team can complete their personal tasks.
D. Request a delay to the teams’ individual tasks and offer assistance finding alternative times to complete tasks outside of work hours.
Solution: B. Aid team members in prioritizing their personal tasks against the project’s goals
In the case that there is limited time, the team must prioritize the delivery-related tasks to get the product distributed on time. The project manager should handle this situation by aiding team members in prioritizing their personal tasks against the project’s goals.
The other answer choices do not lead to the desired outcome.
This question and rationale were developed in reference to:
Coaching Agile Teams (No Date) Lyssa Adkins/Addison Wesley/7/158 [Item]
| The Software PM’s Bridge to Agility (No Date) Michele Sliger, Stacia Broderick/Addison-Wesley/13/4145 [Item]
Question
A project is using a hybrid approach and team performance is consistently excellent during the predictive stages. During the incremental stages, the team begins to show signs of low morale, low commitment, conflicts, and confusion. However, one team member continues to be very confident and excels in performance during this stage.
What should the project manager do first?
A.Recognize the high-performing team member as an example to be followed by the others.
B.Provide additional training to the team on agile processes.
C.Discuss the issue with the project sponsor and revert the project to use only a predictive approach.
D.Meet with the team to discuss the issues and develop a plan to address them.
Solution: D. Meet with the team to discuss the issues and develop a plan to address them.
The project manager should meet with the team to discuss the issues and develop a plan to address them. This is the most effective way to identify the root causes of the team’s performance issues and develop strategies for addressing them.
The other answer choices are not as effective and they do not address the root cause of the team’s performance issues. Recognizing the high-performing team member as an example to be followed by the others is a good idea, but it is not enough to address the root causes of the team’s performance issues. Providing additional training to the team on agile processes may be helpful, but it is not enough to address the root causes of the team’s performance issues. Discussing the issue with the project sponsor and reverting the project to use only a predictive approach does not address the root causes of the team’s performance issues and reverting to a predictive approach may not be possible or desirable.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 14 [Section 2.3.2], 29 [Section 2.2.4.4] & 168 [Section 4.2.7.1]
Question
An organization just implemented agile and forms a development team where members are not co-located. The organization’s management style is known for setting clearly defined rules and objectives for team members.
What should the agile project manager do to align the team to the desired outcomes?
A. Arrange an in-person kick-off meeting to improve upon working relationships.
B. Discuss options with management that would align individual goals to project goals.
C. Schedule a speaker to inspire a collective vision across the team.
D. Foster commitment through team engagement and planning.
Solution: D. Foster commitment through team engagement and planning
The desired outcome can be achieved by fostering team commitment and engagement.
The other answer choices are incorrect. There is very little team involvement and input, and they suggest reliance on external factors. The project manager needs team buy-in to ensure alignment and engagement.
This question and rationale were developed in reference to:
Agile Coaching (No Date) Rachel Davies, Liz Sedley/The pragmatic programmers//158 [Item]
| Succeeding with Agile: Software Developm (No Date) Mike Cohn///363 [Item]
>
Question
Members from an agile team have been consistently tardy for stand-up meetings and are not meeting project target dates. The project leader assumes the issue may be difficulty with self-managing tasks within the team.
What action should the project leader take?
A. Aid the team to construct an agreement amongst them that details coveted behavioral norms.
B. Convene with the team to review the issues and detail actions to solve them.
C. Adopt a higher leadership role and set an example for the behavior needed.
D. Assemble agile and time management training for the team to complete.
Solution: A. Aid the team to construct an agreement amongst them that details coveted behavioral norms
The project leader should aid the team to construct an agreement amongst them that details coveted behavioral norms as it puts the onus on them to define the behavioral rules and hold themselves and their teammates accountable.
The other answer choices are incorrect. They are other ways to potentially resolve the issue involving the project leader, rather than the team themselves. Core agile principles promote self-directed and self-managed teams.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/5/50 [Item]
| Succeeding with Agile: Software Developm (No Date) Mike Cohn/Addison-Wesley/18/364 [Item]
Question
An agile project manager is leading a new software system development project that is in the user acceptance testing phase. The project manager has received positive feedback from the majority of business stakeholders, but the IT director is dissatisfied.
What should the agile project manager do first?
A.Review previous project meeting attendance to determine the IT director’s participation.
B.Analyze the requirements that were approved for the project with the IT director.
C.Discuss the IT director’s concerns with the project team.
D.Collect forthright feedback from the IT director.
Solution: D. Collect forthright feedback from the IT director
The best way for the project manager to address the IT director’s dissatisfaction is to collect forthright feedback from them. This will help the project manager to understand the specific concerns that the IT director has and to develop a plan to address them.
The other answer choices are not as relevant or effective. Reviewing previous project meeting minutes to determine prior feedback from the IT director seeks to look for previous discussions and does not offer a way forward. Analyzing the requirements that are approved for the project with the IT director focuses on past agreements and does not seek to uncover the root cause of the discontent and a resolution path. Discussing the IT director’s concerns with the project team is a good step to take once the project manager has had a chance to collect forthright feedback from the IT director.
This question and rationale were developed in reference to:
Agile PM: Creative Innovative Products (No Date) Jim Highsmith/Cockburn/9/251 [Item]
| The Human Side of Agile: How to Help You (No Date) Gil Broza/3PVantage/3/12 [Item]
Question
A member of a project team at a standup proposes altering a feature due to its popularity in the market. A different team member counters and is concerned about quality user experience regarding the feature.
How can the project manager correct this issue?
A. Present the product owner the option to place the request in the product backlog by giving the product owner suggestions.
B. Utilize a voting system and allow the team to decide which of the features’ version to apply.
C. Place the issue in the backlog of the sprint and allow the project team to decide at the next meeting.
D. Arrange a meeting to make a definitive decision that includes all stakeholders and the project team.
Solution: A. Present the product owner the option to place the request in the product backlog by giving the product owner suggestions
The project manager can correct this issue by present the product owner the option to place the request in the product backlog and providing suggestions. It is up to the product owner to decide if the feature will add value.
The other answer choices are incorrect. These options are internal to the project team but the product owner is accountable for the product.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//12. Comparing linear …. models/397 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.2/41 [Item]
Question
A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of the risks for this agile project, what is the primary tool the project manager should employ?
A.Interview with the project champion
B.Collaborative discussions
C.Probability assessments
D.Workshops for risk avoidance
Solution: B. Collaborative discussions
The correct answer is collaborative discussions.
