Udemy 3 Flashcards

Question

Question 9: By the end of the third iteration, a project manager delivered the website to the customer and signed a maintenance contract to fix any issues that might occur. On the first day of the maintenance contract period, the customer reported an error on the contact page when using a smartphone. After verifying the issue with the project team, the project manager realizes that testing the contact feature on mobile was omitted. What is this defect called? Primary defect Escaped defect Secondary defect Undetected defect

Answer 1

Primary defectCorrect answerEscaped defectSecondary defectUndetected defectOverall explanationAs the name indicates, an escaped defect is one that was not detected by the project team but rather discovered by the customer or end-user after the product is released. All of the other options are made-up terms.

Answer 2

This burnup chart shows that there is work left at the end of the sprintThis burnup chart shows that the planned work is completed before the end of the sprintCorrect answerThis burndown chart shows that there is work left at the end of the sprintThis burndown chart shows that the planned work is completed before the end of the sprintOverall explanationThis chart is a burndown chart that shows that there is work left at the end of the sprint (PMBOK 7th edition, page 108). In fact, 3 story points are left to be completed in order to finalize all the planned work for the exhibited 7-day sprint.

Answer 3

The feature of tracking a pet’s activitiesWhich tasks should be prioritized in the next sprintHow to fix the regression of the chat featureCorrect answerWhether the standup timing is suitable for all team membersOverall explanationDuring the sprint retrospective, the scrum master should identify what went well during the sprint and what can be done differently in the next sprint. A possible topic is the timing of the standup. If team members are showing dissatisfaction with the current schedule, then the retrospective meeting is the right event to discuss the issue. Backlog refinement meetings should address topics like the feature of tracking a pet’s activities or how to fix the regression of the chat feature. On the other hand, the sprint planning meeting is the right meeting for discussing which tasks should be prioritized in the next sprint.

Answer 4

When all product backlog items are completedWhen all the tasks in the sprint are completedCorrect answerWhen the sprint’s defined timebox endsWhen all product backlog items meet the Definition of Done (DoD)Overall explanationA sprint is considered complete only when it reaches the end of its duration/timebox, which is usually 1 to 4 weeks. In some cases, the sprint ends without finishing all of the assigned tasks, so this can’t be the criteria for sprint completion.

Answer 5

Adopt an Agile approachCorrect answerInvolve the concerned stakeholder right from the startAsk the concerned stakeholder to mend her waysInform management about the issueOverall explanationThe project manager should involve the key stakeholder from the very beginning of the project to help reduce and uncover risks, as well as increase her “buy-in.” While implementing an agile approach may benefit the project, it does not address the issue of stakeholder management. If the question were “what’s the appropriate approach for the project?”, then adopting an agile approach would be the right answer taking into consideration the frequently changing requirements.

Answer 6

ScrumCorrect answerKanbanLeanKaizenOverall explanationKanban is an agile method that employs a pull-based work system where tasks are assigned only when resources are available. Unlike Scrum, the Kanban team has no formal roles. Additionally, Kanban practice has fewer restrictions than Scrum. Lean is not an agile framework. In contrast, agile and kanban are subsets of lean (Agile Practice Guide, page 11). Kaizen is a quality and resource management philosophy of applying continuous small improvements to increase productivity and reduce costs.

Answer 7

10 iterationsCorrect answer11 iterations12 iterationsCannot be determinedOverall explanationIf the team maintains an average velocity of 20 story points per iteration, it would take 11 iterations to complete the remaining 205 story points. (205 story points / 20 story points = 10.25 iterations). Since the timebox of an iteration should not be changed, the project team will need 11 iterations to complete the rest of the work.

Answer 8

Ask the designer to raise the issue during the next retrospective meetingTell the designer to be self-reliant by dealing with the situation and finding turnaroundsExplain to the designer that his current subscription plan is sufficient for fulfilling his assigned tasksCorrect answerReach out to the appropriate stakeholder to upgrade the designer’s subscription planOverall explanationAs a servant leader, the project manager should reach out to the appropriate stakeholder in order to upgrade the designer’s subscription plan. In an agile work environment, the project manager should listen to the impediments faced by their team members and act to solve them. If the designer’s subscription plan cannot be upgraded, then the project manager should explain this, asking the designer to try finding turnarounds, such as using other complementary applications that offer the functionalities that he needs to perform his work. Agile teams are self-organized, i.e they decide how they should perform their work. Thus, forcing the designer to use a limited subscription plan is inappropriate. Furthermore, since the designer is experienced, he’s able to clearly identify his needs, therefore the scrum master or the project manager should cater to the designer’s job requirements rather than argue with the latter. Retrospective meetings are set up to improve processes and not to remove impediments.

Answer 9

In the requirements logCorrect answerIn the product backlogIn the team charterIn the WBSOverall explanationProduct requirements are documented under the backlog as user stories. The backlog user stories are then continuously prioritized and refined. The WBS is only used in the predictive approach.

Answer 10

Correct selectionDefinition of DoneQuality AssuranceTechnical RequirementsCorrect selectionQuality ControlOverall explanationA Definition of Done (DoD) is a checklist of the required criteria for considering a product ready for delivery (PMBOK 7th edition, page 81). The prospect is also describing the quality control process that will be focusing on defect identification. Quality assurance, on the other hand, focuses on defect prevention. Technical requirements cover the product requirements, such as WiFi support, storage, number of LANs, etc.

Answer 11

Product vision statementProduct wireframeCorrect answerProduct roadmapProduct backlogOverall explanationThe product roadmap is built by the product owner to demonstrate the anticipated sequence of deliverables over the project duration (Agile Practice Guide, page 52). As an Agile artifact, the product roadmap sets the product’s strategic view, indicating where the product is headed in both the short and long terms. In agile organizations, the product roadmap serves as a guide rather than a project plan. The product roadmap is different from the product backlog in that the product roadmap provides the big picture while the product backlog tackles the practical and feasible steps required to tangibly create the product. The Product wireframe is a mockup or a sketch of the user interface, high-level functionality, page layout, etc. A product vision statement outlines what a product would look like to ultimately achieve its vision and give purpose to its existence. A vision statement should be short, simple, and specific.

Answer 12

3-5 days1 weekCorrect answer2-4 weeks5-8 weeksOverall explanationA Sprint has to be long enough for the team to finish all included stories. As per a Scrum rule, a Sprint should never exceed one month. The duration of a sprint depends on the project size and complexity as well as the team’s capacities. It takes 2 to 4 weeks on average to complete a sprint with a team of 3-9 members working on a single project.

Answer 13

PushPullCorrect answerInteractiveFormalOverall explanationWhen an immediate response is required and the information you’re communicating is sensitive and could be misinterpreted, you should use interactive communication. It involves one or more people sharing thoughts and ideas, with participants responding in real time. Interactive communication can take place through teleconferences or face-to-face contact. When using communication media such as emails, the project manager can’t pick up on stakeholders’ facial expressions and body language.

Answer 14

PairingCorrect selectionSwarmingCorrect selectionMobbingBrainstormingOverall explanationSwarming and mobbing imply that multiple team members or the entire team focus collectively on resolving a specific impediment. Although pairing, swarming, and mobbing all represent collaboration techniques used by the Agile team (Agile Practice Guide, page 39), the situation doesn’t describe pairing since this technique requires only two team members to work together to resolve an issue. Brainstorming, on the other hand, is used to generate ideas, rather than to resolve issues.

Answer 15

ScrumbaneXtreme ProgrammingCorrect answerWaterfallCrystal MethodsOverall explanationWaterfall is a predictive methodology that was deemed too rigid to handle the changing requirements brought on by new technology or a demanding client. Even though there are numerous Agile and Lean frameworks, the Agile Practice Guide only addresses Scrum, Kanban Method, Scrumban, eXtreme Programming (XP), Crystal Methods, Dynamic Systems Development Method (DSDM), Feature-Driven Development (FDD), and Agile Unified Process.

Answer 16

Correct answerThe preparation step for the first sprintThe first sprint of a projectA sprint that doesn’t have any user storiesA sprint where none of the tasks is completedOverall explanationThe term “Zero sprint” refers to a step in the process of preparing the initial sprint. Before initiating a project, various activities must be completed, which are all referred to as the Zero sprint. Doing preliminary research, deciding on technical choices, and preparing for backlogs are all examples of activities performed prior to project launch. Mike Cohn illustrated the usage of Sprint 0 in his book “Succeeding with Agile Software Development Using Scrum” (Page 152).

Answer 17

Estimate the sprint velocity based on the team members’ inputComplete multiple sprints in order to be able to answer the product owner’s questionRely on their own judgment as an experienced project manager to estimate the team velocityCorrect answerEngage the team in estimating their velocity based on their previous agile projectsOverall explanationTypically, the project manager should rely on the available historical data of their team velocity in order to set a reasonable and achievable number of story points per sprint, depending entirely on your team’s capacities and how much they can accomplish. When a new team has no historical data, the sprint forecast can be done based on your experience with similar projects along with collaborative estimations from the entire team, to determine how many story points they can potentially deliver in the first sprint.

Answer 18

One individual in charge of directing and guiding the teamCarrying out work through iterations, with one prominent leaderNaming a team leader, while team members serve as followersCorrect answerUnderstanding and addressing the needs of team membersOverall explanationAccording to the Agile Practice Guide, servant leadership implies leading your team by focusing on understanding and addressing their needs to yield the best performance possible (PMBOK 7th edition, page 17).

Answer 19

Correct answerAdaptive approachPredictive approachWaterfall approachHybrid approachOverall explanationA change-driven approach is also referred to as an adaptive, Agile, flexible, or change-focused approach. This development approach is characterized by the ability to react and adapt to high levels of change as well as the constant involvement and participation of different parties. On the other hand, a waterfall or predictive approach is sequential and rigid. Hybrid is a combination of predictive and adaptive approaches.

Answer 20

What have you completed since the last stand-up?What will you complete until the next stand-up?Correct answerWhat do we need to finish as a team?Are there any impediments?Overall explanationIn contrast with flow-based Agile which focuses on the team’s throughput, iteration-based Agile focuses on accountability through three standard questions: - What was completed yesterday? - What will be completed today? - Are there any blockers or impediments?

Answer 21

Plan training sessions for the concerned team memberAcquire a more competent resourceCorrect answerMentor the concerned team memberReassign the concerned team member to another projectOverall explanationWhen a team member’s performance is negatively impacting the overall progress of the project, the project manager should immediately interfere. Since training the team member would take time, mentoring them would be a more suitable option for this urgent issue. Mentoring can help the team member enhance their performance. It’s among the project manager’s responsibilities to serve as a guide in identifying and assisting her team members with their learning needs to ensure better productivity and performance (PMBOK 7th edition, page 18). By offering enough support and attention, the team member will respond positively by working harder, which will naturally result in better performance. A mentor should however continue to observe the team member’s performance and provide feedback to help them refine and improve their work.

Answer 22

Area A Area BCorrect answerArea CArea DOverall explanationGetting over the storming stage (area B) means that the team has managed to resolve their conflicts and that a sense of unity is starting to shape. During the norming phase (area C), a sense of cohesion and unity emerges, a common consensus is developed, and personal differences start to diminish. Team performance is improved at this point as members get more goal-oriented (PMBOK 7th edition, page 166). However, if disagreements resurface, the team can slide back into the storming phase. Please note that on the real PMP exam you may be asked to answer this type of question by clicking on the correct area in the image.

Answer 23

Assign the responsibility of facilitating stand-up meetings to another more reliable team member.Provide immediate feedback at the end of each stand-up meeting so all team members can learn from their colleague’s mistakes.Correct answerOrganize coaching sessions with the team member to discuss the importance of their role in facilitating stand-up meetings and provide guidance on how to improve.Remove the team member from the project team as their failure to facilitate meetings is hindering progress.Overall explanationOrganizing coaching sessions with the team member is the most appropriate course of action. Coaching allows the project manager to provide support, guidance, and feedback to help the team member overcome any hardships they’re having playing the role of a facilitator. Servant leaders should support the team through mentoring, encouragement, and support. Sometimes team members may not have knowledge or experience in roles or functions. Servant leaders who may have more exposure or training in techniques can support the team by providing training (Agile Practice Guide, page 37). The coaching session should focus on identifying any obstacles or challenges the team member is facing and collaboratively developing strategies to overcome them. Assigning the responsibility of facilitating stand-up meetings to another team member does not address the root cause of the problem. It could also lead to resentment among team members and disrupt team dynamics. Providing immediate feedback at the end of each stand-up meeting so all team members can learn from their colleague’s mistakes can create tension and negatively impact the team member’s morale. Removing the team member from the project team is extreme for the described issue and could disrupt project continuity and negatively impact the team.

Answer 24

Correct answerThe cross-functional teamThe scrum masterThe product ownerThe entire Scrum teamOverall explanationWhen the sprint planning is complete, the cross-functional team members acknowledge their commitment to the business value that will be delivered by the end of the sprint. The sprint goal and the sprint backlog embody this commitment (Essential Scrum by Rubin, Kenneth S, page 346). The product owner doesn’t deliver business value by the end of the sprint but rather owns the product backlog; the product owner manages, maintains, and prioritizes the product backlog items. Keep in mind that the Product backlog represents work that needs to be done to create the entire product, while the Sprint backlog is a subset that represents the work that needs to be executed in the current sprint. The scrum master helps in maintaining the scrum processes and intervenes neither in the selection nor the execution of the sprint backlog items.

Answer 25

Correct answerProject charterUser storiesEpicsWork breakdown structureOverall explanationThe project manager should refer to the project charter to find the ‘high-level description‘ of the project. The project charter is a formal document that describes the project in its entirety, including its objectives, work processes, and stakeholders. This project planning document can be used throughout the whole project lifecycle (PMBOK 7th edition, page 184). User stories and epics only represent the detailed requirements, not the entire high-level description of the project scope. The Work Breakdown Structure (WBS) also outlines the detailed requirements of projects that follow a predictive approach.

Answer 26

Cost performance indexCorrect selectionValue-based measurementsCorrect selectionEmpirical measurementsSchedule performance indexOverall explanationAgile favors empirical and value-based measurements instead of predictive measurements (Agile Practice Guide, page 61). Agile teams focus on measuring value and implementing an empirical process in which progress is based on observations of reality, facts, experiences, and evidence. The Agile approach consists of a fixed cost and schedule, hence the project manager can’t use the Cost Performance Index (CPI) & the Schedule Performance Index (SPI) couldn’t be used.

Answer 27

Correct answerBacklog refinementSchedule managementProject managementSprint ReviewOverall explanationBacklog refinement involves preparing the next iteration’s stories. In order to make sure the backlog contains the right items for the next iteration, the project manager, along with the team, should review and prioritize backlog items, ensuring that top items are ready to be delivered (PMBOK 7th edition, page 235). This activity can take place as a formal planned meeting or as a regular ongoing task.

Answer 28

Re-estimate all of the sprint's issues and user storiesRe-estimate the velocity of the sprintDo nothing and raise the problem in the sprint retrospectiveCorrect answerCollaborate with the team to review the remaining issues in the sprint backlogOverall explanationA team should ideally prepare all of the sprint issues and user stories before it starts. However, this is not always the case for a number of reasons. Inaccurate estimations of user stories can result in unsatisfying progress and unfinished tasks in the Sprint Backlog. In this case, the project manager should collaborate with the team to review and complete the remaining Sprint issues. The project manager should first identify the issues that the team didn’t finish, document them, and determine the needed effort for completing them. In a second step, the project manager should redefine priorities, re-estimate issues, and reflect on what happened in the sprint retrospective.

