TIA Ramdal - MOC EXAM 1st Attemp

Question 1

Difference resource breakdown structure and resource requirements

Answer 1

The resource breakdown structure is a breakdown of the resources by categories or types

The resource requirements describe all the resources needed to complete an activity.

Question 2

In which Process, the PM assess the team’s performance and try to improve it

Answer 2

During the executing process group, the project manager will assess the team’s performance and try to improve it through the executing process of developing and managing the team.

Question 3

Difference Ressource leveling and smoothing

Answer 3

• Resource leveling is a technique used when resources are limited or over-allocated. Resource leveling ensures that no resource is assigned to more than one activity at a time, ensuring that no resource is overworked.
• Resource smoothing may accomplish the same task, but it only works if there is slack available on the activities.

Question 4

difference Lag and Led

Answer 4

• Free float is the amount of time you can delay an activity without delaying the next activity.
• Lag is the amount of time you need to delay an activity before the next activity starts.

Question 5

Difference Manage and Control Quality

Answer 5

Manage quality is an executing process where you will improve processes by conducting audits and process analysis.

<aside>
💡 Manage Quality is about **PROCESSES** / Control quality is about **Delivrables**

</aside>

Question 6

What to do with changes OUTSIDE scope

Answer 6

Although all change requests should be considered by the project manager, they should be related to the project work. No change should be approved if it is outside the scope of the project charter, since that would not be considered work within the current project.

Question 7

If a change request is denied by the CCB, what to do

Answer 7

You should not add changes to a project management plan without it being first approved, and there is no need to inform the change control board again since its members have already denied it.

Question 8

Once a change has been approved,

Answer 8

Once a change has been approved, it is time to execute the change, which is done in the executing process of direct and manage project work.

Question 9

Difference Validate Scope and control quality

Answer 9

• Control quality is done to check the deliverables to ensure they meet the quality requirements.
• Validate scope is done to get formal acceptance from the stakeholders.

Question 10

What is included in the Project Scope Statement

Answer 10

The project scope statement would have a list of deliverables and include things such as

• Acceptance criteria
• Exclusions
• Constraints
• and Assumptions.

> The “scope statement” is created in the process of “Define the scope”

Question 11

Main Output of every Process group

Answer 11

Planning : Project management plan

Execution : Project deliverables

Monitoring and controlling : **Accepted deliverables* & the work performance reports WPR

Closing : Final products service or result transition & the **final report.*

Question 12

• Plan procurement management
• Conduct procurement
• Control procurement

Answer 12

• Plan procurement management is done to select WHAT needs to be procured and HOW to conduct the procurement.
• Conduct procurement is done TO select a seller and award a contract.
• Control procurement is when the agreement has already been signed and the contractor is completing the work, and the contractor should be paid according to the terms in the contract.

Question 13

Project scope statement & exclusions

Answer 13

A project scope statement not only contains the project’s deliverables but also the exclusions, which are features the project will not accomplish.

Question 14

• The project scope statement
• Work listed in the WBS
• The project charter
• The requirements documentation

Answer 14

• The project scope statement includes a list of all the project deliverables as well as any requirements that should be excluded from the scope.
• Work listed in the work breakdown structure WBS will need to get done on the project.
• The project charter has a high-level list of requirements.
• The requirements documentation lists requirements provided by customers that they would like to be done.

Question 15

Verified Delivrables and Accepted Delivrables

Answer 15

The process of quality control is when the deliverables are inspected to see if they meet the quality requirements. The output of this process is VERIFIED deliverables.

Control quality is generally done before the process of validate scope, where the deliverables will be inspected by the customers for a formal acceptance.

<aside>
💡 accepted deliverables, is **NOT** output of the control quality process. Verifies Delivrables are

</aside>

Question 16

How team determines how much stories can get done in an iteration

Answer 16

When determining how much stories can get done in an iteration the team should look at its velocity which is based on how much points they were able to get done in previous iterations.