This option is correct because it is the most important thing for a project manager to do in this situation. The project manager needs to have collaborative discussions in order to gain knowledge on the domain since it is unfamiliar. By fostering inclusive and collaborative environments, knowledge and expertise are more freely exchanged, which in turn enables better project outcomes.
Once the knowledge of the unfamiliar domain is gained, the remaining options like interviewing the project champion or performing probability assessments, or conducting workshops for risk avoidance will be helpful for the project manager and the team to understand the project and the risks better. Hence these are the secondary options that the project manager could employ.
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//25/357 [Item]
| O’Reilly Platform (No Date) //Chapter 10: Agile Risk Management/ [Item Agile for Project Managers]
Question
A new product is being constructed by an agile team, but the team has a limited amount of time to complete it. Due to these circumstances, it is important for the team to sustain collaboration for the duration of the project.
To build team solidarity, what should the project leader do?
A. Institute protocols for handling sprints in a team meeting.
B. Facilitate meetings with each member of the team to comprehend project goals.
C. Confer product progress with team members by utilizing a burndown chart.
D. Analyze the project map for release of product with team members.
Solution: B. Facilitate meetings with each member of the team to comprehend project goals
In the short time the team has, collaboration is important to achieve with communication and integration of team members. The project leader should facilitate meetings with each member of the team to comprehend project goals in order to build team solidarity.
The other answer choices are incorrect. They do not promote the necessary collaboration and integration needed for the project in a limited amount of time.
This question and rationale were developed in reference to:
Coaching Agile Teams (No Date) Lyssa Adkins//2/29-30 [Item]
| Collaboration Explained: Facilitation Skills for Software Project Leaders (2006) Jean Tabaka/ddison-Wesley/4/32-36 [Item]
Question
During a new agile project, there have been hindrances related to budgeting and time management. The remote quality assurance team reported a lengthy defect list following completion of a couple sprints. The project manager concluded that the issues stem from language misinterpretation and not project quality.
What should the project manager do?
A. Prepare and execute sessions with the full project team to review the list of required tasks and descriptions.
B. Create a meeting with the quality assurance team and voice concerns regarding the feedback they provided.
C. Request a financial increase from the change control board (CCB) to employ a quality assurance team locally, as opposed to remote.
D. Combine the quality assurance team and the development team to complete testing at the conclusion of the project.
Solution: A. Prepare and execute sessions with the full project team to review the list of required tasks and descriptions
The project manager should prepare and execute sessions with the full project team to review the list of required tasks and descriptions. The project team needs to agree on what is important and required to resolve misunderstandings.
The other answer choices are incorrect. They are focused on project quality but the issue deals with defining requirements.
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 product owner presented the backlog to the team, and the team raised concerns over implementing some of the features due to various impediments. What should the project manager suggest that the product owner do next?
A. Estimate the financial impact of the impediments and request additional funding.
B. Capture the impediments and inform management that their assistance is needed in resolving the impediments.
C. Ensure that the impediments are captured and prioritized based upon the highest valued features.
D. Begin to remove the impediments, starting with the easiest ones first, to foster team accomplishment.
Solution: C. Ensure that the impediments are captured and prioritized based upon the highest valued features
By capturing the impediments in the backlog and linking them to the items’ priority, we ensure that the impediments will be removed before the work on the respective item starts.
Estimating the financial impact should be done only for those impediments that cannot be resolved and have highest priority number. Hence this option is incorrect.
Seeking assistance from the management should be done only for those impediments that cannot be resolved by the Project Manager and the team. Hence this option is incorrect.
Impediments should be always be sorted by priority and not based on any other criteria . Hence this option of removing impediments starting with the easiest is incorrect.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//5/101 [Item]
| O’Reilly Platform (No Date) //Agile Management - Chapter 11 - The think phase create a flexible plan/ [Item]
Question
The product owner decides to launch a product after a couple of releases, knowing that the minimum viable product (MVP) lacks some features. One of the key stakeholders, the marketing vice president, is not happy with the results and questioned the release decision.
What should the project manager do?
A. Coach the team on the decision-making process, assuming a risk-averse strategy towards product releasing.
B. Support the product owner’s decision and seek better alignment with this stakeholder in order to avoid this type of issue in the future.
C. Assume the responsibility for product releases, making the final call on when something is ready for customer launch.
D. Escalate the issue to the sponsor, questioning the authority of the key stakeholder regarding the product launch decision.
Solution: B. Support the product owner’s decision and seek better alignment with this stakeholder in order to avoid this type of issue in the future
The agile team owns complete responsibility of the launch of the product and the Product owner being a part of the agile team, understands the product and the releases and is in a better position to decide when to launch the product . However, it also the duty of the Product Owner and the agile team to start involving all stakeholders early in the project, ensure inclusions in Priority decisions and solicit feedback during reviews that will eliminate stakeholder dissatisfaction. Hence this option is the correct answer.
Agile projects are less prone to risks as there are built in quality measures and their quick response to changes. Hence risk averse strategy may not be applicable. Hence this option is incorrect.
Project Manager in agile projects do not take responsibility for product releases nor can the project manager question the authority of the key stakeholders. Hence these options are incorrect.
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’s deliverables due date is approaching, but one team member’s performance is negatively impacting the schedule. What should the project manager do?
A. Acquire a more skilled resource.
B. Remove the team member from the project.
C. Mentor the team member.
D. Ask the team member’s line manager to provide training.
Solution: C. Mentor the team member
Supporting a team member through coaching and mentoring is an effective way to develop a team member to contribute at higher levels within their organization.
Removing the team member or acquiring a different skilled resource would not necessarily bring relief to the project and doesn’t address what might be the underlying issue.
Asking the team member’s line manager to provide training may not bring the intended results. Although their manager may have the skills, he would have other responsibilities and may not be so familiar to provide the specific guidance to help move the project forward.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.6/ [Item Training]
| The Complete Project Management Office Handbook, Second Edition (2008) Gerard M. Hill/Auerbach Publications/13 - Mentoring/ [Item]
Question
A project manager is managing a project where requirements are not fully known and high level of uncertainty exists. Which methodology should be used for this project?
A. Agile
B. Hybrid
C. Predictive
D. Waterfall
Solution: A. Agile
Project life cycles can range along a continuum from predictive approaches at one end to adaptive or agile approaches at the other. In a predictive life cycle, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile life cycle, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2017) /PMI// [Item]
| PMI.org Article (November 2017) /PMI/PMI (2017). Deliver Projects Better with any Approach.// [Item https://www.pmi.org/learning/thought-leadership/series/achieving-greater-agility/deliver-projects-better-with-any-approach]
Question
A project manager learns that a few stakeholders have a disagreement regarding the results of one project deliverable.