Answer 29

Coordinating the work of the sprint and running the teamHaving a vested interest in the project and its outcomes and interfacing with stakeholdersCorrect answerRepresenting the business unit, customer, or end-userCompleting the backlog items and signing up tasks based on established prioritiesOverall explanationThe product owner represents the business unit, customer, or end-user as they’re regarded as the voice of the customer. The Product Owner is responsible for maximizing the value produced by the team and ensuring that the stories meet the user’s needs and comply with the Definition of Done (DoD) (PMBOK 7th edition, page 245). Apart from the project team, the product owner has significant relationships and obligations, including working with upper management, end-users, and other stakeholders.

Answer 30

AdaptiveCorrect answerHybridPredictiveIterativeOverall explanationA hybrid approach incorporates different components from various approaches (PMBOK 7th edition, page 36). In the described scenario, the project manager is combining the characteristics and practices of predictive (planning everything at the beginning of the project), iterative (executing work in cycles), and adaptive approaches (by allowing a 30% change without going through a formal process).

Answer 31

A generalist who is able to tackle any task within the backlog, regardless of the required skillsA person who had freshly started their career and needs coaching by the scrum masterAn individual who specializes in a single field and rarely contributes to another fieldCorrect answerAn individual who supplements their competence in one area with less-developed skills in associated areas and has an aptitude for collaborationOverall explanationA “T” shaped team member typically has encompassing expertise in one field with supporting but less-developed skills in related areas. T-shaped people also have an aptitude for collaboration. “I” shaped people, on the other hand, have a profound specialization in one domain and only seldom participate in work outside of that domain (Agile Practice Guide, Page 42).

Answer 32

The organization’s familiarity with the predictive approachCorrect answerThe organization’s cultureThe existence of a Scrum masterThe organization’s size Overall explanationAn organization’s culture influences the type of project management approaches adopted by project teams. The familiarity with the existing approaches, the size of the organization, and the competency of the team are all factors that contribute to the culture.

Answer 33

Assess the impact of the shift with the sponsor before moving forward with the change management procedureCorrect answerAssess the impact of this shift with the team and refine the backlogClose the project and start over to properly adapt to the new technological transitionSend a formal request to the sponsor asking for an exception from using the cloudOverall explanationAgile practices provide the ability to quickly adapt to new conditions. In this case, shifting to a new technology imposes assessing and refining the backlog with the team’s assistance.

Answer 34

Sprint planningCorrect answerWeekly scrumSprint reviewSprint retrospectiveOverall explanationScrum teams use four main events: sprint planning, daily scrum, sprint review, and sprint retrospective.

Answer 35

ScheduleBurnup chartMilestone chartCorrect answerBurndown chartOverall explanationUnlike the burnup chart which shows the completed work, a burndown chart is a graphical depiction of the work that still needs to be completed (PMBOK 7th edition, pages 108).

Answer 36

The process of creating the initial list of product requirements, formerly known as backlog grooming.Correct selectionWhen the product owner or team members review the backlog to make sure it has the proper itemsCorrect selectionThe continuous elaboration of project requirements to satisfy the stakeholders’ needsCorrect selectionThe continuous activity of writing, updating, and prioritizing requirementsOverall explanationBacklog refinement (formerly referred to as backlog grooming) occurs when the product owner along with some, or all of the team members checks the backlog to make sure it contains the proper items, that these items are prioritized, and that the ones at the top are ready to be delivered (PMBOK 7th edition, page 235). This activity is carried out regularly and can be either an officially scheduled meeting or an ongoing activity. The process of developing the initial list of product requirements represents backlog elaboration or creation.

Answer 37

The project manager should be the one estimating the task, not the teamCorrect answerThe task should be estimated as a whole and not per segmentStory points should never be estimated, they should be calculatedThe team should involve relevant stakeholders in the task estimateOverall explanationStory points are assigned to each user story to estimate the total effort needed to bring a feature or functionality to life. Thus, they shouldn’t be assigned partially. The team has to carefully consider how much work and effort each story requires in order to ensure that they can deliver the work they've committed to.

Answer 38

Correct answerThat work will be subject to short feedback loops with the backlog being reprioritized in each iterationThat work will be developed progressively based on monthly feedback loopsThat all tasks will be prioritized up front, and that work will be gradually decomposedThat the team will start executing the backlog work from the bottom upOverall explanationShort feedback loops and backlog reprioritization are common in projects that use an iterative approach. Frequent delivery and feedback allow the team to prioritize work and respond to changes more efficiently. The duration of the iteration should be determined according to the project’s characteristics. For example, a monthly feedback loop could not be appropriate for a two-month-long project. Weekly or fortnightly feedback would be more convenient in this case.

Answer 39

Agile is a set of values and principles, while Scrum only presents a set of values.Agile is a set of values, principles, and practices, while Scrum only involves a set of values and principles.Correct answerAgile is a set of values and principles, while Scrum represents a set of values, principles, and practices.Agile is a framework, while Scrum is a philosophy.Overall explanationOn the surface, Agile and Scrum look similar as they both rely on an iterative process, frequent client interaction, and collaborative decision-making. The primary distinction between Agile and Scrum is that Agile is a project management philosophy that utilizes a core set of values or principles, while Scrum is a specific Agile practice used to facilitate a project. Although Scrum is an approach within Agile, Agile does not necessarily imply Scrum since Agile encompasses a wide range of approaches. Scrum is based on a small set of core values, principles, and practices (collectively forming the Scrum framework). References: Agile Alliance & Essential Scrum by Rubin, Kenneth S (Preface).

Answer 40

It is a meeting during which the upcoming work schedule is discussedCorrect answerIt is a meeting during which the team is asked about what they did on the previous day and their plan for the current day along with any problems they might have faced during the execution of their tasksIt is a daily brainstorming sessionIt is a daily lessons-learned sessionOverall explanationThe daily standup is a meeting held by members of the project team. This meeting brings the team together for a status update, to ensure that everyone is on the same page and has insight into what is going on, whether it’s good or bad. Such a meeting usually takes up to 15 minutes during which every team member is asked three questions: What did you do yesterday that helped your team meet the Sprint goal? What will you do today to help your team meet the Sprint goal? And, Did you face any impediments that prevented you or your team from meeting the Sprint goal? (PMBOK 7th edition, page 179)

Answer 41

Correct selectionPoor resource planningCorrect selectionLimited documentationSelf-organized teamsCorrect selectionFragmented outputOverall explanationPoor resource planning, limited documentation, and fragmented output are three key downsides of the agile approach. Since Agile is built on the fact that teams don't know what their final result will look like earlier in the project, it's difficult to anticipate project costs, time, and resources at the start, and this difficulty becomes more pronounced as projects become larger and more complex. Moreover, in Agile, documentation occurs during the project, and it is often done “just in time”, rather than at the beginning of the project. As a consequence, documentation becomes less informative. Additionally, while incremental delivery can help launch goods faster, it's often regarded as one of the Agile approach’s major disadvantages: when teams work on each component at different time periods, the end result often becomes fragmented instead of being one coherent deliverable. On the other hand, Agile teams are self-organizing which is proven to contribute to a higher velocity, increased quality, and less need for team management.

Answer 42

The project manager didn’t assign a replacement for the OOTO (Out Of The Office) memberThe team is inexperiencedCorrect answerThe team did not plan the sprint effectivelyThe team is overworkedOverall explanationWhen a team struggles to achieve the sprint goals, it’s mainly due to poor sprint planning. A team that fails to reach its sprint target is a team that can't properly plan its work, does not have a clear understanding of its own capabilities, or does not have a good sense of how to forecast stories and/or tasks. A team member’s two days off should not be an excuse for missing the sprint goals.

Answer 43

IncrementalPredictiveAgileCorrect answerIterativeOverall explanationThe iterative development approach focuses on developing the product through a series of repeated cycles that successively improve or add functionalities to the product by incorporating stakeholders’ feedback. The iterative approach differs from the incremental approach in that change is expected. In fact, change is a necessary part of the iterative approach. (Source: Effective Project Management Traditional, Agile, Extreme, Hybrid by Robert K. Wysocki, page 49). An adaptive or agile approach is also change-driven like the iterative approach. Yet, it requires ongoing stakeholder/client engagement and the use of backlogs (including product requirements and user stories) to reﬂect their current needs.

Answer 44

Duration of intense activity within a specific releaseCorrect answerA time frame for executing specific activitiesTight planning to reduce the time required for an activity completionSetting a deadline for product deliveryOverall explanationA timebox is a fixed period of time in which work has to be completed. The timebox duration could be a few hours, days, or weeks depending on the work complexity or size (PMBOK 7th edition, page 181).

Answer 45

The identification of the work items to be accomplished during the next sprintA board to keep track of the product and sprint backlogsA prioritized list of product requirements which is maintained by the project teamCorrect answerThe gradual development of product specifications to meet the needs of the product ownerOverall explanationBacklog refinement refers to the progressive elaboration of project requirements where the Agile team collaboratively integrates reviews and updates with the sole purpose of satisfying the customer and product owner’s needs (PMBOK 7th edition, page 235). The identification of the work items to be accomplished during the next sprint is carried out during the sprint planning. The backlog is a prioritized list of product requirements that is maintained by the team. An information radiator or a Kanban board helps to keep track of the product and sprint backlogs.

Answer 46

A team's sprint-by-sprint progress rateProject execution speedCorrect answerTeam members’ average capacityAll of the aboveOverall explanationVelocity refers to a Scrum development team’s rate of delivering business value. An agile team’s velocity is calculated by simply adding up the estimates or story points of all the features, user stories, requirements, or tasks successfully delivered by all team members during an iteration.

Answer 47

Correct answerIssues that hinder the Agile team’s project completionChange requestsExternal risksProblems caused by the product ownerOverall explanationThe term “impediment” refers to problems and issues that stop the project team’s progress. Impediments should be constantly and regularly identified as they can hinder a project’s completion. Identifying, tracking, and helping remove impediments is one of the main responsibilities of the Project Manager or Scrum Master. Often, team members are able to remove their own impediments, as in the case of technical issues or risks. However, some impediments involving external issues or risks can be beyond the team’s ability to remove them. In this case, opting for support from outside of the Team is needed to overcome impediments.

Answer 48

3Correct answer457Overall explanationThe sum of all tasks is 32 story points. Therefore, after calculation, you’ll find that it will take 3.2 iterations for the team to complete the tasks of the given release: (32 story points / 10 story points = 3.2 iterations). However, since the timebox of an iteration should not be changed, 4 iterations are needed to complete the release tasks.

Answer 49

The equivalence of WBS in the predictive approachAn estimate of project durationCorrect answerAn estimate of the required efforts to complete a particular taskA score that is given to measure the clarity of a particular taskOverall explanationA story point is a metric used to estimate the difficulty of carrying out a given user story in an agile project. In other words, it is an abstract measure of the effort required to implement a user story. A story point is simply a number that indicates the difficulty level of the story. The difficulty varies depending on the complexities, risks, and efforts involved (PMBOK 7th edition, page 178).

Answer 50

A meeting for refining product backlog itemsCorrect answerA meeting for discussing the negative and positive aspects of a sprint as well as any possible improvementsA meeting for defining and evaluating the work of the next sprintA meeting held at the end of the project’s last sprintOverall explanationDuring the sprint retrospective meeting, all the good and bad aspects of the sprint are discussed. The retrospective meeting is considered a meeting for improvements, as it is mainly held to find the proper ways and means of identifying potential pitfalls and past errors, and to seek out new ways to avoid those mistakes. This meeting isn't held at the end of the project’s last sprint; it recurrently takes place after the Sprint Review and before the following Sprint Planning. A backlog refinement meeting is used to refine product backlog items. The sprint planning meeting is used to define and evaluate the work of the next sprint.

Answer 51

Plan all of the iterations work before the start of the projectCorrect answerProgressively elaborate the scope based on continuous feedbackDevelop a high-level plan as the project progressesExecute the project activities described in the Statement Of Work (SOW)Overall explanationPlanning activities in an adaptive approach entails progressively elaborating the work scope based on the stakeholders’ continuous feedback. The project is split into iterations, and at the end of each iteration, the customer reviews the accomplished work on the product. Then, the customer’s feedback is used to define the detailed scope of the next iteration. Defining all iterations’ work before the start of the project depicts an iterative development approach while implementing activities described in the statement of work depicts a predictive development approach.

Answer 52

Sequence activitiesDevelop scheduleCorrect answerPlan iterationsEstimate costsOverall explanationThe project manager can demonstrate that they are following the hybrid approach by adopting iterative practices along with predictive methods. All of the other options represent processes within the predictive approach, therefore they will not demonstrate to the stakeholder that the project manager is following a hybrid approach.

Answer 53

Start dedicating part of daily standup meetings to resolving impedimentsConduct a root cause analysis in the following sprint retrospectiveCorrect answerIdentify the organizational processes that are causing issues and work on removing, changing, or alleviating themEncourage the project team to be self-organizing by dealing with any problem that gets in their wayOverall explanationTransitioning to Agile does not mean that the approach with all its components will work for the organization, project, or team. Therefore, when issues with the new processes arise, the best practice would be customizing, tailoring, and adapting them to the team’s needs for optimum efficiency. This involves removing any processes that don’t seem to bring any value to the way the team is conducting work, changing to other more suitable processes, or altering the existing processes to fix any issues and make them more compatible with requirements. Daily standups are meant for learning the current progress of each team member’s work as well as detecting impediments rather than dedicating part of the meeting to resolving them, which is neither convenient nor practical since the meeting duration is time-boxed to 15 minutes. Besides, the impediments were already detected by the development team, which means that the project manager should work on removing them as their role entails, beyond the standup meetings.

Answer 54

Be more vigilant to standups’ duration so they do not exceed 15 minutesIncrease the standup meeting timebox to 20 minutesCorrect answerSplit the team into two Scrum teams and apply the Scrum of Scrums technique to facilitate coordination between themSwitch to a predictive approach since scrum is not suitable for teams counting more than 9 membersOverall explanationScrum of Scrums (SoS), aka meta Scrum, is used to coordinate the work of two or more Scrum teams (Agile Practice Guide, page 111). The main aim of implementing the Scrum of Scrums approach is to create smaller, more coordinated independent teams. Since your team exceeds the maximum number of 9 team members per Scrum team, the logical alternative is to split the team in order to benefit from the efficiency of Scrum processes. The consequences of increasing resources should not be tackled by switching to a predictive approach. Instead, Scrum can evolve to “Scrum of Scrums” or even “Scrum of Scrum of Scrums” in such a case. Monitoring the standup duration, on the other hand, will not fix the problem since a very large team naturally results in longer standup meetings. Deciding to increase the meeting duration is not right either since it goes against Scrum principles.

Answer 55

Flexible, Fixed, Cost, ScopeFlexible, Fixed, Scope, CostCorrect answerFixed, Flexible, Cost, ScopeFixed, Flexible, Scope, CostOverall explanationUnlike predictive approaches, projects that follow adaptive approaches have a fixed cost and schedule and flexible scope. A. Fixed, B. Flexible, C. Cost, and D. Scope.