<aside>
💡 Customer defines **priority**, Team defines **Velocity** and how much work to do

</aside>

Question 17

Qualitative Vs Quantitative Risk Analysis

Answer 17

Perform qualitative risk analysis is a process used to rank risks according to probability and/or impact.

Perform quantitative analysis is done in order to assign values to the risk.

<aside>
💡 “Rank risks” is not a valid process.

</aside>

Question 18

While working on the web design project, the change control board approved a change to the layout of the menu. What process should the project manager conduct next to ensure the change is implemented?
A- Update change Log
B- Verify Scope
C- Direct and Manage Project Work
D- Update Project Management Plan

Explanation

Answer 18

> Once a change has been approved, it is then moved to the direct and manage project work process for implementation.

Verify scope is done when ALL the deliverables are completed and require stakeholders’ acceptance.

<aside>
💡 “Update project management plan” and “Update change log” are **not processes**.

</aside>

Question 19

• sprint review
• sprint planning meeting
• retrospective.

Answer 19

• During a sprint review, the customers review the partially finished product and give the team their feedback.
• A sprint planning meeting is held to determine what requirements will be met in the next sprint.
• A retrospective is conducted to capture the lessons learned from the sprint.

Question 20

Does the RMP include Positive risks ?

Answer 20

The risk register lists both positive and negative risks, not the risk management plan.

The risk management plan includes the risk breakdown structure RBS that categorizes risks, roles, and responsibilities for the team members and the methodology they would use to perform the risk processes on the project.

Question 21

Role of the PM to Conflict Resolution

Answer 21

When managing conflicts in a project, the project manager should facilitate a satisfactory resolution for the conflict.

Question 22

Relation between “Work performance report” and the process of “performing integrated change control”

Answer 22

Work performance report is an input to the process of performing integrated change control, as it will show the overall status of the project.

Question 23

quick view of data and the project schedule to management personnel.

Answer 23

A milestone chart is a high-level view of major accomplishments on a project. These are best used when presenting a quick view of data and the project schedule to management personnel.

WBS, Network Diagram, Gant chart : Would give you a detailed view of the project schedule and work.

Question 24

Ho can a customer add a change to an agile project,

Answer 24

When a customer would like to add a change to an agile project, they simply add it to the product backlog. That new feature will then be prioritized based on his value in the product backlog.

Question 25

The output of “Develop Team” process is “team performance assessments”.

Answer 25

The output of “Develop Team” process is “team performance assessments”.

<aside>
💡 “**Virtual teams”, “Training”, and “Individual and team assessments”**are **tools** in this process **NOT** outputs

</aside>

<aside>
💡 **N.B : Pay attention to question, what is it about : tool, Input, Output, Process, …**

</aside>

Question 26

When to use RFP in procurements

Answer 26

A Request for proposal is used when there’s a problem on the project, and this solution is not easy to determine.

Question 27

• Statistical independence VS Mutually exclusive

Answer 27

• Statistical independence is a term used in probability that means one event cannot affect the other event.
• Mutually exclusive is a term used when 02 events cannot happen at the same time;

Question 28

How is the product backlog prioritized

Answer 28

The product backlog is prioritized by the product owner based on value. The requirements with the most value will be at the top of the list and will be completed in the next iteration.

Question 29

Metaphore in XP

Answer 29

A metaphor is using XP to explain designs and create a shared vision between customers and the development team.

Question 30

When selecting a project, the company looks at different factors that could impact their selection.

What document best identifies the need for a project?

Answer 30

The business case is used to show the benefits of the project.

The project charter is used to authorize the project.

The project management plan outlines how to execute, monitor and control, and close the project.

<aside>
💡 The “project benefits report” is a made-up term.

</aside>

Question 31

The project team is currently working on an advertising project. They have completed a few of the activities, which includes writing the script for the commercial. Once the team completes an activity, what should they do next?

Answer 31

> Once work is done on a project, the team should update the work performance data.

This will include the status on the work such as when it was completed or started. The project manager will take the work performance data and create the work performance information and report, which will then be given to all the other stakeholders.