What is the next step the project manager should take?
A.Review and analyze the project requirements document.
B.Review the approved version of a scope statement.
C.Organize a meeting with the stakeholders.
D.Modernize documented project risks and their responses.
Solution: C. Organize a meeting with the stakeholders.
The best next step for the project manager is to organize a meeting with the stakeholders. This will allow the project manager to discuss the discrepancy with the stakeholders and to try to reach an agreement.
The other answer choices are incorrect because they are not the best next step. Reviewing, analyzing, and modernizing documents can happen during or after the meeting, but it is important to meet with the stakeholders right away to understand their differences and create harmony.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.3.3.1/154 [Item]
| Project management: A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/8/1822 [Item]
Question
During the execution of a project, the finance team identified that they were not involved in building the business case for the project and will not approve the estimated return on investment (ROI). What should the project manager do?
A.Continue developing based on the project management plan and address the issue post-delivery.
B.Revisit the scope management plan and note this as a risk to the entire project.
C.Schedule a meeting with the product owner and finance team to agree on course corrections.
D.Revisit the communications management plan and make necessary adjustments.
Solution: C. Schedule a meeting with the product owner and finance team to agree on course corrections
The responsibility of the project manager in case of an issue during the delivery of the project is to identify the nature of the issue and plan the course correction accordingly specifically related to critical stakeholders.
The project manager cannot postpone the issue as it is very critical and therefore addressing the issue post-delivery cannot be done. Hence this option is incorrect
As evident from the question, the current scenario is an issue and not a risk. Hence noting this as a risk is incorrect.
The project manager cannot make or recommend changes to any of the Project artifacts without following the change management process. Hence this option is incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Effective Project Management Tradition Agile Extreme - Chapter Defining the 9 knowledge areas/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Initiating process group/561 [Item]
Question
A product company is transforming the way it develops and releases products in the market. Executives believe that this is a high-risk initiative, and this initiative must be successful.
What should the project manager do in this scenario?
A. Develop a communications management plan to inform the employees about the new business model.
B. Develop a detailed sprint plan with clear deliverables.
C. Adopt an iterative rollout approach that delivers the highest business value earlier.
D. Develop a business case with assumptions for the new model.
Solution: C. Adopt an iterative rollout approach that delivers the highest business value earlier
Understanding iterative approach is critical in terms of realizing or achieving highest value. Hence this option is correct.
Developing a sprint plan with clear deliverables, can be done only after rollout approach has been developed. Hence this option is not the correct answer.
Similarly informing the employees about the new business model should be done only after rollout plan has been developed as the employees would be interested in knowing the rollout approach details. Hence this option is incorrect.
Business case is meant for providing justification for undertaking the project. Hence this option is incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 3 - Agile principles/ [Item]
| O’Reilly Platform (No Date) //Succeeding with Agile - Chapter 17 - Scaling Scrum/ [Item]
Question
A team is ready to start working on a project with a customer who was very difficult to work with in the past because the customer was unable to describe exactly what they wanted. What approach should the project manager take to remove this impediment?
A. Develop and monitor a plan with due dates to reduce the time of completing the product.
B. Work with the product owner to define the minimum viable product(s).
C. Follow a predictive approach in order to obtain formal acceptance of each deliverable.
D. Reinforce the negotiation and soft skills of the team through training.
Solution: B. Work with the product owner to define the minimum viable product(s)
Defining Minimum Viable Product is a way to rapidly test what customers want. Hence this option is correct.
Without the minimum viable product[MVP] in place, developing a plan with due dates nor obtaining formal acceptance is possible. Hence these two options are incorrect.
Again, without a minimum viable product[MVP] in place, soft skills training will not work in convincing the customer. Hence this option too is incorrect.
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//6/91 [Item]
| O’Reilly Platform (No Date) //Agile Management - Chapter 12 - Do phase-experiment/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/3 Life-cycle selection/23 [Item 3.1.3]
Question
A project depends on the reliability of one component. The project manager proposes designing redundancy into the system to reduce the impact that failure of this component would have on the success of the project.
What type of risk response is the project manager demonstrating?
A.Transfer
B.Mitigate
C.Accept
D.Avoid
Solution: B. Mitigate
The correct answer is mitigate.
The project manager is attempting to reduce or mitigate the impact that failure of the component would have on the success of the project. Risk mitigation is an action that is taken to reduce the probability of occurrence and/ or impact of a threat. Early mitigation action is often more effective than trying to repair the damage after the threat has occurred. Where it is not possible to reduce probability, a mitigation response might reduce the impact by targeting factors that drive the severity.
Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.
Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
Risk acceptance acknowledges the existence of a risk, but no proactive action is planned. Actively accepting a risk can include developing a contingency plan that would be triggered if the event occurred; or it can include passive acceptance, which means doing nothing.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [ITEM 2.8.5.1 Threats]
The Standard for Risk Management in Portfolios, Programs, and Projects, 2019
Question
A project manager is preparing the charter for a software development project that will outsource 33 percent of user interface (UI) evaluation. The project manager needs software developers to identify the parts of the UI that a third-party can evaluate. However, the software functional manager believes that the project will reduce staff in the software development department and refuses to cooperate.
What should the project manager do first?
A.Meet with the functional manager to review the statement of work (SOW).
B.Ask the project sponsor to explain the rationale for third-party evaluation to the functional manager.
C.Provide a cost/benefit analysis of third-party evaluation to the functional manager.
D.Explain the intent of the UI evaluation to the functional manager.
Solution: A. Meet with the functional manager to review the statement of work (SOW).
In the early stage of a project, during the preparation of the project charter, the first thing to do is review the Statement of Work (SOW) with all the stakeholders. The statement of work (SOW) is typically created before the project charter, so the project manager should discuss the staff needs with the functional manager to address concerns early.
The other answer choices are not correct. Asking the project sponsor to intervene may not resolve the issue. The functional manager may not be interested in the cost/benefit analysis or the intent of the UI evaluation until the SOW and what is required of the software development staff is understood.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/9.1.2/4/66-72 [Item]
| Project Management: The Managerial Process (2015) Clifford F. Gray & Erik W. Larson/McGraw-Hill Irwin/2/32-35 [Item]
Question
A company that manufactures standard equipment for municipalities needs to ensure consistency in tasks performed regularly during product assembly. What should the project manager develop to achieve this?
A.Estimate Activity Resources process.
B.Design for X (DfX) guidelines.
C.Quality checklists.
D.Subject matter expert (SME) interviews.