Answer 56

A plan for the subsequent sprintCorrect answerA potentially releasable product incrementA Minimum Viable Product (MVP)A Work Breakdown Structure (WBS)Overall explanationAgile uses iterations, also known as sprints, in each, a potentially shippable increment of the product is produced (Agile Practice Guide, page 101). The plan for the subsequent sprint is the output of the sprint planning event. A Minimum Viable Product (MVP) is a primary version of the product with just the basic functionalities with the purpose of collecting feedback or validating the product idea. It could take several sprints for the product to reach the MVP stage. Finally, a WBS is a planning technique used in the predictive approach.

Answer 57

Correct selectionProvide training for the team on agile values and practicesApply the “learning-by-doing” philosophy by immediately switching to agile approachesCorrect selectionPlan a gradual transition by introducing a few iterative or incremental techniques to their current projectSuggest a full transition since agile practices cannot be combined with predictive onesOverall explanationThe project manager should provide their team with relevant training in order to enable them to adopt the new agile practices with more confidence. They should also gradually introduce certain iterative or incremental techniques to make the transition smoother. This will improve the team learning process and accelerate delivering value to sponsors. Many teams can’t make a full immediate switch to the agile approach. It is preferable and even recommended to make a gradual transition by combining adaptive and predictive practices, which is known as a hybrid approach (Agile Practice Guide, page 30).

Answer 58

ScrumCorrect answerKanbanPullLeanOverall explanationKanban is a workflow project management approach that uses a board to display and manage work items in columns, e.g., To do, In progress, Testing, and Done. Kanban is built around four key principles: Visualizing workflow, Limiting work in progress (WIP), Focusing on flow, and Continuous improvement. Scrum doesn’t rely on a pull work system, it relies on sprints to execute a selection of predetermined work items. Lean is not an Agile Framework, it’s rather a philosophy that promotes removing waste within work processes. Pull is a made-up term.

Answer 59

Acquire an agile coach to clarify the project scopeCorrect answerFacilitate the identification and prioritization of current work items, then ensure their execution in an iterative and incremental waySet up a cross-functional team to help define all the needed iterations for completing the projectHave a meeting with the product owner or sponsor to discuss project baselinesOverall explanationThe project manager should start by facilitating the identification and prioritization of evident requirements, hence helping with the elaboration of the product backlog. Next, and since the project is following an agile approach, the project manager should execute work iteratively and incrementally. Since the project is large and deliverables are vague, it might not be possible to make the project scope clearer and remove ambiguity before starting implementation. In that case, the predictive approach would be more suitable than agile. Needless to say that the agile coach’s role does not involve clarifying the scope of work, it rather entails helping the project team embrace an agile mindset. Defining all of the iterations needed for completing the project refers to predictive planning. Likewise, project baselines are only specified in predictive projects.

Answer 60

Agile, Scrum, Kanban, LeanAgile, Scrum, Lean, KanbanLean, Scrum, Agile, KanbanCorrect answerLean, Kanban, Agile, ScrumOverall explanationA. Lean: a set of concepts that includes eliminating waste, amplifying learning, and delivering as fast as possible. B. Kanban: a subset of lean which also refers to a framework within agile. C. Agile: a subset of lean and an umbrella for several frameworks. D. Scrum: one of the agile frameworks. Please note that in the real exam such a question usually comes in the form of “drag & drop”.

Answer 61

Use the smoothing technique and allude that delays are possible in such casesCorrect answerInform the product owner that lower priority work items will have to be dropped from the projectCreate a separate backlog for the new functionalities and work on it when time allowsInform the product owner that the new functionalities should be first authorized through an official change requestOverall explanationThe agile project manager should inform the product owner that, consequently, they have to drop lower priority work items from the project. Unlike the predictive approach, agile projects do not require formal change requests to change the scope. However, when new functionalities with higher priority are added, lower priority functionalities might have to be dropped in case the project timeframe can’t be extended. The project manager should not have a pretext for delays. Plus, they should discuss what’s in their mind directly with the product owner without any implicit hints. On the other hand, it’s not appropriate to have two backlogs. The new requirements should be prioritized within the existing backlog. The new functionalities’ priority is high, thus they should not be tackled “when time allows”.

Answer 62

Share these priorities with the project teamSupport and serve the project teamCorrect answerPrioritize product backlog itemsImprove work processesOverall explanationIn order to get the most value as early as possible, the product owner should focus on prioritizing product backlog items. Sharing the organization’s priorities with the project team is important to help them understand the product owner’s choices. Still, the product owner is the one responsible for the product, not the project team. Improving work processes and supporting and serving the project team are the main focus of the scrum master rather than the product owner.

Answer 63

Correct answerCritical PathCritical ChainFloatFree FloatOverall explanationIn a network diagram, the critical path is the path with the longest series of tasks (PMBOK 7th edition, page 238). Activities that are not on the critical path have some float (also called slack) that allows some margin for delay without causing the delay or change of the project end date. Free float is the amount of time an activity can be delayed without delaying the early start of the immediate subsequent activity. The critical chain is also the longest path in the network diagram, but unlike the critical path, it takes into consideration resource availability in addition to technical dependencies.

Answer 64

Gold PlatingCustomer ObsessionCorrect answerScope CreepSuccessful ProjectOverall explanationScope creep (also known as “feature creep” or “requirement creep”) refers to the uncontrolled expansion of the project’s scope (PMBOK 7th edition, page 249). Customer obsession consists of an excessive focus on providing a better customer experience by meeting and even exceeding your client’s needs. However, customer obsession shouldn’t mean delivering beyond scope since the latter can increase the project schedule and cost, thus decreasing the success rate of the project. The tackled situation is not considered gold plating since the client is the one who brought up the change request; it was neither the project manager nor team members who added changes without the client’s approval, as gold plating implies.

Answer 65

Inform the stakeholders that there is a bug that requires 2 to 3 days to fix and put more pressure on the engineers to fix it on timeCorrect answerMeet with stakeholders and inform them about the situation and that it may take a week to resolve the bugUpdate the lessons learned and add them to the organizational process assetsCreate and send a change request document to the change control boardOverall explanationAs soon as it becomes obvious that the project will be delayed, the project manager should notify the client and present them with new alternatives. They should be honest and transparent about delays. The question includes the term "next", so the first thing that the project manager should do before creating a change request or updating lessons learned is meet with stakeholders to inform them about the situation. Under the RESPONSIBILITY section of the PMI's Code of Ethics and Professional Conduct, page 3: When the project manager discovers errors or omissions caused by others, they should communicate them to the appropriate body as soon as they are discovered. Under the HONESTY section, page 6: the project manager should provide accurate information in a timely manner.

Answer 66

Planning stakeholder engagementCorrect answerIdentifying stakeholdersPlanning resource managementIdentifying risksOverall explanationThe project manager is identifying stakeholders and analyzing their level of influence. Although the project has been active for two months, it is recommended to perform this activity on a regular basis, especially when the project gets into a new phase.

Answer 67

Correct answerPredictiveAdaptiveIterativeIncrementalOverall explanationSince requirements are fixed and deliverables will only be shipped at the end of the project, then the project manager is using a predictive approach. The iterative approach is also characterized by a single delivery (Agile Practice Guide, page 18), but it has dynamic requirements. Adaptive and incremental approaches involve frequent small deliveries. In the described scenario, payment installments are not linked to deliverables or iterations; it’s just a payment option that has no influence or connection to the project development approach.

Answer 68

Planned valueCorrect answerEarned valueActual costCost varianceOverall explanationEarned Value refers to the value of the work accomplished to date (PMBOK 7th edition, page 239). If the project gets terminated at this point, Earned Value will show you the value that the project has produced. In this case, the project’s Earned Value (EV) is $40,000 = 40% of the value of total work. The amount of $60,000 represents the Actual Cost (AC). The planned value is $50,000 (50% of the budget), while the cost variance is -$20,000 (EV - AC).

Answer 69

101112Correct answer14Overall explanationUnlike parametric estimating, the analogous estimating technique uses expert judgment by comparing a particular activity to a similarly completed one on a previous project in order to determine its duration or cost. This means that the project manager should rely on expert feedback, i.e., completing a similar task in 14 hours.

Answer 70

WBSCorrect answerWBS DictionaryActivity ListScope management planOverall explanationThe planned work is included in the lowest level of the WBS components, known as work packages. Detailed information on work packages, such as descriptions, owners, prerequisites, successors, due dates, etc. is included in the Work Breakdown Structure Dictionary (PMBOK 7th edition, page 253).

Answer 71

The activity is on the critical pathCorrect selectionThe activity is not on the critical pathCorrect selectionThe activity has a floatThe activity has a lagOverall explanationSince it has a 7-day float, this activity is not on the critical path. The float of this activity can be calculated by subtracting the Early Start (day 5) from the Late Start (day 12) or by subtracting the Early Finish (day 10) from the Late Finish (day 17). Since the float of the activity is greater than zero, then it’s not on the critical path. Remember that critical path activities have zero float.

Answer 72

Construction work requires a building permit from City councilCorrect selectionWorkers who don’t obey safety rules will be penalizedCorrect selectionOnly authorized personnel are allowed on siteWorkers have expertise in infrastructure constructionOverall explanation“Workers who don’t obey safety rules will be penalized” and “only authorized personnel are allowed on site” are considered Organizational Process Assets (OPAs) since they represent the organization’s internal procedures. “Workers have expertise in infrastructure construction” is an internal Enterprise Environmental Factor, while “Construction work requires a building permit from the City council” is an external Enterprise Environmental Factor.

Answer 73

Correct answerManagementBufferContingencyAdditionalOverall explanationThe Management Reserve is a budget under “management control” that is dedicated and used for risks that were not identified during risk analysis, aka unknown-unknowns (unknown = unidentified, unknowns = risks). On the other hand, a contingency reserve is used for identified risks with predetermined risk response strategies, aka known-unknowns (known = identified, Unknowns = risks) (PMBOK 7th edition, page 127). Additional reserve and buffer reserve are made-up terms.

Answer 74

Project deliverables should be identified throughout the project lifecycleCorrect selectionProject deliverables can be products, services, or any other type of outcomeOnce project deliverables have been identified, they should not be changed anymoreCorrect selectionThe acceptance criteria for deliverables should be described in the project agreementOverall explanationProject deliverables can be products, services, or any other type of outcome. In a predictive approach, project deliverables should be determined, described, and agreed upon as early as possible in the project, to avoid any costly changes later on. Acceptance criteria should also be described and agreed upon. The change is possible and should follow the change request process.

Answer 75

A LeadCorrect answerA LagCrashingFast-trackingOverall explanationLag Time is when a delay is purposely made between activities. Lead time, on the other hand, is the time saved by starting an activity before its predecessor is completed. Crashing and fast-tracking are two schedule compression techniques.

Answer 76

Finish-to-start (FS)Correct selectionFinish-to-finish (FF)Correct selectionMandatory dependencyDiscretionary dependencyOverall explanationThis is an example of finish-to-finish mandatory dependency. Two tasks may in fact run concurrently in the case of a finish-to-finish dependency. However, the second task can be entirely completed only after the first task is 100% done. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work (PMBOK 7th edition, page 60).

Answer 77

Correct answerDiscussing the cost impact with the clientImplementing the change request straight awayRejecting it due to its cost impactNot allowing any change requests regardless of their costOverall explanationThe project manager must discuss the impact of the change request on the project cost with the client. They cannot process the change request unless the client understands and accepts its impact.

Answer 78

Correct selectionScope, time, and cost are determined in the early phases of the project life cycleCorrect selectionChange is limited as much as possible during project executionThe scope is determined early in the project life cycle, but time and cost are routinely modifiedAfter one iteration, deliverables have enough functionality to be considered completeOverall explanationPredictive methods focus on thoroughly analyzing and planning the future while taking into account known risks. The scope, time, and cost are all predetermined early in the project life cycle. Predictive teams often establish a Change Control Board (CCB) to ensure that only valuable changes are considered for implementation.

Answer 79

Discuss getting additional resources with the project sponsorCorrect answerNegotiate clear and written assignments with reliable scheduling priorities with functional managersAdjust the schedule and negotiate new deadlines due to unexpectedly slow work progressCrash the project in order to complete it on timeOverall explanationSince the project manager didn’t assign the team members himself, then the organization must be functional. In this case, it is best to talk with functional managers and negotiate clear and written assignments with reliable scheduling priorities. It is the responsibility of functional managers, not the project sponsor, to manage staff assignments. The project manager, on the other hand, should provide a resource calendar to make sure that functional managers are aware of when and what resources he needs for his project. Adjusting or crashing the schedule without tackling the source of the problem is not the right course of action. Besides, crashing the project requires adding more resources, which is beyond the project manager’s authority in a functional organization.

Answer 80

Correct answer-25% to +75%-25% to +50%-10% to +25%-5% to +10%Overall explanationA Rough Order of Magnitude Estimate (ROM estimate) is an estimation of the needed effort and cost to complete a project. A ROM estimate is performed very early in a project’s life cycle; during the project selection and approval period and prior to project initiation in most cases. The order of magnitude during the initiation phase has an accuracy range of -25% to 75% (PMBOK 6th edition, page 241).

Answer 81

VarianceExpected valueCorrect answerBaselineEstimatesOverall explanationCost and schedule baselines are used to assess performance in the monitoring and controlling phases.

Answer 82

Load BalancingResource LoadingCorrect answerResource LevelingResource SmoothingOverall explanationResource leveling is used to optimize resource allocation by adjusting the activities’ start and finish dates. This often results in changing the original critical path, as was the case in the described scenario; the carpenter is a scarce resource for the project and her availability is constrained, which led to extending the project schedule to manage this limitation. Resource smoothing, on the other hand, is performed to achieve a more consistent resource utilization over a period of time. Resource loading is the total assigned hours of work divided by the number of hours you have to do the work. Load balancing is common in computing and it refers to the process of distributing a set of tasks over a number of resources with the aim of speeding up the overall data processing.

Answer 83

Affinity diagramProduct breakdownProduct roadmapCorrect answerWork breakdown structureOverall explanationThe WBS is a hierarchical decomposition of the total scope of work to create the required deliverables (PMBOK 7th edition, page 81). The planned work is included in the lowest level of the WBS components, which are called work packages. Product breakdown is a product analysis technique (PMBOK 6th edition, page 153). The product roadmap demonstrates the anticipated sequence of deliverables throughout the project duration. Afﬁnity diagrams classify a large number of ideas into groups for analysis and review.

Answer 84

0.1Correct answer11.1 10Overall explanationThe schedule performance index (SPI) is a measure of the conformance of actual progress (earned value) to the planned progress: SPI = EV / PV (PMBOK 7th edition, page 249). A value of 1.0 indicates that the project performance is on target. When CPI or SPI is greater than 1.0, it indicates better-than-planned project performance, while a CPI or SPI that is less than 1.0 indicates poorer-than-planned project performance.

Answer 85

AnalogousParametricTop-downCorrect answerBottom-upOverall explanationThe bottom-up method can be used as an estimation technique for the project's overall cost by estimating the approximate value of smaller components and using the total sum of these values to find the overall cost. This type of estimation is used to create the project schedule or budget. The project work is typically subdivided into smaller parts and each component is given a duration and cost estimate. The individual duration estimates are aggregated to determine the schedule, while the individual cost estimates are aggregated to determine the budget.