<aside>
💡 **You should not close the project or phase until ALL work has been completed and accepted.**

</aside>

Answer 32

Resolving team conflicts is done through the manage team process. This particular process includes interpersonal and team skills tools of which conflict management is a subset.

<aside>
💡 Expert judgement, training, and collocation are not tools used in the manage team process.

</aside>

Question 33

A project manager decided to ensure that all team members on the project do not work on more than one activity at a time.
This way, the team doesn’t get burned out and can work at a steady pace.
The schedule may increase due to this policy, which is okay with the sponsor.

What technique best describes this action?

Answer 33

Resource leveling is done when resources on a project are over-allocated; it removes resources that are working on two activities at the same time.

Question 34

The project manager and team have decided to hire a contractor to complete building out the remaining section of the datacenter. They have the requirements listed in detail and would like to use a contract that would present the smallest amount of risk to the project. The project team members would like to purchase the materials themselves since there are very familiar with the work. What contract is best for this project?

Answer 34

• A cost-plus-fixed-fee contract is where the buyer pays all the work expenses and then pays a fixed price for the work.
• A time and materials contract is where the buyer pays ALL the work expenses and then pays the sellers for the time they spent doing the work, and this contract has the highest risk to the buyers.

Question 35

The project manager and sponsor are consulting with banks and other lending institutions in order to obtain funds for the project. What process this describes these actions?

Answer 35

• In the process of “determine budget” is where the tool of financing is used to seek funding for the project.
• Develop project Charter is used to get the project authorized.
• Plan cost management is used to create the cost management plan.

<aside>
💡 Determine project financing is made-up process.

</aside>

<aside>
💡 **N.B : Pay attention to questions : If “process” asked, “answer with a process” not “tool”**

</aside>

Question 36

> Slak of Activities on a critical path

Answer 36

> Activities on a critical path have zero slack.

<aside>
💡 **Some questions may be trying to mislead you into drawing a network diagram that is not needed to determine the slack.**

</aside>

Question 37

The project manager is conducting a presentation with a few of the senior stakeholders, and they are not happy with the progress of the project. The project manager has informed them that the delay is due to a contractor that was affected by a major flood a few weeks ago. What process does this best describe?

Answer 37

• Manage communication is done in the executing section of the project to update the stakeholders on the project’s progress.

<aside>
💡 **Plan** communication management is used to create the communication management plan that describes **HOW** communication will take place on the project.

</aside>

Question 38

attribute sample VS Statistical sampling

Answer 38

An attribute sample is a measurement that is usually pass/fail or good/bad.

Statistical sampling is a measurement that is not just pass/fail; it also has a middle ground, such as good, very good, bad, or very bad.

Question 39

While working on the workstation upgrade project, the project sponsor informs the team that they have to stop the project immediately and start working on a router upgrade project. The sponsor wants the router upgrade project to start in as little as 2 days. What should the project manager do next?

Answer 39

> When a project is terminated, the project manager will need to formally close the project.

This usually involves paying all the project bills, releasing the team, documenting the lessons learned and recording what was completed in the project’s final report.

Question 40

project manager working in a large multinational corporation has been assigned to upgrade the company’s website. This project will require inputs for many functional managers across the organization from different countries. Each functional manager would like one of their representatives to be present on the project team. What would be the best tool or technique for handling this scenario in a cost-effective way?

Answer 40

Virtual teams are used in the acquire resources process. Virtual teams are a cost-effective way to build multinational teams.

Collocation is when you bring everyone into a single space to accomplish work. Although this may sound like a good solution, it is not cost-effective to have everyone fly to one location.

If you were to visit each functional manager, this would not solve the problem of having the functional managers’ representatives on your project.

Question 41

Sunk cost VS project budget
VS Opportunity Cost

Answer 41

> Sunk cost is the money that has already been spent on the project.

• The project budget includes the cost baseline and the management reserves.
• Opportunity cost is the cost of all lost opportunities when selecting a project.