Solution: C. Quality checklists
By developing quality checklists, the project manager can ensure that tasks are performed correctly and consistently. This will help to ensure the quality of the products and the satisfaction of the customers.
The other answer choices are incorrect. The Estimate Activity Resources process is a process used to estimate the resources needed for a project; it is not specifically designed to ensure consistency in tasks. The Design for X (DfX) guidelines are guidelines used to design products that are safe, reliable, and easy to use; they are not specifically designed to ensure consistency in tasks. Subject matter expert (SME) interviews are interviews with experts in a particular field; they are not specifically designed to ensure consistency in tasks.
This question and rationale were developed in reference to:
e-Reads (No Date) /Fundamentals of Effective Project Management/Fundamentals of Effective Project Management/7.1/ [Item]
| PMBOK® Guide–Fifth Edition (No Date) PMI/PMI/8.1.3.4/242 [Item]
Question
A project that should have been 75 percent complete by now is only 65 percent complete. The total project budget is US$200,000 and the actual cost of work performed is US$110,000.
What can be determined from this information?
A.The project is under budget, has an SPI of 0.94, and a CPI of 1.04.
B.The project is over budget, has an SPI of 1.04, and a CPI of 0.94.
C.The project is over budget, has an SPI of 1.18, and a CPI of 0.87.
D.The project is under budget, has an SPI of 0.87, and a CPI of 1.18.
Solution: D. The project is under budget, has an SPI (schedule performance index) of 0.87, and a CPI (cost performance index) of 1.18.
CPI stands for Cost Performance Index. It is a measure of how well the project is meeting its budget. A CPI of 1 means that the project is on budget, a CPI of less than 1 means that the project is over budget, and a CPI of greater than 1 means that the project is under budget.
SPI stands for Schedule Performance Index. It is a measure of how well the project is meeting its schedule. An SPI of 1 means that the project is on schedule, an SPI of less than 1 means that the project is behind schedule, and an SPI of greater than 1 means that the project is ahead of schedule.
EV = % completed * budget = 65% * $200,000 = $130,000
PV = % expected * budget = 75% * $200,000 = $150,000
AC = $110,000
CPI = EV/AC = 130,000/110,000 = 1.18
SPI = EV/PV = 130,000/150,000 = 0.87
In this case, the CPI is 1.18, which means that the project is under budget. This is because the actual cost of the project is less than the budget for the project. The SPI is 0.87, which means that the project is behind schedule. This is because the project is only 65% complete, but it should have been 75% complete by now.
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]
Question
During a kick-off meeting for a critical project, three stakeholders with varying perspectives and interests engaged in a heated argument about the project’s goals. How should the project manager address this situation?
A.Interrupt the argument and firmly assert their authority to maintain order and control over the meeting.
B.Facilitate a structured discussion to understand each stakeholder’s perspective and find common ground.
C.Conclude the meeting prematurely to allow stakeholders to cool off and reschedule it at a later date.
D.Ignore the argument and proceed with the meeting’s agenda as planned, addressing the conflict afterward.
Solution: B. Facilitate a structured discussion to understand each stakeholder’s perspective and find common ground.
Facilitating a structured discussion demonstrates a proactive approach to resolving conflicts as they arise and promotes collaboration and problem-solving among stakeholders. It allows the project manager to address the immediate issue, reducing the likelihood of further tension and unproductive discussions. Once the project manager has a better understanding of each stakeholder’s perspective, they can start to identify the root cause of the conflict. This understanding is essential for finding common ground and aligning the stakeholders’ interests with the project’s goals and will help them to develop a more effective solution.
The other options are incorrect because they do not work to resolve the issue and may only escalate the situation.
Interrupting and asserting authority may escalate tensions further and hinder productive discussion. It’s generally more effective to seek understanding and resolution before resorting to assertive measures.
Ending the meeting prematurely may disrupt the project timeline and create scheduling challenges. This approach may send the message that the project manager is not taking the stakeholders’ concerns seriously or that they are not committed to finding a solution.
Ignoring the argument is incorrect because postponing conflict resolution allows issues to grow and become more challenging to resolve in the future. It’s generally advisable to address conflicts as they arise to maintain a productive and collaborative environment.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/9/334-336 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
The day before construction is scheduled to begin, the project manager learns that the structure blueprint was not accepted by the customer.
What should the project manager do first to ensure that the project timeline is met?
A.Meet with the customer as soon as possible to discuss changes to the blueprint.
B.Begin construction as scheduled while simultaneously reviewing the blueprint with the customer.
C.Discuss the process of deliverable component acceptance with the customer.
D.Review the stakeholder engagement plan and stakeholder expectations.
Solution: A. Meet with the customer as soon as possible to discuss changes to the blueprint.
The first thing the project manager should do in this scenario is to meet with the customer as soon as possible to discuss changes to the blueprint. The blueprint is a critical document that outlines the design of the structure, and any changes to the blueprint could impact the project timeline. By meeting with the customer to discuss the changes, the project manager can get a clear understanding of what needs to be done and develop a plan for how to update the blueprint and adjust the project timeline accordingly.
The other answer choices are not as important to do first. Beginning construction as scheduled while simultaneously reviewing the blueprint with the customer is not the best course of action because it could lead to delays in the project if the changes to the blueprint are significant. Discussing the process of deliverable component acceptance with the customer is not the first thing that the project manager should do because it is not as critical as discussing the changes to the blueprint; it can be discussed with the customer at a later date. Reviewing the stakeholder engagement plan and stakeholder expectations is not the first thing that the project manager does; the project manager can review the stakeholder engagement plan and stakeholder expectations at a later date. By meeting with the customer as soon as possible to discuss changes to the blueprint, the project manager can take the necessary steps to minimize the impact on the project timeline and ensure the success of the project.
This question and rationale were developed in reference to:
PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley/10/478 [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./4/140 [Item]
Question
A technology project has members of a project team from multiple countries. The stakeholders have stated that this arrangement will keep the project within budget. However, the project manager believes that the stakeholders have not accounted for issues that might arise that could affect the success of the project.
What should the project manager do to record this concern?
A.Document the risks in the risk register.
B.Revise the stakeholder engagement plan.
C.Capture the information in the issues log.
D.Update the resource management plan.
Solution: A. Document the risks in the risk register.
The correct answer is to document the risks in the risk register.
Having a dispersed project team does not come without risks. These risks need to be identified and documented in the risk register for the project. A risk register is a repository in which outputs of risk management processes are recorded. 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.
Revising the stakeholder engagement plan will not help in documenting the project risk. A stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote the productive involvement of stakeholders in a project or program decision-making and execution.
