Practice Question 5-22-24 Flashcards

Question

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

Answer 1

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]

Answer 2

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]

Answer 3

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]

Answer 4

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]

Answer 5

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]

Answer 6

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]

Answer 7

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]

Answer 8

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]

Answer 9

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]

Answer 10

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]

Answer 11

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]

Answer 12

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)

Answer 13

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

Answer 14

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]

Answer 15

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]

Answer 16

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]

Answer 17

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)

Answer 18

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]

Answer 19

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)

Answer 20

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

Answer 21

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

Answer 22

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]

Answer 23

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]

Answer 24

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]

Answer 25

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]

Answer 26

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]

Answer 27

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

Answer 28

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]

Answer 29

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]

Answer 30

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."]

Answer 31

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]

Answer 32

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]

Answer 33

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]

Answer 34

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.]

Answer 35

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

Answer 36

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] >

Answer 37

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]

Answer 38

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]

Answer 39

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]

Answer 40

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]

Answer 41

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]

Answer 42

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]

Answer 43

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]

Answer 44

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]

Answer 45

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]

Answer 46

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]

Answer 47

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]

Answer 48

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]

Answer 49

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]

Answer 50

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]

Answer 51

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 ]

Answer 52

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]

Answer 53

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]

Answer 54

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]

Answer 55

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]

Answer 56

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]

Answer 57

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]

Answer 58

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]

Answer 59

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]

Answer 60

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]

Answer 61

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]

Answer 62

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]

Answer 63

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]

Answer 64

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]

Answer 65

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]

Answer 66

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]

Answer 67

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]

Answer 68

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]

Answer 69

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]

Answer 70

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]

Answer 71

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. ]

Answer 72

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]

Answer 73

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]

Answer 74

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]

Answer 75

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. ]

Answer 76

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]

Answer 77

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]

Answer 78

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]

Answer 79

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

Answer 80

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]

Answer 81

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]

Answer 82

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]

Answer 83

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."]

Answer 84

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]

Answer 85

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

Answer 86

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]

Answer 87

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]

Answer 88

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]

Answer 89

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]

Answer 90

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]

Answer 91

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]

Answer 92

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]

Answer 93

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]

Answer 94

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."]

Answer 95

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]

Answer 96

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]

Answer 97

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]

Answer 98

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]

Answer 99

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]

Answer 100

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]

Answer 101

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]

Answer 102

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]

Answer 103

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]

Answer 104

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]

Answer 105

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]

Answer 106

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]

Answer 107

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]

Answer 108

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]

Answer 109

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]

Answer 110

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]

Answer 111

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]

Answer 112

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]

Answer 113

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]

Answer 114

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]

Answer 115

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)

Answer 116

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]

Answer 117

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]

Answer 118

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]

Answer 119

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]

Answer 120

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]

Answer 121

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]

Answer 122

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]

Answer 123

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]

Answer 124

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]

Answer 125

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]

Answer 126

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]

Answer 127

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]

Answer 128

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]

Answer 129

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]

Answer 130

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]

Answer 131

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]

Answer 132

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]

Answer 133

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]

Answer 134

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]

Answer 135

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]

Answer 136

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]

Answer 137

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.]

Answer 138

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]

Answer 139

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]

Answer 140

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.]

Answer 141

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]

Answer 142

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]

Answer 143

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]

Answer 144

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.]

Answer 145

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]

Answer 146

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]

Answer 147

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]

Answer 148

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]

Answer 149

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]

Answer 150

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.

Answer 151

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]

Answer 152

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]

Answer 153

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]

Answer 154

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]

Answer 155

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

Answer 156

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]

Answer 157

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]

Answer 158

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]

Answer 159

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]

Answer 160

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]

Answer 161

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.]

Answer 162

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]

Answer 163

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]

Answer 164

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]

Answer 165

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]

Answer 166

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]

Answer 167

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

Answer 168

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]

Answer 169

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]

Answer 170

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]

Answer 171

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]

Answer 172

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]

Answer 173

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]

Answer 174

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]

Answer 175

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]

Answer 176

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]

Answer 177

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]

Answer 178

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]

Answer 179

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]

Answer 180

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]

Answer 181

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]

Answer 182

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.]

Answer 183

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]

Answer 184

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]

Answer 185

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]

Answer 186

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)]

Answer 187

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]

Answer 188

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.]

Answer 189

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]

Answer 190

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

Answer 191

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]

Answer 192

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-

Answer 193

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]

Answer 194

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.]

Answer 195

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]

Answer 196

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]

Answer 197

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]

Answer 198

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]

Answer 199

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]

Answer 200

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."]

Answer 201

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]

Answer 202

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]

Answer 203

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]

Answer 204

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]

Answer 205

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]

Answer 206

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

Answer 207

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]

Answer 208

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]

Answer 209

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]

Answer 210

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]

Answer 211

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]

Answer 212

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]

Answer 213

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]

Answer 214

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]

Answer 215

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."]

Answer 216

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]

Answer 217

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]

Answer 218

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]

Answer 219

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]

Answer 220

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]

Answer 221

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]

Answer 222

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]

Answer 223

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]

Answer 224

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]

Answer 225

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]

Answer 226

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]

Answer 227

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]

Answer 228

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.]

Answer 229

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]

Answer 230

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]

Answer 231

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] >

Answer 232

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]

Answer 233

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]

Answer 234

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]

Answer 235

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]

Answer 236

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]

Answer 237

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]

Answer 238

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]

Answer 239

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.]

Answer 240

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]

Answer 241

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]

Answer 242

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]

Answer 243

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]

Answer 244

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]

Answer 245

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]

Answer 246

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

Answer 247

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]

Answer 248

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]

Answer 249

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]

Answer 250

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]

Answer 251

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]

Answer 252

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]

Answer 253

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]

Answer 254

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]

Answer 255

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]

Answer 256

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]

Answer 257

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]

Answer 258

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]

Answer 259

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]

Answer 260

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]

Answer 261

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]

Answer 262

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."]

Answer 263

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

Answer 264

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]

Answer 265

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]

Answer 266

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]

Answer 267

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]

Answer 268

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." ]

Answer 269

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]

Answer 270

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

Answer 271

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]

Answer 272

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]

Answer 273

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.]

Answer 274

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]

Answer 275

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]