<aside>
💡 “Spent cost” is a made-up term.

</aside>

Question 42

Which is a method that will be used to conduct frequent verification and validation that can be done every second on the project?

Answer 42

Pair programming is defined as when one programmer writes the code another inspects the code as it’s been written. This leads to the codes being inspected in seconds.

Question 43

The agile project team has decided to do one of the features from the product backlog. The single feature will take six weeks to complete and will be reviewed by the customer. What actions should the agile project manager take next?

Answer 43

> In agile, iterations should be no more than 01 to 04 Weeks.

<aside>
💡 **Features that takes longer than** one to four weeks **should be decomposed into smaller features** that can fit within a time box of one to four weeks.

</aside>

Question 44

The project manager has released the project team, completed the final lesson learned, and then completed the final report. The PMO has informed the project manager that it is not happy with this approach. What has the project manager done wrong?
a) Nothing
b) Witing final report after lesson learned
c) Not informing PMO about releasing team
d) releasing team and then doing lesson learned

Answer 44

Wrong action : (d)
> Lessons learned should be done WITH the team and NOT just by the project manager.
>

<aside>
💡 The steps in closing usually involve conducting the **lesson learned → releasing the team, and then → writing the final report**

</aside>

Question 45

Senior management has requested an update to the current product upgrade project. The project manager knows she has to keep the information high level and as short as possible. Which resource would be the best to show senior management?

Answer 45

A “milestone chart” shows only the major start and end of the major deliverables.
All the others such as WBS, WBS dictionary, and the Network Diagram are very detailed.

Question 46

The project team has identified a number of risks that could affect the project. One risk in particular is that the permit to build the foundation has shown up late. They have ranked this risk as the most important in the project since it will cause the largest delay. What process best describes this ranking?
a) Qualitative Risk Analysis
b) Identify Risk
c) Quantitative Risk Analysis
d) Plan Risk Management

Answer 46

• A qualitative risk process is done to rank the risk that has been identified in the identify risk process.
• Quantitative risk analysis is done to assign a value to the risk.
• Plan risk management is done to create the risk management plan, which will document HOW to conduct all the risk management processes.

Question 47

The project team has finished 60% of the deliverables when management informs the project manager that the project will be canceled immediately and the team will be reassigned to work on a new project that management feels is more important. What should the project manager do right away?

Answer 47

If a project is terminated before completion, the project manager should immediately move to the close project or phase process and formally close the project (this include conduct lesson learned session with Team then → release the team)

Question 48

The project manager is informed that a manager in the finance department has requested to be included in the weekly status updates on the project. What document should the project manager update immediately?
a) Risk Register
b) Stakeholder Register
c) Project Communication
d) Issue Log

Answer 48

Answer = (b)

The ”Stakeholder Register” can be updated at any point during the project. The register contains a list of all stakeholders and their contact information, communication requirements, and impact on the project. Once this is done, → then the project manager can update the communication management plan to add the new stakeholder.

<aside>
💡 If there is a change, not an issue on a project, so there is no need to update the issue log.

</aside>

Question 49

Team members Mark and Bill are currently experiencing conflict in the office move project. Mark believes that it would be best if they moved the furniture first and then the computers, whereas Bill believes it’s best to move the computers and then the furniture. This conflict is causing a serious delay to the project, and both Mark and Bill have decided they will make a decision on what to move first at a later date. What conflict resolution technique best describes this scenario?

Answer 49

Answer = “Withdrawl”

• Withdrawal, is when people on conflict postpone the issue to a later date to be better prepared.
• Compromise is when the two sides reach an agreement but both sides have to give up something.

Question 50

Project manager Mary was informed by the team that the constant conflicts in the project have slowed down the team so that they are now behind in the work. Mary is not sure what she did wrong while planning the project. She used a RACI chart to assign roles to each team member. She has assigned each activity to at least two people who will be held accountable for the work. What best explains the conflicts in the project?