An issue log is a project document where information about issues is recorded and monitored. An issue is a current condition or situation that has occurred that may have an impact on the project objectives. Whereas a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
The resource management plan provides guidance on how project resources should be categorized, allocated, managed, and released, and doesn’t help in capturing risks/issues that might arise.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/2/64-69 [Item]
| International Project Management (4/19/2005) Owen Jay Murphy/South Western Educational/1/1 [Item]
PMBOK Guide Seventh Edition (2022) /// [4.6.3 PLANS]
Question
Two stakeholders inform the project manager that the status of a critical project phase was not communicated to them. Although the project phase is in these stakeholders’ area of interest, the stakeholders have only recently been identified.What should the project manager do first?
A. Review the communications management plan.
B. Perform a stakeholder analysis and update the stakeholder register.
C. Identify new ways to send project status reports to all stakeholders.
D. Schedule a status meeting and invite the two new stakeholders.
Solution: B. Perform a stakeholder analysis and update the stakeholder register
As stakeholder identification continues throughout the project, new stakeholders, or new information about stakeholders, may result in a change request to the product, project management plan, or project documents. This register needs to be constantly examined and updated.
The process of identifying and engaging stakeholders for the project’s benefit is a recurring one. Stakeholder identification, prioritising, and involvement should be revisited and updated on a regular basis in Project Stakeholder Management.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/1/15 [Item]
| PMBOK® Guide–Fifth Edition (No Date) PMI/PMI Inc/13.1/ [Item]
Question
A project in the execution phase is on track and within budget. A key stakeholder requests a change in communication frequency. They want to discontinue receiving weekly status reports and instead be notified only if an issue arises that requires their attention.
What should the project manager do?
A.Review the stakeholder engagement plan to ascertain the stakeholder’s involvement.
B.Ask the other stakeholders if they would also like less frequent notifications.
C.Revise the communications management plan to reflect the stakeholder’s request.
D.Meet with the stakeholder to discuss the amount and type of information that should be communicated.
Solution: C. Revise the communications management plan to reflect the stakeholder’s request.
The project manager should revise the communications management plan to reflect the stakeholder’s request. This will ensure that the project manager is communicating with the stakeholder in a way that meets their needs and that the stakeholder is only receiving the information they need. A revised communications plan can specify when and how these notifications will occur, maintaining transparency and alignment.
The other options are incorrect.
Reviewing the stakeholder engagement plan is incorrect because the stakeholder’s involvement is not changing. The stakeholder’s request is primarily about how information is communicated, not about their overall involvement in the project.
Asking the other stakeholders if they would also like less frequent notifications is incorrect because decisions about communication frequency should be based on the preferences and needs of each stakeholder individually. Decisions should not be made solely based on one stakeholder’s request.
Meeting with the stakeholder to discuss the amount and type of information that should be communicated is not necessary in this case because the stakeholder has already specified that they only want to be notified if an issue arises.
This question and rationale were developed in reference to:
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/Communication Process/23- 25 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
A company is venturing into a new business but has no previous experience in that market. The project manager is having trouble visualizing project requirements.
What should the project manager do next?
A.Consult the project charter.
B.Reevaluate the business venture’s objectives.
C.Seek potential customer input.
D.Conduct a feasibility study.
Solution: C. Seek potential customer input.
The project manager is having difficulty visualizing the project’s requirements, and the best way to understand what the requirements are is to engage with the people who will be using the product or service that is being developed. Potential customers can provide valuable information about their needs and wants, which can help the project manager visualize the project’s requirements.
The other answer choices are incorrect. Referencing the project charter is not helpful if the project manager is having trouble visualizing the requirements. Reevaluating the business venture’s goals is not the next step that the project manager should take. The project manager must first understand the customer’s needs before they can reevaluate the business venture’s goals. Conducting a feasibility study is not the most appropriate next step. The project manager should first seek potential customer input to get a better understanding of the requirements.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/5/106 [Item]
| Determining Project Requirements (2008) Hans Jonasson/Auerbach Publications/7 way to gather requirement/13 prototyping [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/5/147 [Item 5.2.2.8 Prototypes]
Question
A project manager needs to formally complete a project, but a supplier says an invoice has been paid twice. The project manager knows that the invoice was approved, but cannot find evidence of a duplicate payment. The project manager needs to close out this project in order to start a new project.
What should the project manager do?
A. Inform the supplier that payment was made only once, begin the close project process, and begin work on the new project.
B. Postpone project closure until the accounts payable department can document that the invoice was paid correctly.
C. Complete all final project documents, delay work on the new project, and update the documents after payment is verified.
D. Meet with the sponsor of the existing project to obtain approval to begin the new project before the existing project is closed.
Solution: B. Postpone project closure until the accounts payable department can document that the invoice was paid correctly
The finance department is the only one in this scenario that can provide proof if a payment was made. The PM should not close the project until this is confirmed
The other choices are not in line with the Project Closure process and hence are incorrect choices.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.1.7/124 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/51/122 [Item]
Question
A project team received training on the technology involved with a project deliverable. In nine months of working on the project, several team members have been replaced. Productivity has slowed because new team members are not familiar with the technology and the project schedule is at risk of delay.
What should the project manager do?
A. Meet with the entire team and ask existing members to train the new team members.
B. Negotiate an increase in budget with the project sponsor for additional training for the new team members.
C. Issue a change request for new team members already trained in the relevant technology.
D. Facilitate a workshop with a subject matter expert to familiarize team members with the technology.
Solution: A. Meet with the entire team and ask existing members to train the new team members
The issue is there are new team members unfamiliar with the technology.
A: PMBOK 6, Chapter 9.4.2.6 notes that on-the-job training from another project team member, as a method to enhance the competencies of team members.
B: Is not a preferred option as there are skilled resources within the team to support, and no indication additional funds could be made available.
C: References that the new team members are already trained, therefore no need for additional training.
D: May hold merit, however A provides a more direct approach with those team members familiar with both the technology and the work the team needs to perform.
This question and rationale were developed in reference to:
Management of Technology (May 25 2005 12:00AM) Hans J. Thamhain/Wiley/9.7/243 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.4/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.6/ [Item]
Question
A project manager learns that the project team will miss a milestone because team member A has not completed the task requirements needed by team member B. When meeting with team member A, what should the project manager do?