Answer 86

Passive risk acceptanceCorrect answerActive risk acceptanceWorkaroundUnidentified risksOverall explanationRisk acceptance acknowledges the existence of a threat, but no proactive action is taken (PMBOK 7th edition, page 248). The most common active acceptance strategy is to establish a contingency reserve, including time, money, or resources to handle the threat if it occurs. Passive acceptance involves no proactive action apart from a periodic review of the threat to ensure that it does not change signiﬁcantly (PMBOK 6th edition, page 443). A workaround is an unplanned response to deal with unidentified risks and risks that are passively accepted.

Answer 87

Correct answerResource CalendarsResponsibility Assignment Matrix (RAM)RACI MatrixOrganigramOverall explanationA resource calendar is a calendar for planning, managing, and monitoring resources, including both employees and equipment. It gives project managers an overview of how resources are being utilized, which resources are available, and when. On the other hand, the Responsibility Assignment Matrix (RAM) describes the involvement of different parties and their roles in completing tasks or deliverables in a project. It's used to clarify roles and responsibilities within a team, project, or process. RACI is an acronym for Responsible Accountable Consult and Inform and it’s used to assign roles and responsibilities for each task in a given process. An organigram, also called an organizational chart, organogram, or organizational breakdown structure (OBS), is a diagram that depicts the organization’s structure and the relationships and ranks of its different positions.

Answer 88

Resource calendarOrganization breakdown structureCorrect answerResource breakdown structureRACI chartOverall explanationA resource breakdown structure is a hierarchical list of team and physical resources related by category and resource type that is used for project planning, management, and control (PMBOK 7th edition, page 187). Each descending level corresponds to a more detailed description of the resource. A resource calendar, on the other hand, is a calendar for planning, managing, and monitoring resources. Organizational Breakdown Structure (OBS), also known as Organization Chart, is used for representing the project organization. RACI is an acronym for Responsible Accountable Consult and Inform and it’s used to assign the roles and responsibilities of the individuals involved in a project or a process.

Answer 89

$50,000$55,000$60,000Correct answer$65,000Overall explanationThe total cost of the Cost Plus Fixed Fee (CPFF) contract is the sum of the Actual cost and the Fixed fee; $60,000 + $5,000 = $65,000.

Answer 90

Cost Performance IndexCorrect answerCost VariancePlanned ValueTo-Complete Performance IndexOverall explanationThe amount of budget deficit or surplus at a given point in time expressed as the difference between Earned Value(EV) and the Actual Cost (AC), is known as Cost Variance (PMBOK 7th edition, page 238).

Answer 91

BudgetAssumptionRiskCorrect answerConstraintOverall explanationProject constraints are limiting factors for your project that can impact delivery, quality, and overall project success. An imposed delivery date or a predefined budget are considered project constraints (PMBOK 7th edition, page 72).

Answer 92

AcceptanceAvoidanceTransferCorrect answerMitigationOverall explanationRisk mitigation can imply prototype development in order to prevent the risk from scaling up. Creating a prototype will support the testing and through testing, you can generate the necessary data to probably even close the risk. To keep costs low, you can opt for partial prototypes for the specific portions of the process that involve the risk.

Answer 93

Correct answerKill pointEndpointPMO reviewProject reviewOverall explanationPhase reviews, aka phase gates, phase exits, phase entrances, kill points, and stage gates, is a formal review of the project to evaluate its status. The results are documented and presented to the concerned stakeholders or the sponsor in order to get their approval to proceed to the next phase in the project lifecycle. It’s called “Kill point” because when your board determines that your project hasn't achieved its objectives to date, they may decide to stop it (PMBOK 7th edition, page 244).

Answer 94

ExternalDiscretionarySoft LogicCorrect answerMandatoryOverall explanationA mandatory dependency is also called a hard dependency or hard logic. For example, consider 2 activities A and B, if B has a mandatory dependency on A, it means action on B cannot be performed until action on A has been completed. A discretionary or soft logic dependency, on the other hand, is an optional or preferred dependency. External dependencies involve a relationship between project activities and non-project activities (PMBOK 7th edition, page 60).

Answer 95

Correct selectionStrategic planCorrect selectionBusiness caseCorrect selectionAgreementsProject planOverall explanationTo develop the Project Charter, the project manager needs business documents such as the project’s business case, benefits/strategic plan, and agreements. The project plan is developed once the project charter is signed.

Answer 96

Find a replacementCorrect answerEvaluate the impact of the team member’s leave on the projectPersuade the team member to take several short leaves over the remaining project duration insteadAsk the team member to postpone their leaveOverall explanationThe first thing the project manager should do in this situation is to understand what impact this leave will have on the project. For instance, a two-month leave may not have a big impact on a 3-year project, but it will have a significant impact on a 6-month project, especially if this team member is a key player. After evaluating the impact, the project manager can ask the team member to postpone their leave or split it into shorter leaves over the project duration. If the impact of the team member’s leave is still significant, even with these two solutions, then the project manager may need to seek a replacement.

Answer 97

Resource levelingResource smoothingCorrect answerCrashingFast-trackingOverall explanationProject crashing implies reducing the time one or more tasks take in order to minimize the overall duration of the project. Crashing consists of increasing the project resources to help finish tasks in less time than planned. However, this leads to an increase in project costs. Such measures cannot be implemented without the approval of the sponsor or key stakeholders. Fast-tracking is also a schedule compression technique, but it involves performing tasks simultaneously without adding more resources or increasing costs (PMBOK 7th edition, page 59). Resource leveling and resource smoothing are two resource optimization techniques, which are used to respond to resource limitations. These two techniques can only extend the project schedule.

Answer 98

Under budgetCorrect answerOver budgetAhead of scheduleBehind scheduleOverall explanationThe project manager can determine the financial status of their project by calculating the Cost Performance Index (CPI = EV / AC) or the Cost Variance (CV = EV - AC). Since AC = $30,000, then they need to calculate the Earned Value (EV = % completed work x budget). Considering the described scenario, EV= 25% x $100,000 = $25,000. Consequently, CPI = $25,000 / $30,000 = 0.833 which is less than 1, meaning that the project is over budget. CV = $25,000 - $30,000 = - $5,000 which is less than 0, which confirms that the project is over budget.

Answer 99

Collaborating on an open claim with the vendorGenerating a work performance reportConfirming the formal acceptance of the vendor’s workCorrect answerCapturing lessons learnedOverall explanationThe procurement manager and the project manager are discussing lessons learned in engaging with this particular vendor and also in activities associated with managing the vendor’s performance. This includes identifying what went well and what could have been done differently, which will benefit future projects.

Answer 100

Nothing, since the scope creep was caused by a prominent stakeholder and a close friendReverse the scope changes since she didn’t approve themCorrect answerTake the scope creep to the change control boardNothing, since the scope creep could have a positive impact on the projectOverall explanationThe scope creep should be brought to the project team’s attention and treated as an unapproved change. This will also need to go through the formal channel by reporting it to the change control board and decide with them on the appropriate course of action (PMBOK 7th edition, page 87). Undoing the changes without referring to the CCB means the project manager is going to perform additional work that is not part of the scope, resulting in further scope creep; That’s why they need approval from CCB. As the project manager, she should avoid favoritism and any situations of conflict of interest by maintaining impartiality in her decisions.

Answer 101

Send an engineer to the client’s site to double-check the productPerform the control quality process and use the contingency reserve to fix any unidentified issuesCorrect answerCollaborate with the client to get their signature approving that the product complies with requirementsConfirm that the product was internally tested and formally close the projectOverall explanationAt this stage, the project manager should work with the client to get their signature as approval that the product complies with requirements. Confirming that the product has been internally tested on your part is not sufficient since the client must validate that the product does meet their requirements. The control quality process is supposed to be performed before the product is shipped. In this situation, the client just asked whether the product meets the requirements or not and didn’t report any problems. Thus, the proper next step is to go over all of the product specifications with the client to formally validate them and get their signature approving that the product complies with requirements in order to finally close the project.

Answer 102

WBS WBS dictionaryCorrect answerRequirements traceability matrixProject charterOverall explanationThe traceability Matrix is a document that maps requirements as well as other aspects of the project. It's used as evidence to confirm that requirements have been fulfilled, as it typically documents those requirements along with issues and test results (PMBOK 7th edition, page 189).

Answer 103

kickoff meetingRetrospective meetingRisk review meetingCorrect answerStage gate meetingOverall explanationStage-gate or phase review meetings represent an opportunity for project stakeholders to review project progress along with planned future actions. In these meetings, project stakeholders can assess whether or not the project is on track to meet the organization’s expectations (PMBOK 7th edition, page 42). You should schedule gate meetings at key milestones throughout your project to not only ensure it is on track but also demonstrate to the project stakeholders that you are staying on course.

Answer 104

Nothing, the project is performing wellCostCorrect answerScheduleRiskOverall explanationSince the Schedule Performance Index (SPI) is less than 1.0, then the project is behind schedule. Consequently, the project manager should be concerned about the project schedule. Since CPI is 1.1, then the project is under budget. Thus, the project is on track cost-wise. There is no indication in the question that the project manager should be concerned about risks.

Answer 105

Correct answerIssue a change request to address the ministry’s requestAccept the ministry’s request and increase the number of attendees since the conference didn’t start yetAccept the ministry’s request and increase the number of attendees since the request is issued by the sponsorRefuse to increase the number of attendees since the event is only one day awayOverall explanationWhen a critical key stakeholder requests a change, the project manager should treat it with high priority and issue a change request to the Change Control Board (CCB) in order to add their request to the scope (PMBOK 7th edition, page 77). In the described situation, the project manager is able to address the stakeholder request. So, it’s not appropriate to decline the change request under the pretext that the conference date is only one day away. On the other hand, the project manager should not immediately increase the number of attendees because this will be considered scope creep. Even though the conference hasn’t started yet, project execution has already begun since the project team has contacted suppliers, reserved attendees’ accommodations, booked the conference room, etc.

Answer 106

16Correct answer81224Overall explanationFloat, Total float, Slack, or activity float represents how long an activity can be delayed without causing a delay in the project completion date. On a critical path, the total float is zero. You can calculate an activity float by subtracting the Early Start date of the activity from its Late Start date: (12 - 4 = 8 days), or by subtracting the Early Finish date of the activity from its Late Finish date (28 - 20 = 8 days).

Answer 107

Estimate to Complete (ETC)Variance at Completion (VAC)Correct answerEstimate at Completion (EAC)Budget at Completion (BAC)Overall explanationEstimate at Completion (EAC) is defined as the sum of the completed work cost plus the cost required to finish the remaining work. Estimate at Completion (EAC) may differ from the Budget At Completion (BAC) based on the project performance (PMBOK 7th edition, page 104). If it becomes obvious that the BAC is no longer viable, the project manager should consider the forecasted EAC instead.

Answer 108

Inform the customer of the potential risks to convince them to change their mindCorrect selectionAsk the customer to submit a change requestProtect the team from distractions by asking the customer to put off the change until they finish the projectCorrect selectionEvaluate the change and its associated risks with the teamOverall explanationSince the project manager is adopting a predictive approach, he should ask the customer to submit a change request that will be evaluated by him and his team. The change request evaluation should cover analyzing its associated risks and implications. After gathering all information, the Change Control Board (CCB) will decide to either accept the change or reject it. The project manager is usually a member of the CCB. In this case, the project manager may influence the decision based on the conducted analysis. But, he cannot do this without assessing the change with his team first (PMBOK 7th edition, page 77). The customer may not accept postponing the change. The concept of protecting the team from distraction or external interference doesn’t exist in the predictive approach; it’s rather common in the Scrum framework, more specifically during sprint execution.

Answer 109

Status ReportRisk ReportForecasting ReportCorrect answerTrend ReportOverall explanationA trend Report is used to check the performance status; whether the project performance is on track, improving, or deteriorating over a time period. This report shows a comparison between the project’s current performance in a specific duration against its previous performance during a similar time duration (comparing monthly performances for example). Performance could be compared monthly, quarterly, semesterly, or annually.

Answer 110

Dispute logProblem logChange logCorrect answerIssue logOverall explanationThe issue log, also called an issue register, is a project document that records and tracks all issues that have a negative impact on the project (PMBOK 7th edition, page 185). Once created, it’ll be the project manager’s tool to monitor and communicate all that is going on in the project. Such issues may involve resources leaving the project, conflicting teams, or even individuals with low morale. A change log is used to document all change requests. Problem log and dispute log are both made-up terms.

Answer 111

Correct answerAn inspectionA handing overAn auditA scope validationOverall explanationDuring an inspection, the project manager reviews deliverables and performs a site walkthrough if applicable. Audits, on the other hand, are carried out to determine if project activities comply with organizational and project policies, processes, and procedures (PMBOK 6th edition, page 294). In other words, audits are performed on processes while inspections are performed on products. The project manager here is neither validating the scope with the customer nor handing over deliverables to them.

Answer 112

Crash the schedule by adding more resources to critical activitiesFast-track the longest activities that fall on the critical pathCorrect answerLevel out resource usage to further spread out costs over timeNothing, since the project is performing as expectedOverall explanationBased on the performance indexes provided, the project is 10% ahead of schedule while being over budget. Leveling out resource usage is a strategy used to spread out costs over time. This helps reduce unexpected spikes of spending, albeit it may lead to lengthening the schedule. Crashing or fast-tracking are two schedule compression techniques. So, it’s pointless to use them in the described situation since the project is ahead of schedule.

Answer 113

Ask the project team to skip small requirements so that they can only focus on big and important onesCorrect answerEnsure that all alterations to the scope are authorized through a formal processPrevent stakeholders from directly interacting with the project teamScope creep cannot be avoided in a predictive project, therefore the project manager should adopt an agile approach insteadOverall explanationThe project manager can avoid scope creep by adhering to the agreed-upon change management process. Change management processes have to be set up front and should be very straightforward. Essentially, when a change is suggested, it should be reviewed, approved or rejected, and then incorporated into the project plan if it’s approved (PMBOK 7th edition, page 87). Requirements shouldn’t be skipped, small or big. Often, it’s not appropriate to prevent the stakeholders from communicating with the project team. Not all projects are fit for the agile approach, therefore it’s not appropriate to change the project’s development approach just to prevent scope creep.

Answer 114

Issue a change requestConduct a sprint retrospectiveChange the SOWCorrect answerConduct a variance analysisOverall explanationVariance analysis is a technique used at the end of a project or phase in order to identify any deviation in deliverables or difference between actual and planned behaviors. This method is used to determine the cause and magnitude of the difference between baseline and actual performance, as well as retain control over the project (PMBOK 7th edition, page 177).

Answer 115

It will help the project manager determine which activities are more important to prioritizeIt will help the project manager organize the project’s activities and tasksIt will help the project manager determine the sequencing of a large number of activitiesCorrect answerIt will help the project manager reach the proper level of detail in each work package at the right timeOverall explanationRolling wave is a project planning method that consists of a gradual elaboration of details to the Work Breakdown Structure (WBS) over time. Near-term deliverables are decomposed into individual components (work packages) that are broken down to the greatest degree of detail. Long-term deliverables, on the other hand, are identified more broadly. In this way, rolling wave planning allows work to progress on current and near-term deliverables while the planning for potential work packages continues. The Rolling wave method is used to address uncertainty rather than prioritizing, organizing, or sequencing activities (PMBOK 7th edition, page 249).