Answer 50

Answer = Only one person should be held accountable for an activity when using a RACI chart

> When using a RACI chart, only one person should be held accountable per task on the chart, which applies to using a kind of tool to assign resources.

<aside>
💡 When more than **one person** is held accountable, the team members will blame each other for work that was done incorrectly or not at all.

</aside>

Question 51

During a new workstation rollout project, a stakeholder asked for a change to some of the software being installed. The change was submitted to the Change Control Board but was rejected due to the high increase in cost of the software being requested. What should the project manager do next?

Answer 51

Answer = Update the Change Log

Once a change has been denied, the next step is to update the change log with the status of the change. That can include whether it was approved or denied.

Because this change was denied, it is not considered an issue on the project. The Change Control Board has already denied the change, so there is no need to perform additional analyses or resubmit it.

Question 52

When selecting a project, the company looks at different factors that could impact their selection. What document best identifies the need for a project?

Answer 52

The “Business case” is used to show the benefits of the project.

The “Project charter” is used to authorize the project.

The “Project management plan” outlines how to execute, monitor and control, and close the project.

<aside>
💡 The “project benefits report” is a **made-up term**.

</aside>

Question 53

While managing the project team the agile project manager is having a very difficult time understanding why team members are always frustrated when communicating with him. What critical soft skills does this project manager lack?
a) Facilitating
b) Active listning
c) Emotional Intelligence
d) Negociation

Answer 53

Emotional intelligence is defined as the skill to identify, assess, and influence emotions of –ourselves and others around us.–

Question 54

The project manager has taken all the work performance information that has been created so far on the project. He has started to create the overall project status report to present to the project stakeholders. What process is the project manager conducting?

Answer 54

Monitor and control project work process has an input of work performance information and an output of work performance report. No other choice has the output of work performance report.

<aside>
💡 To slect answer : Pay attention to **Input and Outputs Listed**, and check they depend on **which Process**

</aside>

Question 55

The project sponsor has signed off on the project charter and has spoken to the project manager, who then has to keep the cost down on the project. The project manager agrees to try his best to keep cost down and to finish the project under budget. What should the project manager do next?

Answer 55

Once the project charter is created, the next step would be to collect the requirements and then create the scope statement & WBS.

Question 56

What is considered the single most important skill a project manager should have?
a) Business
b) Communication
c) Expert Judgement
d) Technology

Answer 56

Communication skills are the most important skills a project manager should have.

Projects are done by people, not technology.

Question 57

The product owner has informed the project manager that all items in the product backlog are valuable and they should all get done. How should the agile project manager respond?

Answer 57

Part of being an agile project manager is to be an advocate for agile processes. This includes educating and teaching stakeholders on the benefits of agile

Question 58

The project team has completed the scope baseline and has started to break down each of the work packages in into individual activities. What process should the team do next?

Answer 58

After the team has created the activity list in the process of define activity, the next process should be sequencing the activities. This should be done before the team develops a schedule. Creating WBS and defining scope will come before defining activities.

Question 59

While discussing the benefits of agile with three of the organization’s key stakeholders what would be seeing as the main benefit for conducting the project using agile methodology versus traditional methodology?

Answer 59

Once a change is approved or denied, the project manager should update the change log to list the status of the change. If a change is approved, the project management should be updated.

Question 60

While constructing a new office space, the sponsor has requested the project manager complete the project sooner. While analyzing the work, the project manager has noticed that some of the work can start before the predecessor work is done. What can the project manager do in this scenario to complete the project sooner?
a) Lag
b) Slack
c) Lead
d) Reserve

Answer 60

Answer = **Add Lead Time between activities”

A lead is an overlap between project activities. This means that work will start before the predecessor work is done.

Lag time will add a delay between activities.

Slack is the amount of time you can delay an activity without delaying the project.

Reserves are the additional time added to the activities for risk.

Question 61

While working on the network upgrade project, the project manager receives many ideas about what to include in the project. The ideas seem to be very scattered and not logically grouped. What tool can best help the project manager group these ideas?

Answer 61

An affinity diagram is used to group large number of ideas to review and analyze.