A. Direct team member A to turn over the responsibilities for completing the task requirements to team member B.
B. Identify any obstacles to meeting the task requirements and determine if team member A needs help completing them.
C. Ask team member A to work directly with team member B to complete the requirements in order to meet the milestone.
D. Ask team member A to recommend a replacement who can complete the task requirements.
Solution: B. Identify any obstacles to meeting the task requirements and determine if team member A needs help completing them
The correct answer is B, Project manager’s goal is to make sure the all the task gets completed. the best option is to meet with the resource and understand what is constraining the resource and provide assistance where possible. Directing a team member to hand over responsibility to another member or to replace him is not a logical step which could entail cost and approvals.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/1/19 [Item]
| Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe//9/391 [Item]
Question
A project manager is leading a project with an aggressive timeline that requires fast time to market because a competitor is working on a similar product. The project team cannot meet the go live date, and there are no other internal resources that can assist with the project.
How should the project manager mitigate this risk?
A. Look for external resources who can assist in meeting the required go live date.
B. Ask the team to remove the obstacles preventing them from meeting the go live date.
C. Ask the project sponsor to set a new go live date based on available resources.
D. Ask the team to focus only on the critical features and meet the go live date.
Solution: A. Look for external resources who can assist in meeting the required go live date
From the stem it is clear that the issue can’t be resolved with internal resources, the team doesn’t have the capacity to deliver and the go live date is critical to the organization.
The only solution is to engage external resources.
This question and rationale were developed in reference to:
PMI Conference Paper (19 October 2008) //// [Item https://www.pmi.org/learning/library/vendors-cost-more-project-prevent-risks-6949]
Question
A project team uses the influence/commitment matrix to identify key stakeholders and prioritize them for specific action planning. For a specific group, the project team plans to keep them informed and feed them with any “early win” good news about the project.
In which quadrant of the matrix are they located?
A. Low Influence / Low Commitment
B. Low Influence / High Commitment
C. High Influence / Low Commitment
D. High Influence / High Commitment
Solution: B. Low Influence / High Commitment
Using “commitment to the change” as the x-axis and “influence” as the y-axis, this chart can be used to facilitate discussion on how to manage important stakeholders. It may also be possible to group particular stakeholders and develop actions that are targeted at the group rather than specific individuals.
Project teams want to encourage these people to stay supportive without expending too much energy. It is very easy to spend too much time with these people because they support the project; yet they have little power to move it along. Try and keep them informed and feed them with any “early win” good news about the project.
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 Sixth Edition (2017) /PMI// [Item]
Question
In an iteration review, the definition of done (DoD) was not met.
What is an appropriate way for the project manager to proceed?
A. Ask the project sponsor to update the project charter and reassign the authorities and responsibilities.
B. Request that the project team develop new features to replace the features that were rejected.
C. Determine the root cause with the team in the retrospective meeting and suggest plan to address the deficiencies.
D. Send a new change request to the change control board (CCB) for approval, adding budget to the baseline.
Solution: C. Determine the root cause with the team in the retrospective meeting and suggest plan to address the deficiencies
In the retrospective, the project manager and team should work to identify the root cause of the problem and suggest a plan to correct the deficiency in the next iteration.
The other answer choices are incorrect. Accepting or rejecting an iteration’s deliverable is part of the hybrid/agile process and for that updating project backlog; user stories dictate team performance so developing new features for replacement; seeking approval from the change control board is not applicable in an agile iteration.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item Improving Agile Retrospectives: Helping Teams Become More Efficient, 1/e
by Marc Loeffler, Published by Addison-Wesley Professional, 2017 THE RETROSPECTIVE PHASE MODEL.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5/615 [Item]
Question
To handle a change in requirements, a project team needs to be motivated and flexible to reprioritize tasks. What leadership style would help the team to perform well in changing and uncertain conditions?
A. A collaborative approach will boost motivation, learning, growth, and innovation around a project vision.
B. A directive approach will boost team confidence by ensuring that team members only work on the tasks suited to their qualifications.
C. A collaborative approach will ensure that project procedures are well-documented and complete enough to cover all situations.
D. A directive approach will prepare the team for frequent changes by adapting the project vision to new directions.
Solution: A. A collaborative approach will boost motivation, learning, growth, and innovation around a project vision
Collaborative leadership empowers teams to adapt to new challenges through a learning culture and shared vision.
The other answer choices are incorrect because even in collaborative approach, all situations can’t be documented in the form of project procedures. Directive approach will not boost team confidence, rather it will decease it and will not help the team to prepare for new changes.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/table A1-2/ [Item “Collaborative teams are often critical to the success of projects with a high degree of variabiity and rapid changes, because there is less time for centralized tasking and decision making.]
| https://www.pmi.org/learning/library/five-team-leadership-principles-project-success-6250 [Item Juli, T. (2011) article citation: “Involving the complete team in building a project vision, nurturing collaboration, promoting performance, cultivating learning, and ensuring results helps create an atmosphere of mutual respect and commitment toward the project vision.”]
Question
A project manager notices that a new virtual team member does not respond to emails coherently and does not speak up in team discussions.
What should the project manager do?
A.Aid in developing the team member’s communication skills.
B.Aid in developing the team member’s self-direction.
C.Aid in developing the team member’s expertise.
D.Aid in developing the team member’s extrovert personality.
Solution: A. Communication Quality
Communication skills are essential for success in all areas of life, but they are especially important in the workplace, especially for virtual team members. When a team member is not able to communicate effectively, it can lead to misunderstandings, delays, and conflict. The project manager can help the team member develop their communication quality through feedback, encouraging participation, offering resources, and being patient and supportive.
The other answer choices are incorrect. Self-direction is an important skill, but it is not the primary issue in this case. The team member’s communication challenges are likely preventing them from being fully self-directed. The team member’s expertise is not the primary issue in this case. The team member is able to complete their work, but they are having difficulty communicating with their team members. Extroversion is a personality trait, and it is not something that can be changed easily. The project manager should focus on helping the team member develop their communication skills, regardless of their personality type.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/virtual-teams-leadership-practices-framework-6603
Question
A project manager is leading a project with numerous risks that may occur sequentially and could potentially result in significant financial consequences.
What should the project manager do to better understand the risks?
A.Perform a SWOT analysis with stakeholders.
B.Analyze a probability and impact matrix.
C.Participate in a brainstorming session.
D.Build a decision tree with the project team.
Solution: B. Analyze a probability and impact matrix.
The project manager can use the probability and impact matrix to identify the risks that are most likely to occur and have the most significant impact on the project. These risks can then be prioritized for mitigation or avoidance.
The other answer choices are incorrect because they are not tools used to assess risk. A SWOT analysis is a tool that helps to identify the strengths, weaknesses, opportunities, and threats of a project; brainstorming is a technique that is used to generate ideas; and a decision tree is a tool that is used to help make decisions under uncertainty.