Answer 116

Scope management planCorrect answerWBSResource management planCost baselineOverall explanationSince it includes all of the project deliverables as well as the control accounts associated with work package elements, the Work Breakdown Structure (WBS) acts as the foundation for cost estimates.

Answer 117

Crash the scheduleCorrect answerFast-track the scheduleAdd duration buffersLevel out resourcesOverall explanationIn this scenario, one of two schedule compression techniques must be used: crashing or fast-tracking. Crashing the schedule involves compressing it by adding more resources to the project. However, fast-tracking implies performing originally sequential activities in a simultaneous way instead (PMBOK 7th edition, page 59). When possible, select the least costly option first, which would be fast-tracking.

Answer 118

The difference between the budgeted cost of the performed work and its actual costThe cost of labor spent to dateCorrect answerThe method of determining how much of the budget should have been spent based on the amount of work accomplished to dateThe amount of money that has been spent so far on the projectOverall explanationEarned Value (EV) is the method used to measure how much of the allocated budget should have been spent in view of the work realized to date (PMBOK 7th edition, page 239). This technique allows the project manager to calculate the Cost Variance (CV), which is the difference between the budgeted cost of the performed work (EV) and its actual cost, to eventually find out whether the project is under or over budget. The amount of money that has been spent so far represents the Actual Cost (AC).

Answer 119

ExecutingClosingCorrect answerMonitoring and ControllingInspectingOverall explanationReviewing the project performance in comparison to plans is part of the monitoring and controlling process group. These processes are meant for tracking, adjusting, and reporting on the project performance, as well as implementing corrective actions when needed to ensure the project is on track, budget and time-wise. Inspecting is not a process group, it’s rather a risk identification activity.

Answer 120

Correct answerThree-point estimationParametric estimatingBottom-up estimatingAnalogous estimatingOverall explanationThe three-point estimating is the triangular distribution of pessimistic, optimistic, and most likely estimates. This technique is used when there is insufﬁcient historical data or when there is only judgmental data. Since the two similar projects were performed in another region, the project manager can’t precisely define the labor cost using analogous estimating. Parametric estimating can be used to estimate the cost of the 300 ft fence after figuring out the labor cost per linear foot, but since the PM needs to estimate the labor cost per linear foot, this technique can not be applied. Plus, bottom-up estimating can’t be used in this situation since the labor cost depends on the workers’ experience and the applied rates in the region, not on the volume and decomposition of the required work.

Answer 121

Correct answerApprove the network diagram and closely monitor all three critical pathsApprove the network diagram and closely monitor the longest path among the threeRe-examine the network diagram since it’s supposed to only have one critical pathRe-examine the network diagram since it’s not supposed to have more than two critical pathsOverall explanationThe project manager should approve the network diagram and closely monitor all three critical paths. Theoretically, there is no limit on how many critical paths a network diagram could have. If a project has more than one critical path, then all critical paths must have exactly the same length.

Answer 122

Correct answerScope decompositionBottom-up estimatingRolling wave planningChecklist analysisOverall explanationScope decomposition is a planning method used to decompose and subdivide the project and scope deliverables into more manageable, small work units. The decomposition level depends on the complexity and size of the project (PMBOK 7th edition, page 84).

Answer 123

Document the issue in the issue logCorrect selectionHire a subject matter expertFormally request the CCB to revoke their decisionCorrect selectionAsk the team to do more research on how to implement the approved change requestOverall explanationHiring a subject matter expert and conducting more research will help your team implement the change request. This is considered a problem-solving approach since it entails ﬁnding solutions to the encountered issues or challenges. Uncertainty can be reduced by collecting more information through conducting research, engaging experts, or performing a market analysis (PMBOK 7th edition, page 229). Neither documenting the issue in the issue log nor asking the CCB to revoke their decision could help resolve the issue.

Answer 124

Request for proposalCorrect answerContractResponse to bidProcurement management planOverall explanationThe contract is the document the project manager should refer to in order to verify the payment procedure. A contract is a mutually binding agreement that obligates the seller to provide the required services and the buyer to pay a predetermined amount on an agreed-upon date or schedule (PMBOK 7th edition, page 191).

Answer 125

Update the resource management plan to replace the old material with the new oneCorrect answerSubmit a change request in order to get formal approval for using the new materialOrder a sample of the new material and check its compliance with the quality management planUse the new material right away since it has the same price and probably a better qualityOverall explanationThe project manager should submit a change request to the Change Control Board (CCB) according to the procedures described in the change management plan. The project manager should not use the new material unless the CCB approves the change request. The CCB may decide to further investigate the new material, import the old material from another country, or even change the swimming pool design. In the case of using a new material, the resource management plan should be updated.

Answer 126

Time and MaterialCorrect answerFixed PriceCost ReimbursableCost Plus IncentiveOverall explanationFixed price contracts are used for projects with clear requirements where a price is fixed in return for the seller’s services and/or products. Time and Material (T&M) contracts set a quote for an hourly rate plus the cost of materials instead of quoting a fixed price for the entire project. Cost Reimbursable contracts, on the other hand, reimburse the contractor for the actual costs they incur to provide their services and/or product, plus an additional fee. A Cost Plus Incentive contract, for instance, is a cost-reimbursable contract that incentivizes the contractor to bring their best performance by completing the project under budget or before deadlines.

Answer 127

Negotiate the delay with the vendor to get it reducedLook for another vendorCorrect answerEvaluate the impact of the delayUpdate the project scheduleOverall explanationThe project manager should evaluate the impact of the delay before making any decision. A delayed activity doesn’t necessarily result in the whole project delay. For instance, if the activity is not on the critical path and it has a lag of more than three days, then the delay won’t probably have any impact on the project. Therefore, there is no need for negotiating the delay or looking for a new vendor to get the order delivered on time.

Answer 128

Implement the change request since the key stakeholder is a member of the CCBImplement the change request since it will add value to the projectCorrect answerSubmit a change request according to the change control systemRecord the change request in the change logOverall explanationRegardless of the fact that the change was requested by a member of the CCB, the project manager should submit a change request according to the procedures defined in the change control system. This system describes how modifications to project deliverables should be undertaken (PMBOK 7th edition, page 332). The change request is not submitted yet to the CCB, so it should not be recorded in the change log. After submitting it, the change log should be updated to track the status of the change. The project manager should not implement the change without getting the CCB’s formal approval. Being convinced of the change’s value or having the consent of one member of the CCB is not sufficient to move forward with the implementation.

Answer 129

Record the problem in the issue logMeet with the change control board to discuss the matterRepair the defective componentCorrect answerReplace the defective componentOverall explanationSince the project manager has received an approved change request, they should ensure its appropriate implementation. Since the change request specifically entails the replacement of the defective component, the project manager shouldn’t repair it instead.

Answer 130

Updating the change logReleasing the project resourcesCorrect answerCompleting the knowledge transfer activitiesCelebrating the project completionOverall explanationBecause projects are temporary endeavors, most of the acquired knowledge is lost once the project is completed. The project manager should be attentive to knowledge documentation and transfer to allow the organization to gain and retain the knowledge and experience obtained through running projects (PMBOK 7th edition, page 78). Once this activity is completed, a celebration could take place and resources can be released. On the other hand, the change log should be updated to monitor the change requests’ status.

Answer 131

Close the contract and the project with no inspectionClose the contract, but keep the project openClose the project, but keep the contract openCorrect answerKeep the contract and the project openOverall explanationThe project manager should keep both the contract and the project open until the seller performs the inspection. Closing a project entails conducting several processes and steps including closing out all contracts. Closing a contract in return requires verifying that the seller has delivered their work as predetermined in the contract.

Answer 132

Consider this as an internal failure and correct defects without submitting a change requestCorrect answerConsider this as an internal failure and submit a change request to fix the defective productsConsider this as an external failure and correct defects without submitting a change requestConsider this as an external failure and submit a change request to fix the defective productsOverall explanationWhen the product quality is tested by the project team and it reveals certain defects, the defective products are considered an internal failure. Therefore, all defects must be addressed and fixed internally before delivering the final product to the customer (PMBOK 7th edition, page 184). A change request must be issued in order to make any sort of change on the project whether it’s a corrective action, preventive action, or a defect repair.

Answer 133

Correct answerBusiness acumenWays of workingCommunication skillsPower skillsOverall explanationThe PMI Talent Triangle is made up of three types of skill sets: Ways of Working, Power Skills, and Business Acumen. A project manager possessing business acumen skills should be able to explain the business value of their project and how it aligns with the organization’s goals.

Answer 134

Stakeholder cubeCorrect answerSalience modelPower/interest gridPower/influence gridOverall explanationThe salience model is a method used to classify stakeholders and decide who matters more by assessing their power, legitimacy, and urgency. The model allows the project manager to decide the relative salience of a given stakeholder (PMBOK 7th edition, page 171).

Answer 135

Warn the concerned colleague that such gifts aren’t appropriate and leave it at thatConvince his colleague to return the items and stop accepting any gifts from vendorsCorrect answerDirectly ask his colleague whether these items were gifts from vendors or he purchased them himselfReport his colleague to the organization so that a conflict-of-interest investigation can take placeOverall explanationThe best way to act in this situation is to verify facts before taking any action. A violation based only on suspicion should not be reported. The project manager can get the facts right by telling his colleague that he is concerned about how things might appear and simply inquire about the source of the items. As a project manager, you should never jump to conclusions. You should always double-check facts before reporting a conflict-of-interest situation.

Answer 136

Strong matrixCorrect answerProjectizedFunctionalWeak matrixOverall explanationA Project-oriented organization, or a projectized organization, is one in which a considerable part of its processes and activities take place in the form of projects. There is no defined hierarchy; resources are brought together specifically for the purpose of a project. When a project is complete, they either get transitioned to another project or released.

Answer 137

SupportiveCorrect answerControllingDirectiveAgileOverall explanationA controlling PMO focuses on two key areas: Supporting the organization in applying project management practices and Requiring compliance with those practices.

Answer 138

Organizational process assetsProject management frameworkCorrect answerEnterprise environmental factorsAgile Manifesto principlesOverall explanationAn organization’s culture, structure, and governance, are all Enterprise Environmental Factors that can influence a project’s success.

Answer 139

Correct answerTheory XTheory YTheory ZTheory XYOverall explanationDouglas McGregor defined two models of worker behavior: Theory X and Theory Y. The new manager exhibits the traits of Theory X managers, who believe that the majority of people dislike work, lack motivation, and are in constant need of supervision. Theory X managers adopt an authoritarian style to make their teams work (PMBOK 7th edition, page 160).

Answer 140

Correct answerMonte Carlo analysisDecision-tree analysisSensitivity analysisInfluence diagramsOverall explanationThe project manager and the risk manager are using the Monte Carlo analysis to assess the possible impact of individual project risks and other sources of uncertainty on project goals. For example, if a particular risk arises, what impact will it have on the project schedule and cost? Monte Carlo provides a variety of potential outcomes and probabilities, allowing you to consider the likelihood of different scenarios (PMBOK 7th edition, page 177).

Answer 141

The employment contractThe resource management planThe communication management planCorrect answerThe team charterOverall explanationA team charter is a document that is developed in a group setting to clarify team direction while also establishing boundaries. It is created at the team’s forming phase in order to encourage understanding and buy-in. A team charter aligns the team with ground rules, team values, meeting guidelines, working agreements, as well as other group norms (PMBOK 7th edition, page 192).

Answer 142

Correct answerAcknowledge that the stakeholders’ structure has changed and tailor communication accordinglyWork according to the original plan while keeping in mind that the project may now include additional stakeholdersHold a meeting with the new steering committee and continue working on the projectShare an updated status report with the new steering committeeOverall explanationOn large projects, one sponsor might not be enough. A Steering Committee is established when a large project involves multiple business units, organizations, or individuals who all have a substantial stake in the project’s success and outcomes. The project manager needs to be proactive and respond to this change. The initial communication plan for a single sponsor may not work for a steering committee. In order to ensure effective communication with the committee, the project manager must understand their communication requirements and preferences.

Answer 143

Correct answerDecision treeTornado diagramSWOT AnalysisSensitivity analysisOverall explanationThe decision tree analysis is used to support the identification and selection of the best course of action among several alternatives. Each of these alternative paths can have associated costs and risks, including both threats and opportunities. The decision tree reveals the expected monetary value of each branch, allowing the determination and selection of the optimal path (PMBOK 7th edition, page 175).

Answer 144

Correct answerFixed-priceTime & Materials (T&M)Cost Plus Incentive Fee (CPIF)Cost-reimbursableOverall explanationFixed price contracts present the least risk for the buyer. A fixed-price contract is one in which the payment does not depend on the spent time or used resources. It involves setting a fixed price for the service, product, or result defined in the contract (PMBOK 7th edition, page 191).

Answer 145

Pareto chartCorrect answerFlowchartContext diagramScatter diagramOverall explanationA flowchart (also referred to as a process map, progress flow, and progress flow diagram) graphically displays the logical order of a process (PMBOK 7th edition, page 189). A Pareto chart is displayed as a histogram, representing the most serious causes of an error, while a scatter diagram is used to determine the correlation between two variables. Both diagrams don't show a task or issue’s management process flow. Context diagrams, on the other hand, are used to visually demonstrate how a business process, other systems, and people, all interact. Context diagrams can include a business process as one of its components, but they can’t provide insight into a particular process flow.

Answer 146

AvoidAccommodateCorrect answerCompromiseWithdrawalOverall explanationSince the time zone difference is beyond anyone’s control, a compromise should be made to bring some degree of satisfaction to all parties. Working towards a compromise is perceived as the best outcome, even if no one is completely happy with the final resolution (PMBOK 7th edition, page 168).

Answer 147

Video recordingsWorkshopsCorrect answerQuestionnaires and surveysLive interviewsOverall explanationSurveys and questionnaires are written sets of questions designed to quickly gather data from a large number of respondents who are usually geographically dispersed.

Answer 148

Conduct a what-if analysisCalculate the Return On Investment (ROI)Calculate the Net Present Value (NPV)Correct answerConduct a cost-benefit analysis of the business caseOverall explanationTo persuade an organization to select your project, the business case should be subjected to a cost-benefit analysis in order to illustrate the benefits of implementing the project by determining its anticipated financial gains and profitability. The Cost-Benefit Analysis is more comprehensive than the Net Present Value (NPV) and the Return On Investment (ROI), as it attempts to quantify both tangible and intangible costs and benefits (PMBOK 7th edition, page 175).

Answer 149

Correct answerCollaborateCompromiseForceSmoothOverall explanationThe Collaboration/problem-solving conflict resolution technique is based on incorporating multiple viewpoints and insights from differing perspectives. It necessitates a collaborative mindset and open communication to achieve consensus and commitment to an agreement. This approach aims to reach a win-win situation for all involved parties (PMBOK 7th edition, page 22).

Answer 150

Affinity DiagramFlowchartCorrect answerContext diagramInfluence diagramOverall explanationContext diagrams are visual depictions of the product scope, displaying the business system and how it connects and interacts with other systems. It presents the inputs and outputs of the system, as well as its main players, including organizations, other business systems, end-users, etc.

Answer 151

People who proceed with their studies during their professional careers but are unable to balance bothCorrect answerPeople who begin to apply themselves only at the last possible moment before the deadlinePeople who experience a learning curve whenever they are working on a projectProfessional project managers who consider themselves continuous learnersOverall explanationStudent Syndrome is a term used in project management to highlight the ever-increasing habit of putting off work till the last minute, while initially working at a very relaxed pace.