A histogram is used to show frequencies over time.

A flowchart is used to visually view a process for improvements.

Question 62

PERT FORMULA

Answer 62

PERT formula, which is (O+4*R+P)/6

!!!!
Triangulare formula is (O+R+P)/3

Question 63

While developing very complex software, the project manager met with some of the industry’s top subject matter experts to understand their perspectives about solving some of the problems in the software. What tool best describes these meetings?

Answer 63

A focus group brings together subject matter experts to understand their perspectives and how they would go about solving problems.

A brainstorming session is done by a group of stakeholders to gather ideas.

A checklist can be created by an organization and then given to potential stakeholders, usually to identify factors they may want on a project.

Questionnaires and surveys function almost the same as a checklist, which is used to gather stakeholders’ requirements.

Question 64

While managing the stakeholders’ engagement, the project manager notices that some of the team members are not respectful to other team members. This has led to a few conflicts between the members. What can the project manager best do about this?

Answer 64

Ground rules are usually set within the team charter and are the general rules that the team will follow in order to effectively work with each other. These generally include behavioral rules.

Before releasing the team, the project manager should try to resolve the problem. Conflicts within a project team should not be a reason to stop a project. If you were to inform the sponsor, they would generally tell you to solve this problem.

Question 65

The deliverables for the office relocation project were accepted by the company stakeholders, and all office staff were very happy with the work of the movers. The office manager requested to close the project immediately due to year-end budgetary closeouts. The movers filed a claim for an additional $300 for moving a copier that was not part of the plan. What should the project manager do next?

Answer 65

Answer = Keep the project opened, and inform the administration

A project can only be closed once all claims have been settled.

Claims should be sent to claims administration, where negotiation would be the preferred way to resolve them.

Question 66

While working on a project, you realize that you will not be able to install the server and the workstations at the same time. In fact, the team has alerted you that after the server installation is done, you should wait an additional 4 days before installing the workstations. This is due to the updates the server will need, which is an automated process. What do you need to add to the schedule in order to account for this delay?

Answer 66

A lag is a delay between activities.

A lead is an overlap between activities.

Slack and floats refer to the same thing: the amount of time you can delay an activity without delaying the project.

Question 67

The project manager has just identified a new regulation that can possibly delay the project significantly. The project manager has added this new regulation to the risk register. What should the project manager do next with this risk?

Answer 67

> When a risk has been added to the risk register, the project manager should conduct both a qualitative and quantitative assessment before coming up with a risk response.

<aside>
💡 The project manager should **assess** the risk **before** informing the sponsor of the risk.

</aside>

Question 68

You’re currently working on a large new building development project. The project team is currently breaking down the deliverables listed in the project scope statement into work that is more manageable. What process best describes this scenario?

Answer 68

During the create WBS process the project team will use the tool of decomposition to break down the project deliverables into work packages. These work packages will then be used to help estimate the time and cost of the project.

<aside>
💡 **Define activities is a process of decomposing the work packages into activities, not the deliverables.**

</aside>

Question 69

The project manager, Mark, overheard that the project team is not satisfied with the way the budget was created. They strongly believe the project will be over budget at the end. What is the next best step for Mark?

Answer 69

Answer = Bring the team together and attempt to understand why they feel this way

A project manager should not take action on issues they overhear without first finding out why stakeholders feel a certain way. This ensures that the project manager has a detailed understanding of the issues.

Question 70

The project manager is currently assigning costs to each individual activity on the project. A team member has informed the project manager that he should include additional cost just in case the software will need more testing. What best describes this additional cost?

Answer 70

Contingency reserve is what a project manager adds to the project cost baseline due to risk.

Management reserve is what the company management adds to the project budget due to risk.