This question and rationale were developed in reference to:
PMI.org (2005) //Decisions, decisions/tefanovic, M. & Stefanovic, I. L/ [Item https://www.pmi.org/learning/library/decisions-quantitative-making-process-7466]
Question
A project manager is formally closing a project that has been completed. Why should the project manager document final project activities?
A. To record case studies and customer references
B. To log final project performance metrics and quality analysis
C. To provide lessons learned and archive historical information
D. To allow the customer to submit invoices and get a receipt of final payment
Solution: C. To provide lessons learned and archive historical information
To provide- Closing the project is the process of finalizing all activities for the project. The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. The lessons learned will benefit future projects, add to organization assets.
To record- It does not speak to the question
To log- This action would have already been completed
To allow- This action would have already been completed, customer would not submit invoices they would pay them.
This question and rationale were developed in reference to:
PM: The Managerial Process - 5th ed (5th) Clifford F. Gray & Erik W. Larson///Chapter 14 - Project Closure, page 505-506 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//4.6 - Close Project or Phase, page 100 [Item]
Question
An external provider is late with the delivery of a finished item. As a measure of goodwill, and to maintain the project’s schedule, the provider offers to bear the cost of renting a temporary system.
Since no schedule slippage will occur, what should the project manager do next?
A. Account for this additional resource in the work breakdown structure (WBS).
B. Take no further actions because there is no schedule slippage.
C. Conduct the Perform Integrated Change Control process.
D. Update the project documents.
Solution: C. Conduct the Perform Integrated Change Control process
Performing integrated change control: It is great that the provider is picking up the cost however this still represents a change to the execution plan and will need to addressed accordingly.
The WBS captures the scope of work. There is no change of scope driving a change to the WBS, nor does the WBS manage resources.
Schedule slippage: There is a change to the execution plan that needs to be addressed accordingly. The schedule may need to be modified to capture any related task changes.
Update project documents: The change control process will drive any needed document updates.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Published/4/171-175 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item PROJECT INTEGRATION MANAGEMENT]
Question
A new project manager resumes a project in its execution phase. During a project status meeting, a team member reports an issue shared by a stakeholder.
What should the new project manager do first?
A.Review the issue log.
B.Immediately address the issue.
C.Review the stakeholder engagement plan.
D.Update the risk management plan.
Solution: A. Review the issue log
There is no reason for the new project manager to consider this to be a new issue. By reviewing the issue log, the project manager can be satisfied that the issue has already been accounted for, and if not, take the necessary steps to address it.
The other options are incorrect because, until due diligence is performed, there is no reason to believe any action (immediate or otherwise) is needed.
This question and rationale were developed in reference to:
Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management, Second Edition (2008) (2010) Ginger Levine, Allen R. Green/Auerbach Publications/5/1 [Item]
PMBOK Guide Seventh Edition (2022) /// [4.6.2 LOGS AND REGISTERS] [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
After success in a particulary challenging project phase, a project manager reassigned a high-performing team member to a more strategic task.
This is an example of what?
A. Recognition
B. Risk acceptance
C. Mentorship
D. Scope change
Solution: A. Recognition
Recognition - singles out an individual by recognizing them as worthy of more of the work that satisfies them. In this case, the high-performing team member is recognized for their work and is reassigned to a more strategic task.
Risk Acceptance - There is no identified risk here hence the option is incorrect.
Mentorship- the guidance provided by a mentor, especially an experienced person in a company or educational institution hence not the correct answer.
Scope Change - a scope change comes into effect when there is a significant change that impacts project parameters to a defined, accepted work package or project, hence not the correct answer.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/motivation-project-management-leadership-perspective-2390 [Item Schmid, B. & Adams, J. (2008) article citation : “ Intrinsic motivation involves people doing an activity because they find it interesting and derive spontaneous satisfaction from the activity itself… The overall philosophy of rewards (extrinsic motivation) and recognition (intrinsic motivation) is to motivate the employee and to let the employee stand out..”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.4.2.5, 9.5/ [Item 9.5: “Project managers should provide challenging assignments to team members and provide recognition for high performance .”
section 9.4.2.5:: “People are motivated when they feel they are valued … Most project team members are motivated by an opportunity to grow, accomplish, be appreciated and apply their professional skills to meet new challenges.A good strategy is to give the team recognition throughout the life cycle of the project.” ]
Question
A project manager is managing a project where requirements are fixed and the workflow is planned for the full development lifecycle. Additionally, the customer involvement is at specific milestones and testing happens post-build.
Which methodology should a project manager use for this project?
A. Agile
B. Hybrid
C. Predictive
D. Continuous Improvement
Solution: C. Predictive
Project life cycles can range along a continuum from predictive approaches at one end to adaptive or agile approaches at the other. In a predictive life cycle, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile life cycle, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2017) /PMI// [Item]
| PMI.org Article (November 2017) /PMI/PMI (2017). Deliver Projects Better with any Approach.// [Item https://www.pmi.org/learning/thought-leadership/series/achieving-greater-agility/deliver-projects-better-with-any-approach]
Question
The project manager has identified all internal and external stakeholders in a project. The project manager now has to determine the best stakeholder engagement approach.
What should the project manager do first?
A.Conduct a stakeholder analysis.
B.Create a SWOT analysis.
C.Develop a multicriteria decision analysis.
D.Design a fishbone diagram.
Solution: A. Conduct a stakeholder analysis.
The project manager should use stakeholder analysis to decide the best customer engagement approach. Stakeholder analysis is a process of identifying and assessing the needs, interests, and potential impact of stakeholders on a project. It is a critical tool for project managers to use in order to develop and implement effective stakeholder engagement strategies. By conducting a stakeholder analysis, the project manager can better understand the customer’s needs and expectations, and develop an engagement approach that is tailored to their specific requirements. The project manager can also identify and address any potential risks or challenges associated with the customer relationship.
The other answer choices are not as relevant or effective for deciding on the best stakeholder engagement approach. SWOT analysis is a technique used to identify the strengths, weaknesses, opportunities, and threats facing a project. It is not specifically designed to help project managers make decisions about customer engagement. Multicriteria decision analysis is a technique used to evaluate and select the best option from a set of alternatives, given multiple criteria. It is not specifically designed to help project managers make decisions about customer engagement. A fishbone diagram, also known as a cause-and-effect diagram, is a technique used to identify the root causes of a problem. It is not specifically designed to help project managers make decisions about customer engagement.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-group-decision-making-process-6797 [Multi Criteria Decision Analysis]
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.1.1 STAKEHOLDER ENGAGEMENT]
https://www.pmi.org/learning/library/decision-analysis-projects-utlity-multi-criteria-10379
Question
A project manager is leading a project that will deliver a new product. The project manager needs to decide between options proposed by various cross-functional teams. The project manager uses a decision-making matrix and has identified criteria to evaluate the options and assign a relative weight to each criterion.