Answer 152

Sprint planningStory mappingCorrect answerBacklog refinementBrainstormingOverall explanationBacklog refinement provides a chance for the product owner to discuss and address stories’ requirements with the team. This can involve discussing requirements, potential approaches, and even estimations in order to end up with a clear vision of how to approach stories (PMBOK 7th edition, page 179).

Answer 153

Correct answerPositivelyNegativelyDepends on the constraintDepends on the projectOverall explanationConstraints are limitations imposed on a project, such as the scope, schedule, quality, budget, risks, or resources. If assumptions end up being false, it is bad news for the project. However, if constraints turn out to be false, it is a good thing, as it means that the project will be positively affected because constraints are limitations imposed on the project.

Answer 154

AccurateCorrect answerPreciseBoth accurate and preciseNeither accurate nor preciseOverall explanationThe results are precise because all measurements are close to 4.45mm (+ or - 5mm). Precision entails delivering end-products with similar dimensions, which may or may not be close to the required dimensions. Precise measurements are not necessarily close to the target value; they’re just close to one another. Accuracy, however, implies creating products with close dimensions to requirements.

Answer 155

Horizontal communicationCorrect answerVertical communicationParallel communicationTriangular communicationOverall explanationBased on the direction of the hierarchies within the organization, there are two basic types of communication: Horizontal and Vertical. In horizontal communication, the project manager communicates with their peers or people on their organizational and hierarchical level. However, in vertical communication, communication flows from a lower level to a higher level and vice versa, as described in the question. “Parallel” and “triangular” communication are made-up terms.

Answer 156

Para-lingualVisualFormal verbalCorrect answerInformal verbalOverall explanationThe project manager is having an informal discussion with the team member. Hallway conversations, cubicle chatting, networking, and all other types of informal communication do not hold any official significance.

Answer 157

Correct selectionIdentify and resolve any open issues. Then, be firm on formal closure.Formally close the project. Stakeholders will get well-acquainted with the new brand by that time.Correct selectionIdentify and openly discuss the reasons for reluctance.Correct selectionInvite earnest feedback from all sides and try to identify any misunderstanding.Overall explanationThe project manager should not close the project when key stakeholders are not satisfied. They should try to discuss, identify, and resolve any issues or misunderstandings first.

Answer 158

Correct selectionMaking eye contactCorrect selectionParaphrasingCorrect selectionInterpreting informationInterrupting when appropriateOverall explanationActive listening is a skill that can be acquired and developed through practice. Instead of passively receiving the speaker’s message, active listening entails paying close attention to what is being said. Active listening involves allowing others to completely express their ideas without interrupting them, asking questions to get a clear understanding of the situation as well as the conveyed ideas, focusing on what is being said by maintaining comfortable eye contact, remaining open-minded about others’ opinions, employing paraphrasing skills and feedback, and keeping an eye on non-verbal signs such as the body language and facial expressions of the speaker.

Answer 159

Correct answer5 WhysInternal Rate of ReturnScoring modelDiscounted cash flowOverall explanationThe Five whys is not a benefit measurement method; it’s rather an iterative interrogative technique used to investigate the cause-and-effect relationships in order to resolve a particular problem. The most common Benefit Measurement Methods are the Cost-Benefit Ratio, Economic Model, Payback Period, Discounted Cash Flow, Net Present Value, Scoring Models, Internal Rate of Return, and Opportunity Cost.

Answer 160

Correct answerProject SponsorSenior ManagementProject ManagerProject stakeholdersOverall explanationProjects get authorized by someone external to the project such as the sponsor, PMO, or portfolio steering committee (PMBOK 6th edition, page 77). Unless the Project sponsor is part of Senior Management, the project charter should be signed by someone with the authority to assign project resources and name the project manager, i.e., the project sponsor. The project manager or stakeholders may under no circumstances sign the charter to authorize the project.

Answer 161

Absolute, direct, and indirectFormal, informal, and persuasiveFormal, reward, and directCorrect answerFormal, reward, and penaltyOverall explanationThe three types of legitimate power are formal power, reward power, and penalty power. 1) Formal or legitimate power stems from the project manager’s position. The assumption that a person has a formal right to make demands gives rise to this form of power. For instance, a CFO holds legitimate authority over an intern who works for them because they are higher in the organizational hierarchy. 2) Reward power comes from giving rewards and it is attached to the formal authority of the project manager. This type of power originates from the ability to compensate another person as it is known that rewards are desirable, and team members tend to show their support since they think that they will be rewarded if they perform well. Non-monetary rewards such as recognition, training recommendations, or valuable assignments are also common. Criteria for reward should be fair, transparent, and possible for all. 3) Penalty or coercive power is the ability to penalize team members. The project manager gains support because they are capable of directly or indirectly subjecting their personnel to penalties. Penalty power is usually derived from the same sources as reward power, with one being a necessary condition for the other. Other forms of power include Expert power, Referent power, etc.

Answer 162

Fixed Price Incentive Fee (FPIF)Cost Plus Award Fee (CPAF)Correct answerTime & Materials (T&M)Firm Fixed Price (FFP)Overall explanationWhen you need to hire technical experts, you should use a Time & Materials contract. A T&M contract is a hybrid of fixed price and cost-reimbursable contracts. This type of contract is suitable for projects with no precise scope of work, or when it’s hard to determine the required duration and material to get the job done (PMBOK 7th edition, page 191).

Answer 163

BrainwritingCorrect selectionStakeholder cubeCorrect selectionDirection of influenceCorrect selectionSalience modelOverall explanationData representation techniques include the stakeholder cube, direction of influence, and salience model. The stakeholder cube adds a third analysis dimension to the impact/influence grid. The salience model is used to assess stakeholders' power, urgency, and legitimacy (PMBOK 7th edition, page 171). The direction of influence, on the other hand, is used to categorize and classify stakeholders on the basis of their influence on the project. Brainwriting is a brainstorming technique for stimulating creativity.

Answer 164

AdaptabilityRisk mitigationCorrect answerWorkaroundCorrective actionOverall explanationWhen an unidentified risk occurs, it is addressed through a workaround. A workaround is an unplanned risk response to deal with unexpected risks as well as passively accepted risks during project execution (i.e. when there is no predetermined risk response plan put in place).

Answer 165

Correct answerEstimating how much effort is needed to complete tasksEstimating how much work is left in the sprintTesting the project and identifying blockersMeasuring the sprint velocityOverall explanationPlanning poker is a card-based technique that is mostly used for estimating project activities. It is a consensus-based estimating technique (PMBOK 7th edition, page 58). It can be used with story points, ideal days, or any other estimation unit. The estimation is done using poker cards. Team members discuss the feature, asking the product owner any questions they might have. Then, privately, each team member picks out one card that presents their estimate. All cards should be then revealed at once. If all team members select the same value, it’s set as the final estimate. Otherwise, a discussion of the different opinions and estimates will take place again before re-estimating the feature or task again.

Answer 166

Correct answerPortfolio managerProgram managerProject managerProgram coordinatorOverall explanationIn portfolio management, a group of related or non-related programs and projects are managed in coordination (PMBOK 7th edition, page 244). Portfolio management is intended to reduce the gap between strategy and implementation by aligning projects to attain business objectives.

Answer 167

Paralingual communicationActive listeningCorrect selectionImplicit messageCorrect selectionNon-verbal communicationOverall explanationNon-verbal communication is used to convey implicit messages. It includes gestures, facial expressions, and paralinguistics such as voice tone or volume, body language, personal space, eye contact, touch, and appearance. These non-verbal signals can provide additional information and meaning to verbal communication. Paralingual communication is non-verbal, but it’s not the right answer because the product owner didn’t communicate any vocal messages. The scenario doesn’t describe active listening either, since the product owner is not interacting or paying attention to the demonstration.

Answer 168

Correct answerEncapsulate analysis, design, implementation, and test within an iterationInvolve documenting, estimating, and sequencing each planned activity in detailUse Gantt charts along with well-defined activities, responsibilities, and time framesMap the iteration backlog into a Work Breakdown Structure (WBS)Overall explanationThe iterative method is the heart of the Agile development process. Each iteration generates a piece of the product until the final product is fully completed and delivered.

Answer 169

Identifying technical issuesCorrect answerTracking project progressProject retrospectiveSprint planningOverall explanationThe burnup and burndown charts are created to identify the amount of workload achieved and how much remains to be completed (PMBOK 7th edition, page 188). In a burndown chart, the line goes downwards, while in a burnup chart, the line goes upwards, which in both cases illustrates the team’s progress. When burndown or burnup charts reveal issues related to sprint progress, which can be due to both technical or non-technical reasons, a self-organizing team should take corrective actions. In their next retrospective meeting, the team needs to reflect on what happened and how to better handle issues in the future.

Answer 170

2510Correct answer20Overall explanationAfter 20 days, the total cost of rent will be equal to the equipment’s price, i.e., $500 = 20 days x $25.

Answer 171

Business AcumenPower SkillsCorrect answerWorking MethodsWays of thinkingOverall explanationWorking Methods (also known as Ways of Working) are the skills that the project manager is developing through the training. The other two aspects of the PMI talent triangle are Power Skills and Business Acumen. Ways of Thinking is a made-up term.

Answer 172

Correct selectionScenario buildingCorrect selectionSimulationCorrect selectionTime series methodVariance analysisOverall explanationExamples of forecasting methods are time series, scenario building, and simulation, as well as regression analysis, expert opinion, and causal/econometric methods. Variance analysis is not a forecasting method. It is the quantitative measurement of the difference between planned and actual behavior.

Answer 173

PlanningCorrect answerNegotiatingFacilitatingDocumentingOverall explanationNegotiating is the most important skill for project managers to have when working with extremely limited budgets and resource allocations.

Answer 174

Confidential informationProprietary informationUnproven information and gossipCorrect answerDecision-making processesOverall explanationThe project manager must demonstrate transparency regarding their decision-making processes. Communication and reasoning about decisions concerning the project should be well-documented and accessible to everyone on the team. Transparency in project communication allows team members to see all aspects and decisions of a project that may affect or be of interest to them (PMBOK 7th edition, page 20).

Answer 175

No, the project manager should both deliver and decide as late as possibleNo, the project manager should both deliver and decide as fast as possibleNo, the project manager should deliver as late as possible but decide as fast as possibleCorrect answerYes, it is.Overall explanationLean principles entail delivering as fast as possible while making decisions as late as possible. Decisions should be based on as much information as can reasonably be gathered to keep all your options open until you must make a decision. There are seven guiding principles of lean practices: Eliminate waste, Amplify learning, Decide as late as possible, Deliver as fast as possible, Empower the team, Build integrity in, and See the whole. Reference: Effective Project Management Traditional, Agile, Extreme, Hybrid by Robert K. Wysocki, pages 360-361.

Answer 176

Due to cultural differences, the project manager should create a separate code of conduct for each nationality.The project manager may have to just accept that some team members may face some difficulties when working with colleagues of other nationalities.Correct answerThe project manager should take into consideration that spoken communication may give rise to certain misunderstandings that may not occur in written communications and that such misunderstandings are hard to identify.The project manager should keep in mind that certain groups won’t mind late-night meetings and video conferences.Overall explanationThe project manager should bear in mind that spoken communication can lead to misunderstandings that may not occur when using written communication. Intercultural communication commonly entails communicating in a foreign language. Fluently speaking a foreign language is not always enough to fully grasp it. In order to develop intercultural communication skills, comprehending both the language and its cultural context is required.

Answer 177

Skip inspection since he trusts that the supplier will deliver the filters according to his specificationsCorrect answerOrder more than 1000 filters to perform acceptance sampling on the batch surplusRequire the seller to provide a conformance certificate of the filter’s raw materialsConduct a 100% inspection upon delivery, then order another batch of 1000 filters if he’s satisfied with the qualityOverall explanationWhen conducting a 100% inspection is not possible, the project manager should opt for the sampling of a certain number from a batch (also known as a lot) of the items and perform an inspection on the sample. Since tested filters cannot be used for the project, the best course of action is to order more than the required items in order to perform the acceptance sampling.

Answer 178

Organization chartRACI matrixCommunications management planCorrect answerWork authorization systemOverall explanationA work authorization system is a set of formal documented procedures that establishes how project work will be authorized to ensure that work is done at the right time and in the correct sequence.

Answer 179

They should not intervene. Instead, they should allow the team enough time to get familiar with the project scopeThey should identify and assess potential risks caused by this divergence of opinion, then develop a plan to manage and respond to these risksCorrect answerThey should organize a meeting involving all team members to identify and resolve misunderstandings in order to avoid issues, disintegration, and rework.They should talk to each team member separately to explain the project requirementsOverall explanationThe best course of action in this case is to use problem-solving or collaboration techniques to resolve this issue. Therefore, in order to avoid any future problems, disintegration, or rework, organizing meetings is the best option to identify and resolve misunderstandings among team members. The withdrawal technique should not be used in critical conflicts related to project work and deliverables, like in this scenario. Planning risks is supposed to take place in the planning phase. But, since the project is in the execution phase, the project manager needs to follow the established plan and resolve any occurring risks, pre-identified or not. A change request can be issued to manage an impactful risk. The best communication method is interactive face-to-face communication, that’s why talking to each team member individually isn’t as effective as gathering all team members in one meeting so they can interact with each other.

Answer 180

Correct selectionLessons learned databases are an important element of the organizational process assetsLessons learned meetings focus on identifying individuals accountable for failures and errorsCorrect selectionLessons learned meetings include recommendations for future performance improvementsCorrect selectionPhase-end lessons learned workshops represent a good team-building exercise for project membersOverall explanationLessons learned sessions are performed for the purpose of learning from mistakes in order to avoid repeating them in the future. They also serve as an opportunity to identify and establish best practices and build trust with stakeholders and team members. Lessons learned meetings should not be used to hold others accountable for mistakes made during the project (PMBOK 7th edition, page 180).

Answer 181

To document the projectCorrect answerTo formally authorize the project and document its initial requirementsTo be used as a reference during the project kick-off meetingTo set up the project code of conductOverall explanationA project charter is used to formally authorize both the project manager to start the project, as well as document the project’s objectives and its high-level scope. It also defines the responsibilities and roles of all involved parties in the project (PMBOK 7th edition, page 184).

Answer 182

Sample SelectionControl ChartsCorrect answerStatistical SamplingPareto DiagramOverall explanationStatistical Sampling is a technique that involves testing a small sample of a product in order to make a prediction about the total production. Other statistical sampling methods include systematic sampling, cluster sampling, stratified sampling, and judgmental sampling.

Answer 183

You interview all the vendors and make your decision based on these interviewsYou negotiate with all the vendors and engage the one who offers the best priceCorrect answerYou only consider vendors with more than $10,000 in revenue in the last financial yearYou engage the vendor who responds first to your announcementOverall explanationA screening system is the process of short-listing vendors based on predefined criteria, such as price, technical capabilities, financial capacity, available resources, etc. When certain criteria are more important than others, the criteria should be weighted. Choosing the vendor that responds first to your announcement means you are just selecting and not short-listing vendors. When you only select the first ten vendors who respond to your announcement, it is considered a screening system. Such a selection, however, is neither rational nor reliable since it won’t allow you to short-list the best, most qualified vendors.