Question 71

The project team has been working very hard over the last 4 months to program the financial application and has completed it. The project manager has informed the team that the quality control team will be inspecting it next. What process group best describes what the team has done so far?
a) closing
b) Planning
c) Executing
d) Monitoring and controling

Answer 71

Answer = (c): Executing

In the executing process group, the team completes the deliverables.
During the monitoring and controlling processes, the deliverables are accepted by the stakeholders.
During the planning process, the project management plan is created.
During the closing process, the project or phase is brought to formal closure.

Question 72

The project manager has been informed that the cost of building a new room in the office will be $15,000, +/- 65%. The project manager wants to know why there is such a large variance in the estimate. The builder said they have not seen the space and it’s just a high-level estimate. What kind of estimate does this best represent?
* Definitive estimate
* Materials estimate
* Detail estimate
* Rough order of magnitude estimate

Answer 72

A rough order of magnitude estimate has a variance of -25% to +75%. It is usually done in the early phases of the project.

Definitive estimates are between -5% to +10%.

Detail estimate and materials estimate are made-up terms.

Question 73

While attempting to determine the schedule for the project, the project manager has been informed from the team that each line of code will take about 15-45 minutes to write and debug. There will be about 1 million lines of code in the application. What schedule-estimating technique best describes this estimate?

• Parametric
• Bottom-up
• Top-down
• Analogous

Answer 73

• Parametric estimates are based on a data set such as cost per feet or time per task.
• Top-down and analogous are the same and are high-level estimates based on historical data.
• Bottom-up involves breaking the work and then adding it back up.

Question 74

The agile project team has determined that many of its processes has a lot of waiting and would like to remove all of the waste in the processes. What would be the best tool the agile team can use to improve their processes?

• Process tailoring
• Value stream map
• Fishbone analysis
• Triple nickel

Answer 74

A value stream map is a visual representation of the flow of information through a process in which you can identify waste such as waiting time and optimize the process.

Question 75

The project manager, Peter, has been informed by the sponsor that the project needs to be completed 2 weeks earlier than the scheduled time. Peter goes to the team and informs them that they will need to work overtime to complete the project sooner. What is Peter doing to shorten the schedule?

• Fast tracking
• Crashing
• Scope reduction
• Adding leads to activities

Answer 75

“Crashing” adds resources to the project and will generally increase the cost. Since the team will be working overtime, this will result in additional costs to the project.

“Fast tracking” is when you run activities in parallel.

Adding leads to activities will overlap activities, which is not mentioned in the question.

The sponsor has not authorized a scope change on the project.

Question 76

A project manager is having a very difficult time negotiating with a functional manager. The project manager would like to have Peter, the system administrator, work on the project full time, but the functional manager needs Peter full time to work on the servers throughout the day in case one goes down. After a few days of negotiating, the project manager has determined that he will have Peter from Monday to Wednesday, and the functional manager can have Peter on Thursday and Friday. Although this solution is not the most ideal scenario for the project manager and functional manager, it will have to work for now. What conflict resolution technique was used?

Smoothing
Problem solving
Forcing
Compromising

Answer 76

Compromising is when both sides in a conflict give up something to come up with a solution. Smoothing is when the problem is pushed aside, and forcing is when one side completely wins and the other side completely loses. Problem-solving is the best way, but that would require both sides to come up with a solution in which they both win.

Question 77

The sponsor would like a report about the resources that are being used on the project. He would like to see them broken down by different categories to make them easier to understand. What process will the project manager use to create this?

• Define activities
• Develop schedule
• Estimate activity resources(Correct)
• Sequence activities

Answer 77

The process of estimate activity resources will output the resource breakdown structure, which is a hierarchal breakdown of resources by their categories and types. No other choice will output this project document.

Question 78

While developing a new smartphone, the project team has identified a specific set of performance measurements that the phone should meet when it is complete. The measurement looks at how fast the phone can boot up and how fast it can shut down. Where should the project team document these measurements?

• Quality management plan
• Requirements traceability Matrix
• Quality checklist
• Quality metrics

Answer 78

Quality metrics are used to measure the project deliverables.

The quality checklist will inform the project team what to look for when inspecting the project deliverables.

The quality management plan will outline how to conduct the quality processes such as manage quality and control quality.