What should the project manager do next?
A.Draft a counter-proposal and share it with stakeholders.
B.Eliminate the alternative with the least weight.
C.Score each alternative for each criterion.
D.Choose the preferred alternative based on voting.
Solution: C. Score each alternative for each criterion.
The project manager has already identified the criteria and assigned relative weights to each criterion. The next step is to score each alternative against each criterion. This means assigning a number to each option that reflects how well it meets the criteria, like 1-10, with 10 being the best. Once the project manager has scored each option against each criterion, they can calculate the total score for each option. The total score is calculated by adding up the scores for each criterion and the option with the highest total score is the preferred alternative.
The other answer choices are incorrect. Eliminating the alternative with the least weight is not a good idea because it may eliminate the best option. Drafting a counter-proposal and sharing it with stakeholders is not necessary at this stage. Choosing the preferred alternative based on voting is not a fair or objective way to make a decision.
The process for using the decision-making matrix can be as follows:
Identify viable alternatives.
Identify criteria that are to be used for evaluating the alternatives.
Assign relative weight (1-10, with 10 being the most important) to each criterion. Note that more than one criterion may have the same weight.
Score each alternative for each criterion (again 1-10, with 10 being the best.)
For each alternative, multiply the score with the corresponding criteria weight and add these multiples in the last column. This is the total score for each alternative.
Choose the preferred alternative based on the total score.
This question and rationale were developed in reference to:
PMI.org (2005) //Decisions, decisions/Stefanovic, M. & Stefanovic, I. L./ [Item https://www.pmi.org/learning/library/decisions-quantitative-making-process-7466]
Question
Two key stakeholders, who are also members of the change control board (CCB), complain they were not aware of an extension to the project schedule. The project manager knows that the extension was necessary to add value to the project.
What should the project manager have done to avoid this issue?
A.Submitted a change request to the entire CCB without discussing it first with the stakeholders.
B.Run a what-if analysis to determine the impact of the change.
C.Asked the project sponsor if there was any float in the project schedule.
D.Consulted the stakeholders before following the established change process.
Solution: D. Consulted the stakeholders before following the established change process
The project manager should have consulted the stakeholders before submitting the change request to the CCB. This would have allowed the stakeholders to understand the need for the change and to provide their input on how to implement it. By consulting the stakeholders first, the project manager could have avoided the issue of the stakeholders feeling blindsided by the change.
The other options are not as good as consulting the stakeholders. Submitting a change request to the CCB without discussing it first with the stakeholders would have been a mistake. This would have made the stakeholders feel like they were not being heard and that their opinions did not matter. Running a what-if analysis to determine the impact of the change would have been a good idea, but it would not have been enough. The project manager still needed to consult with the stakeholders to get their input. Asking the project sponsor if there was any float in the project schedule would have been a good question to ask, but it would not have addressed the issue of the stakeholders feeling blindsided by the change.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/11/401 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/120 [Item]
Question
A sponsor proposes a project scope change that is popular with the project team and key stakeholders. What should the project manager do?
A. Follow the change management process.
B. Notify stakeholders of the change.
C. Update the project requirements.
D. Modify the work breakdown structure (WBS).
Solution: A. Follow the change management process
By following the change management process the project manager will be taking the needed steps to initially gain approval, then to incorporate and communicate the changes within the project.
Notifying stakeholders, updating of project requirements and modification of the WBS (if needed) will take place as components of the change management process.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Published/5/190 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4.3.2.1/ [Item Change management plan. Describes how the change requests throughout the project will be formally authorized and incorporated.]
Question
A vendor submits a high-level project schedule for a three-year project, including a detailed design-phase schedule. What does this describe?
A. Rolling wave planning
B. Decomposition
C. Expert judgment
D. Templates
Solution: A. Rolling wave planning
Rolling wave planning is an iterative scheduling technique that uses progressive elaboration to plan the project as it becomes clearer. The WBS is at the highest level for the one’s that is in the future. Hence this option is the correct answer.
Decomposition is a technique that is used to break deliverables progressively into smaller and manageable components. Hence this is not the correct answer.
Expert Judgement is a technique in the project planning process that refers to making a judgment based on skill, expertise, or specialized knowledge in a particular domain or area. Hence this is not the correct answer.
Project Templates is a structure that is created which will facilitate the Project Manager and the team to customize the work that will be carried out. Hence this is not the correct answer.
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.//Chapter 9 Structured Project Planning - With the Dimension of Time included, Page 135 [Item]
Question
A project manager recently joined an organization that is implementing a portfolio of strategic initiatives aimed at enhancing profitability. The project manager reviews a past project’s business case with the project sponsor to ensure that the project was aligned with the organization’s goals and to learn from its successes and failures.
Which of the following project outcomes would be considered most successful in the context of this organization’s strategic initiatives?
A.The project was delivered under budget by 25%, and the overall duration was 20% longer than initially scheduled.
B.The project was delivered on budget, and the project management office (PMO) approved the project closure.
C.The project was delivered early, entered the market before the competition, and exceeded the budget by 10%.
D.The project was delivered on schedule, within budget, and yielded a 5% increase in projected product sales.
Solution: D. The project was delivered on schedule, within budget, and yielded a 5% increase in projected product sales.
Delivering on schedule and within budget shows that the project’s budget and resources were managed effectively and efficiently, which are key factors in project success. The 5% increase in projected product sales generated additional revenue and directly contributed to the organization’s goal of profitability enhancement.
Delivering the project under budget is good, being 20% over the originally planned timeline could have a significant negative impact on the organization’s strategic goals. There may be losses associated with the extended timeline that being under budget does not compensate for.
Delivering on budget and getting PMO approval indicates that the project met the necessary criteria but not that the project directly impacted the organization’s profitability goals.
Delivering early and entering the market before the competition is good but does not guarantee profitability. Further, the project exceeded the budget by 10%, which is a substantial overage. The increased budget could erode the benefit of entering the market early.
The project manager can use the insights gained by reviewing the past project’s business case to identify areas where current and future projects can be improved.
This question and rationale were developed in reference to:
PMI.org (2012) //Achieve project success by delivering business value/James, Vicki M./ [Item https://www.pmi.org/learning/library/achieve-project-success-delivering-business-value-6055]
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [2.5.8 LEARNING THROUGHOUT THE PROJECT]