Answer 184

$819$810$900Correct answer$1,000Overall explanationEstimate At Completion (EAC) is calculated by dividing the Budget At Completion (BAC) by the Cost Performance Index (CPI) (PMBOK 7th edition, page 104). In this example, EAC = (BAC / CPI) = $900 / 0.9 = $1,000. Alternatively, you can figure out the right answer without doing any calculations; Since the CPI is less than 1, the project is over budget. So, you need to choose the estimated cost at completion that is bigger than $900, which is option D: $1,000.

Answer 185

Correct answerProposalsMake-or-buy decisionsBuyer responsesPre-bid conferencesOverall explanationBids, tenders, quotes, and proposals intersect with each other. Bids or tenders are used when the project is large and the scope of work is clear. Quotes, however, are mainly used to provide the price of particular products or services.

Answer 186

Cost to vary while scope and time are fixedCost and time to vary while the scope is fixedScope and time to vary while the cost is fixedCorrect answerScope to vary while cost and time are fixedOverall explanationUnlike predictive approaches, projects that follow adaptive approaches have fixed resources and schedules and flexible scope. While the scope might change in agile projects, teams commit to fixed work iterations known as sprints, when implementing a scrum framework.

Answer 187

The project will lose moneyThe project will break evenCorrect answerThe project is profitableWe can’t know until the ROI is calculatedOverall explanationThe larger the Net Present Value (NPV), the more profitable the project will be for the organization. A positive NPV indicates that the investment is worthwhile.

Answer 188

Participative leadershipAutocratic leadershipTransformational leadershipCorrect answerServant leadershipOverall explanationAgile project managers generally follow the servant leadership style, which consists in leading through serving the team. Servant leadership focuses on capturing and addressing the needs of team members in order to achieve good team performance (PMBOK 7th edition, page 17). Participative leadership, aka democratic leadership, involves soliciting team members’ input while decision-making rests on the participative leader. Autocratic leadership is when the leader makes all decisions on their own. Transformational leadership is when the leader motivates their team and enhances their productivity through high visibility and communication.

Answer 189

Correct answerLaissez-faireDemocraticAutocraticDirectiveOverall explanationThe “laissez-faire” style has a hands-off approach to management, putting employees in charge of decision-making. This leadership style offers people autonomy as a motivator instead of rewards. Laissez-faire works successfully when applied to a skilled and talented team. It is not enough for leaders to get the smartest people on board; they must also be able to pick those who can work effectively with others. Autocratic leadership, aka directive leadership, is when the leader takes all decisions by themselves. Democratic or participative leadership involves soliciting team members’ input while the leader retains the ultimate decision-making authority.

Answer 190

One portfolio at a timeBased on the size of human resources allocated to portfolio managementEach portfolio manager should handle one portfolio at a timeCorrect answerAs many as the organization can handleOverall explanationThere is no limit to the number of portfolios that an organization can manage concurrently. Portfolios should be established as long as there is a need to cluster projects and programs to achieve strategic objectives.

Answer 191

Planning skills to identify resource requirementsCorrect answerInterpersonal skills to convince her manager of her need for additional resourcesInterviewing skills to hire the required resourcesTechnical skills to respond to the risk associated with adding more resourcesOverall explanationTrying to convince upper management requires the use of interpersonal skills, which are often needed when acquiring resources. The project manager may lack planning skills since she didn’t identify the resource requirement from the beginning, but this situation does not tackle this aspect or the need to respond to the risk associated with adding more resources. In case the manager accepts her request, the project manager may not need to go through the hiring process if resources are already available within the organization.

Answer 192

Organizational policiesCorrect answerHistorical dataConstraintsTeam members recollectionOverall explanationHistorical data is the most useful when it comes to validating project assumptions. Constraints can’t help the project team confirm an assumption. Organizational rules help establish the project parameters rather than validate assumptions. Team members' recollections or memories are not reliable since they’re not recorded. The team can use past experiences, documentation, proof, feedback, and any previously completed projects or project work as historical data to verify if a particular assumption is correct or realistic.

Answer 193

Explicit knowledgeCorrect answerTacit knowledgeTangible knowledgeFormal knowledgeOverall explanationTacit knowledge, aka implicit knowledge, is the type of knowledge that can’t be transferred to another person by means of writing or verbalizing. Examples of tacit knowledge include insights, beliefs, experience, and know-how. The opposite of tacit knowledge is explicit, formal, or codified knowledge (PMBOK 7th edition, page 70).

Answer 194

Acquire a skillful teamCorrect answerLearn about the organization’s cultureGet to know the organization’s executive managersGet to know the organization’s project managersOverall explanationWhen joining a new organization, it is very important that the project manager grasps the organization’s culture. Although talking to executive managers and project managers may help in this matter, understanding the culture, i.e., how the organization operates, its policies, and its appetite for risk, among other things should be the project manager’s first priority when joining a new organization.

Answer 195

SmoothingCompromisingForcingCorrect answerWithdrawalOverall explanationIn the described scenario, Sam had to concede his position to maintain harmony during the meeting. This conflict resolution technique is referred to as withdrawal or avoidance, which results in a lose-leave situation (PMBOK 7th edition, page 169). The project manager, on the other hand, used the smoothing or accommodating technique, which leads to a yield-lose situation by de-emphasizing differences.

Answer 196

ScrumfalleXtreme ProgrammingDynamic Systems Development MethodCorrect answerScrumbanOverall explanationScrumban is a hybrid framework that combines Kanban with Scrum. Work is organized in sprints, denoting the use of Scrum. Using a board to display and monitor work progress, on the other hand, indicates the use of Kanban.

Answer 197

Correct answerReview meetingStandup meetingRetrospective meetingDeliverables meetingOverall explanationAt the end of each iteration, the project manager and the project team should demonstrate a potentially shippable product increment to the concerned stakeholders along with the Product Owner to get their feedback. This occurs during an Iteration Review Meeting. The product owner and stakeholders use this meeting to evaluate the product and release backlog priorities (PMBOK 7th edition, page 180).

Answer 198

Correct answerThe project scope was not clearly definedThe project should have been divided into subprojectsThe project team didn’t protect the scope from changesThe project should have been halted after 6 monthsOverall explanationThe project took more time than it should have most likely because the project scope was not clearly defined. There is no indication in the described situation that the project should have been broken down into smaller sub-projects. The project team doesn't usually have the power to approve or disapprove change requests. Changes conducted on the project scope fall under the Change Control Board's (CCB) responsibility. The fact that the project has exceeded its allocated time means that the sponsor is still supporting the project, therefore the project should not be halted.

Answer 199

Correct answerHistogramQuality ChecklistsScatter DiagramFlowchartOverall explanationA histogram is a vertical bar chart showing how often a particular variable state occurs (PMBOK 7th edition, page 189). A histogram basically represents data by breaking it down into different categories to help you make informed decisions. Each column represents an attribute or a characteristic of the problem/situation.

Answer 200

Source selection criteriaSupplier bidCorrect answerAgreementProject charterOverall explanationIncluding an alternative dispute resolution clause in a procurement agreement, as well as a termination clause, is a common practice. The dispute resolution process is a resort for the contracting parties to settle disputes and save the time and cost of going to court.

Answer 201

Identified & passively accepted risksCorrect answerUnidentified & passively accepted risksIdentified & actively accepted risksUnidentified & actively accepted risksOverall explanationA workaround is created to deal with unidentified & passively accepted risks once they occur. Workarounds are responses to problems that arise over the course of a project but were never identified. A workaround is not a planned response because the issues being addressed were not anticipated ahead of time.

Answer 202

Incremental delivery contractCorrect answerTime and materials contractTarget cost contractEarly termination contractOverall explanationAn Agile Time and Materials contract allows the buyer to terminate the contract at any time during the project if they are dissatisfied with the outcome. It is the simplest among agile contracts: The supplier is paid for the time spent delivering a service or creating a product as well as for the used materials in the process. On the other hand, an Incremental Delivery Contract allows the buyer to review contract terms at designated points of its duration; iterations, releases, monthly, quarterly, etc. This means that this type of contract can’t be terminated mid-sprint for instance. An Early Termination Contract, aka Money for Nothing, allows the buyer to terminate the contract at the end of any sprint. But, they need to pay the supplier a percentage of the remaining contract value in order to be able to proceed with early termination. Finally, the Target Cost Contract is based on two values: the “target” cost and the “cap”. The target cost is lower than the cap, which represents the maximum sum a buyer can pay. If the project cost ends up being lower than the target cost, the saved amount is shared between both parties. However, if the project cost is higher than the target cost, extra costs are shared between the two parties, but only up to the cap. However, if the project cost is higher than the cap, the supplier solely supports all charges and the contract serves the same way as a fixed price contract.

Answer 203

Constant IntegrationConsecutive IntegrationConsistent IntegrationCorrect answerContinuous Integration Overall explanationContinuous Integration dictates that all changes to the application source code base be frequently tested and integrated to reduce risks, improve quality, and establish a quick, reliable, and sustainable development pace. All of the other options are made-up terms.

Answer 204

FixedCorrect answerSunkIndirectOpportunityOverall explanationSunk Cost is any investment of resources, money, or time that cannot be recovered. In this situation, the $130,000 amount is not recoverable, i.e., sunk cost.

Answer 205

It will be automatically moved to the next sprint backlogIt will be deleted from the product backlog and from the projectCorrect answerIt will be updated to address the reasons why it was rejectedIt will be moved back to the product backlog for reprioritizationOverall explanationThe right step consists in understanding why the feature was not accepted in the first place, then moving on to making the required updates. After that, the feature can be moved back to the backlog for reprioritization. Deleting the user story is not a rational choice since the feature has already been developed, which implies that it brings added value to the product.

Answer 206

Correct answerBehind schedule & under budgetAhead of schedule & under budgetBehind schedule & over budgetAhead of schedule & over budgetOverall explanationThe project is behind schedule and under budget. You can calculate the Schedule Performance Index (SPI) by dividing Earned Value (EV) by Planned Value (PV): SPI = EV / PV. If SPI > 1, then the project is ahead of schedule. If SPI < 1, then the project is behind schedule. The Cost Performance Index (CPI) is calculated by dividing Earned Value (EV) by Actual Cost (AC): CPI = EV / AC. If the CPI is > 1, then the project is under budget. If it is < 1, then the project is over budget.

Answer 207

The project manager should always smooth conflicts since they distract the team and hinder work progressThe project manager should address conflicts in open meetings so that the entire team can contribute to finding a solutionCorrect answerThe project manager should address conflicts proactively and privately, using collaborative and direct approachesThe project manager should be firm and use their coercive power to quickly resolve conflictsOverall explanationConflicts should be addressed as early as possible using collaborative and direct approaches. It’s also recommended that interpersonal conflicts be handled privately among concerned team members rather than in open meetings. Technical conflicts, on the other hand, should be discussed in open meetings so that the entire team can participate in finding a solution. When disruptive conflicts persist, you should resort to formal procedures, including but not limited to disciplinary actions.

Answer 208

45Correct answer1020Overall explanationThe following formula is used to calculate the number of communication channels: Number of potential communication channels = n x (n - 1) / 2. In this case: 5 x (5 - 1) / 2 = 10.

Answer 209

Access to more skilled resourcesLess travel and relocation expensesCorrect answerUtilization of a war roomReduction of time spent commutingOverall explanationA War room, aka situation room, or command center, is a space where people come together to address issues through enhanced workflows and clear communication. Since it’s a physical space, a war room can’t be one of the advantages of acquiring a remote team. On the other hand, having access to more skilled resources, reducing commute time, and having less travel and relocation expenses are all among the many advantages of employing remote resources.

Answer 210

Correct answerBuying insuranceAccepting a lower profit in case of cost overrunAsking the sponsor to deal with the riskEliminating the risk through beta testingOverall explanationRisk transfer involves transmitting future risks from one party to another. A common example of risk transfer is purchasing insurance where the risk of a person or an organization is transferred to the insurance company. Asking the sponsor to deal with the risk is an escalation rather than a risk transfer. Other risk response strategies include avoiding, mitigating, or accepting the risk (PMBOK 7th edition, page 123).

Answer 211

Transactional leadershipServant leadershipCorrect answerLaissez-faire leadershipInteractional leadershipOverall explanationLaissez-faire is a French term that means “allow to act/do”. A laissez-faire leadership style is ideal for a highly skilled team since it’s characterized by a hands-off approach. Leaders provide all necessary training and support for their employees to enable them to make their own decisions. Project managers opting for this leadership style are comfortable with mistakes, despite the fact that they’re the ones held accountable. This leadership approach necessitates a high level of trust.

Answer 212

Critical path activitySchedule variancesCorrect answerAssumptionConstraintOverall explanationThe previous project manager made the assumption that the project would not experience any procurement delays. The described situation is not a constraint. Plus, there isn’t enough information to determine whether the scenario involves a schedule variance or a critical path activity.

Answer 213

Welcome the stakeholder’s request and add the user story to the sprint backlogAdd the user story to the product backlog and schedule it for the next sprint to protect the team from disruptionsCorrect answerAdd the user story to the product backlog and let the product owner decide its priorityRefuse to create the user story since it’s the product owner’s responsibility to maintain and refine the product backlogOverall explanationThe project manager should add the user story to the product backlog and let the product owner decide its priority. When a new requirement is received, it should be added to the product backlog (not the sprint backlog) and then prioritized by the product owner in order to be implemented. It is the responsibility of the product owner to maintain and refine the product backlog. This being said, a request can be made by any stakeholder and a user story can be created by anyone involved in the project and not just the product owner.

Answer 214

BufferCorrect selectionFloatIndependent activityCorrect selectionSlackOverall explanationFloat or slack is the amount of time that a task can be delayed without affecting the deadlines of other subsequent tasks or the final delivery date of the project. Float is known as “free float”, while slack is called “total float”. The terms "slack" and "float" are often used interchangeably when a project is scheduled using the Critical Path Method. However, the difference between slack and float is that slack is associated with inactivity, whereas float is associated with activity. Slack time permits an activity to start later than anticipated, while float time allows an activity to take longer than it was initially planned.

Answer 215

Correct answerThe team size ranges from three to nine membersAll of the team members have a technical backgroundAll of the team members are I-shapedAll of the team members are dependent on the Scrum masterOverall explanationThe typical size of an agile team ranges from three to nine members. Agile teams should be multidisciplinary (not necessarily have a technical background) and self-organizing (not dependent on the scrum master). Successful agile teams are made up of generalizing specialists/T-shaped members who have deep knowledge in one area and a broad ability in other areas. I-shaped, on the other hand, refers to a person with a profound knowledge of one area but has no interest or skill in other areas (Agile Practice Guide, page 42).

Answer 216

Project A has a BCR of 6:3Project B has a BCR of 6:2Correct selectionProject C has a BCR of 8:2Project D has a BCR of 3:1Overall explanationA Benefit-Cost Ratio (BCR) is used in the cost-benefit analysis to determine the relationship between the eventual costs and benefits of a project. The project is expected to have a positive net present value if its BCR is greater than 1 (PMBOK 7th edition, page 102). When selecting a project based on the Benefit-Cost Ratio, you should always select the project with the highest BCR. Project C has a BCR of 8:2 = 8 / 2 = 4 which is the highest among all of the options.

Answer 217

Correct answer1824.53113Overall explanationVelocity is a measure of the amount of fully completed work in a sprint. Partially done tasks should not be counted. In this case, velocity = 3 + 5 + 8 + 2 = 18 points.