The requirements traceability matrix will track the requirements back to their origin.

Question 79

While working on an agile project, a customer has requested for the team to deploy the software as soon as the iteration is done. The customer has already checked the completed part of the software and has accepted it. The team has refused to deploy the software. What work best explains the team’s refusal?

• The iteration is part of a release
• The iteration has many errors
• The iteration needs to be closed
• The iteration took too long

Answer 79

Iterations are part of a product that is inspected by the customers. An iteration may not be something that can be released to users since it only represents a few weeks’ worth of work. A release usually includes multiple iterations that are releasable to the customers. In this question the customer has already accepted the iteration, which means there are no errors in it.

Question 80

While working on a network upgrade project, a team member installed the network connection and is now configuring the router in order to work with the network connection. The network connection must be done before the router can be configured. This is an example of what kind of dependency?

• Internal dependency
• Discretionary dependency
• Mandatory dependency
• External dependency

Answer 80

Mandatory dependency is when activities must be done in a certain order. For example, you must complete A then complete B.

Internal dependencies are things that are under the control of the project team, and external dependencies are things that are outside the control of the project team, such as getting a permit.

Discretionary dependency is when two activities can be done in any order and they’re not dependent upon each other.

Question 81

While monitoring and controlling a project, the project manager has been comparing the work performance data to the project management plan to see if there are any variance. What process did the project manager finish to get the work performance data?

• Monitor and control project work
• Direct and manage project work
• Control Scope
• Develop project management plan

Answer 81

<aside>
💡 Work performance data is an **output** of the integration process of direct and manage project work.

</aside>

Question 82

Your company has decided to roll out a new Wi-Fi network for the staff. The sponsor has informed you that encryption on the network is mandatory. Where will the project manager document that the encryption was mandated by the sponsor?

• Project scope statement
• Scope Baseline
• Requirements documentation
• Requirements traceability Matrix

Answer 82

The requirements traceability matrix will trace the requirements back to their origins. The project scope statement, scope baseline, and requirements documentation will not include where requirements came from.

Question 83

The project manager is currently estimating how much programmers will need to complete the financial software upgrade project. What document can the project manager use to determine who is available to work on the project?

The resource calendar shows the availability of resources, both physical and team. The lessons learned register is used to keep track of all lesson learned in the project. Project team calendar and availability calendar are made-up terms.

Answer 83

The resource calendar shows the availability of resources, both physical and team. The lessons learned register is used to keep track of all lesson learned in the project. Project team calendar and availability calendar are made-up terms.

Question 84

During the datacenter development project, the project manager has noticed that some of the work being done on the project is not in the baseline scope. The project manager has analyzed the work completed by the project team and then compared that to the project management plan to see where the differences are. What process best describes the work of the project manager?

• Manage scope
• Monitor scope
• Control scope
• Validate scope

Answer 84

Control scope is a process where you compare the work that has been completed to the project management plan to see if they line up. If there is a variance, the project manager should initiate actions to fix the variance.

Validate scope is a process where stakeholders formally accept the project deliverables.

<aside>
💡 “Monitor scope” and “manage scope” are **made-up processes.**

</aside>

Question 85

While planning the risk responses for a construction project, the project manager and project team have decided they will have to choose a new electrical contractor due to the fact that the recommended contractor has legal issues with the local building department. The legal issues could cause the project to be delayed. What risk response does this represent?

• Acceptance
• Avoid
• Mitigate
• Exploit

Answer 85

Avoidance is when you go down a different path all together. The risk is eliminated and cannot happen. Since they choose another contractor, they cannot get delayed by that particular contractor.

Acceptance is taking no action against the risk and accepting the outcome.

Mitigation is done to reduce the risk probability and/or impact.

Exploit is for a positive risk that will ensure the risk takes place.

Question 86

What is the difference between the product backlog and the iteration backlog?

Answer 86

The product backlog will contain all the work needed to complete the project, while the iteration backlog will contain the work that will get done in the next iteration.