Answer 218

Fishbone DiagramCorrect answerPareto ChartPERT ChartFlowchartOverall explanationA Pareto Chart is a vertical bar chart that ranks defects in descending order according to their frequency of occurrence. The Pareto Chart helps the project team focus on the causes that create the highest number of defects. Pareto’s Principle, aka Pareto’s Law, states that a limited number of causes usually produce the majority of defects or problems, which is referred to as the “80/20 principle” or “80/20 rule”. PERT is not a chart; it’s an estimation technique that uses a “weighted” average estimate rather than a simple average ((Optimistic + 4 * Mean +Pessimistic) / 6).

Answer 219

Organizational Process Assets (OPAs)Correct answerEnterprise Environmental Factors (EEFs)ThreatsRisksOverall explanationThe 5% limit represents stakeholders’ tolerance, which is an enterprise environmental factor. These factors determine how a project manager leads a project. So, it is important for the project manager to have a good understanding of the EEFs that could affect their project.

Answer 220

Correct answerA discussion between the product owner, the scrum master, and the cross-functional teamA discussion between the cross-functional team members onlyA discussion between the product owner and the scrum masterA discussion between the scrum master and the cross-functional team membersOverall explanationIn the Scrum framework, the sprint planning meeting should include the scrum master, product owner, and the whole scrum team. When needed, other stakeholders can be invited by the team to attend this meeting. During the sprint planning meeting, the product owner identifies the features with the highest priority. The team asks questions to get the necessary understanding to be able to turn high-level user stories into more detailed tasks.

Answer 221

Correct answerRefuse to give a bribeGive the smallest amount of money possibleNegotiate a non-monetary bribeAsk the team member to give the bribe on their behalfOverall explanationRegardless of what may happen, the project manager should not offer a bribe. Instead, they should find a way to resolve the problem through legal procedures. According to the PMI Code of ethics, the project manager should steer away from any illegal activity such as corruption, theft, embezzlement, fraud, or bribery.

Answer 222

Disregard low-power stakeholdersOnly engage the high-interest stakeholdersCorrect answerAnalyze all stakeholders in order to prioritize engagementReport the issue to the project sponsorOverall explanationAs a project manager, you cannot leave out or disregard any stakeholders. Ignoring any of the project stakeholders can be very costly and can dramatically impact the project. You should identify all project stakeholders, regardless of their number, then analyze each one of them in order to prioritize the engagement. (The PMBOK Guide 7th Edition, page 12). Stakeholder engagement falls under the project manager’s responsibilities, and should not be delegated to the sponsor.

Answer 223

At the beginning of every iterationCorrect answerAt the end of every iterationAt the end of the projectAt the start of the projectOverall explanationIteration review meetings take place at the end of each iteration to allow the project team to obtain feedback from the product owner and concerned stakeholders on a regular basis.

Answer 224

Correct answerCheck sheetCheat sheetChecklistSurveyOverall explanationCheck sheets, aka tally sheets, are used to gather facts in order to facilitate the collection of more data concerning a potential quality issue (PMBOK 7th edition, page 175). A checklist, on the other hand, is used to verify whether a set of required steps has been performed or not.

Answer 225

The use of technical means of communication that focus on transferring spoken and written language.Communication is preferred to avoid missing out on a great part of additional information.Correct answerA conveyed message has little meaning without a full understanding of the surrounding context.There is no need for history or personal opinions to understand a message.Overall explanationCommunication in a high-context culture mainly focuses on the tone, meaning, and underlying context of the message. In high-context cultures, what is said does not convey all the meaning. The context and the background of the speaker, as well as other factors are important to fully understand the message.

Answer 226

Identifying risk triggers, then performing a quantitative analysis of risks that have no triggersCorrect answerUsing qualitative risk analysis to qualify and prioritize risks for the quantitative risk analysisConducting a qualitative assessment of each risk’s probability, then perform a quantitative analysis of risks with a high probabilityConducting a qualitative assessment of the potential impact of each risk, then perform a quantitative analysis of risks with a high impactOverall explanationQualitative Risk Analysis is the process of assessing a risk’s occurrence probability and impact. This method helps to focus efforts on only high-priority risks by laying the foundation to perform a Quantitative Risk Analysis.

Answer 227

NowCorrect answerNever18 months12 monthsOverall explanationA company that truly understands Agile knows that tailoring its processes is a continuous task. Projects are undertaken to create a unique service, product, or result which means that every project is unique. This is where process tailoring steps in. Process tailoring addresses the fact that project management processes are not “one size fits all”. Every project has its own process needs and based on that, the project team needs to conduct the needed adjustments to their processes. This can include adding, removing, or revising processes.

Answer 228

Correct answerForecasted velocityActual velocityTerminal velocityCycle velocityOverall explanationFor the first iteration of a new agile project, the scrum master can use forecasted velocity since there is no available historical data to help them estimate their team’s velocity. After completing the first sprint, the scrum master will be able to use actual velocity instead of the forecasted one. After a few sprints, they can calculate the team’s average velocity to determine the velocity range. Both 'Terminal velocity' and 'Cycle velocity' are not terms associated with managing an agile project.

Answer 229

Add more tasks for the team so they can deliver more valueCorrect answerLet the team do their work and respond to any questions they might haveProtect the team from interruptions and facilitate discussionsMonitor the sprint progress and extend its duration if the team cannot complete the assigned work on timeOverall explanationThe product owner should let the team do their work and answer any questions they might have during the sprint. The product owner should not add more tasks. Facilitating and protecting the team from interruptions are among the scrum master’s responsibilities. Plus, the sprint duration is determined at the beginning of the project and typically does not change. Furthermore, any work items that cannot be completed by the team during the sprint should be put back in the backlog and rescheduled for the upcoming sprints.

Answer 230

Cost of regulationsCost of QualityCorrect answerCost of conformanceCost of nonconformanceOverall explanationTraining costs fall under the cost of conformance to quality. The cost of quality is too generic as an answer since it comprises both the Cost of Conformance and the Cost of non-conformance. The cost of nonconformance involves the cost of internal and external failure costs, which is not the case here. The described scenario does not mention that the training was conducted to comply with certain regulations.

Answer 231

Verify whether the developer is a shared resource with another projectGive the developer a formal warning via email so they can work on improving their work qualityCorrect answerMeet with the developer in person and offer support if neededEscalate the issue to the developer's line manager and ask them to immediately address the issueOverall explanationThe project manager needs to understand the reason for recurrently missed deadlines in order to provide appropriate support. As the project manager, they should meet the team member to inquire about what’s going on with them and listen attentively. To address such issues, you should start out by simply naming the problem and asking for the team member’s perspective. You might learn that deadlines weren’t as clear as you thought, or that there is something blocking their work progress. Talk about the impact of missed deadlines; The idea here is to demonstrate that these aren’t simply arbitrary deadlines as they have real-world consequences. You should clearly state your expectations for what needs to change in the future. Finally, discuss the next specific steps they’ll take to solve the problem – ideally, something they'll come up with on their own, but if they’re struggling, you can be fairly direct about what you’d like them to try.

Answer 232

Providing the overall strategic directionControlling the project budgetDefining user stories and prioritizing the backlogCorrect answerEnsuring that the team delivers the project according to the defined requirementsOverall explanationIn Agile, a project manager (also known as scrum master, project team lead, or team coach) is responsible for removing impediments and ensuring that the cross-functional team performs and delivers the product as initially defined by the product owner (PMBOK 7th edition, page 73 & Agile Practice Guide, pages 40-41).

Answer 233

Let the discussion continue since it’s very importantCorrect answerTime-box the conversation and suggest that team members carry on with this subject after the standup meetingFacilitate the conversation and invite the rest of the team to weigh inContribute to the discussion and share their own opinion on the matterOverall explanationThe daily scrum is not an event for problem-solving activities. However, the team can address any problem after the standup meeting with a small group of interested members (Essential Scrum by Rubin, Kenneth S, page 24). For the daily standup to be effective, the Scrum Master or the project manager must keep the attendees' attention on the core agenda and time-box any side conversations which can always be carried out later, after the daily standup.

Answer 234

A story that refers to the ideal user for your projectA day in the end-user lifeCorrect answerA small, granular unit of work that brings added value to the customerA collection of all the requirements that the customer wants in a projectOverall explanationA user story is a brief description of deliverable value for a specific user (PMBOK 7th edition, page 192). A user story is not a narrative story about users; it is a small, granular work unit.

Answer 235

Correct answerThe user story doesn’t meet the Definition of ReadyThe user story doesn’t meet the Definition of DoneThe user story involves an unachievable stakeholder requirementThe user story might result in a waste of time and effortOverall explanationThe team member tried to push out the user story because it doesn’t meet the Definition of Ready (DoR); the user story is not ready for implementation as it does not describe how to define rewards according to each employee’s role or position within the organization. The Definition of Ready (DoR) represents a checklist of all the criteria that must be met before a user story can be considered ready to be included in the sprint for execution (Agile Practice Guide, page 151).

Answer 236

Soft logicPreferential logicCorrect answerExternal dependencyDiscretionary dependencyOverall explanationExternal dependency is the relationship between project activities and external activities that are not related to the project. Even though it’s beyond the project team’s control, such a dependency should be reflected in the project schedule. On the other hand, discretionary dependencies, also referred to as soft logic, preferred logic, or preferential logic, are not mandatory (PMBOK 7th edition, page 60).

Answer 237

Submit a change request to assist with the signs’ installationDo a favor for the installation company and help them outCreate a new separate project charter for the signs installation support to make it clear that it’s not part of the initial projectCorrect answerDo nothing since the project scope has been officially fulfilled and approved by the clientOverall explanationSince they completed their project, which clearly consists of only designing, producing, and delivering the sign, and after getting the client’s official approval of the project's deliverables, the project manager's mission is done. They’re not part of the signs installation process therefore no further steps are required. The signs production project is completed therefore submitting a change request doesn’t make sense. A company is already assigned to install the signs so there is no need to create a new project charter.

Answer 238

One of the values is the same as the lower control limitCorrect selectionOne of the values is out of the control limitCorrect selectionSeven consecutive values are between the mean and the upper control limitTwo consecutive values are the sameOverall explanationIn the described scenario, the first seven consecutive values are found on either side of the mean. This is an example of the rule of seven, therefore the project manager should identify its cause. Moreover, the second to last request took 104ms, which is below the 200ms lower control limit, so the API response time is out of control.

Answer 239

Project ManagerDevelopment TeamScrum MasterCorrect answerProduct OwnerOverall explanationIn agile, the product owner should be in charge of managing the product roadmap since they are responsible for the product’s success. The Product Owner’s primary responsibility is to represent the business, which involves the creation and maintenance of the Product Vision and Roadmap, as well as the Product Backlog.

Answer 240

Iteration kickoff meetingIteration planning meetingCorrect answerIteration review meetingIteration retrospective meetingOverall explanationThe project team is expected to deliver shippable product features by the end of each iteration. During the Iteration Review meeting, the project team demonstrates their work to the product owner and concerned stakeholders, in order to get feedback and approval (PMBOK 7th edition, page 179).

Answer 241

Low quality is acceptable, but a low grade is notCorrect answerA low grade is acceptable, but a low quality is notLow grade and low quality are both unacceptableQuality and grade are the sameOverall explanationGrade refers to a category or rank given to entities having the same functional use but different technical characteristics. A product can be of a high-grade (high-end) or low-grade (low-end). A low-grade product is perfectly acceptable, as long as it fulfills requirements. On the other hand, a low-quality product is always a problem and is never acceptable. Every produced item must have high quality regardless of its grade; no one wants a low-quality product. Example: You buy a basic model (low-grade) cell phone with no advanced features, but it works well. Thus, we’re talking about a high-quality product. Although it is low-grade, it keeps you satisfied (PMBOK 7th edition, page 241).

Answer 242

EsteemCorrect answerPhysiologicalSocialSafetyOverall explanationPhysiological needs are at the lowest level of Maslow's hierarchy triangle. Water, food, sleep, shelter, etc. are all vital, basic physiological human needs. Maslow considers this level the most important as all the other needs become secondary until these needs are met.

Answer 243

There are no sellers in the market, so the project manager needs to build the product internallyThere is only one qualified seller in the marketCorrect answerThere are only a few sellers in the market and the actions of one seller impact the othersThe company policy allows the project manager to contractually engage with only one sellerOverall explanationWhen there are only a few sellers in the market, any action taken by one of them has an impact on the others, hence the term oligopoly. However, when there is only one seller who dominates the market, it’s called a monopoly.

Answer 244

Nothing since the company doesn’t require the archiving of performed projectsCorrect answerArchive the project documents himselfDiscard it since it represents a liabilityAsk the client to keep the project’s archiveOverall explanationEven if there is no official archiving procedure in place, the company should still organize, index, and keep the data related to completed projects. Project records should be kept for future use, therefore they should not be discarded by the project manager. The client should not have access to the project archive since it might contain private confidential data.

Answer 245

Call for a meeting with the CCB to review the changeCorrect answerUpdate the time, cost, and scope baselines to reflect the changePerform a change risk assessmentUpdate the change control system to reflect the changeOverall explanationAs soon as a change gets approved, the project manager must update the time, cost, and scope baselines to reflect the impact of the change on all project aspects. A change control system represents a description of the way changes to the project scope should be managed. Actual changes are not part of the change control system. Each change gets through review as well as risk assessment by the Change Control Board (CCB) before getting approved or rejected.

Answer 246

Correct answerThe sprint velocityThe sprint backlog itemsThe average velocityThe forecasting velocityOverall explanationVelocity is the measurement of how much work is completed in each sprint. It is calculated by adding up the sizes of the completed items by the end of the sprint (Essential Scrum by Rubin, Kenneth S, page 119). The sprint backlog is a list of product backlog items pulled into a sprint, which may not be completed by the end of the sprint. Average velocity represents the average velocity of all the previous sprints. The forecasting velocity is used when the team is new to the Agile approach and has no historical data.

Answer 247

Correct answerFive WhysKanoMoSCoWFour WhysOverall explanationThe 5 Whys technique is a simple and effective problem-solving tool. Its primary goal is to determine the precise source of a given problem by asking a sequence of “Why” questions. One of the main factors for the successful implementation of the technique is to make an informed decision based on an insightful understanding of what is happening. Kano and MoSCow are agile prioritization techniques. The “Four Whys” is a made-up term.

Answer 248

The icon size should be increased by 20% as per the recommendation of the majority of the cross-functional teamThe icon size should be increased by 10% as per the recommendation of the Scrum masterCorrect answerThe icon size should not be increased since the product owner was pleased with the resultThe icon size should not be increased since the senior graphic designer is the one qualified to take decisions when it comes to designOverall explanationThe product owner is the one responsible for accepting or rejecting the demonstrated product increment during the iteration review meeting. This means that the icon size should not be increased since the product owner didn’t ask for any modifications. The cross-functional team, including the senior graphic designer, as well as the scrum master, does not have the authority to decide whether a product increment or feature is complete or requires further development.

Answer 249

CollaboratingCorrect answerConfrontingNormingForcingOverall explanationThe two team members used confronting as a conflict resolution technique, which is also known as problem-solving. This technique is used when conflicting parties focus on finding the best solution while having confidence in each other’s judgment and ability to solve the issue (PMBOK 7th edition, page 168). This is not “collaborating” since the scenario did not involve different points of view and perspectives on how the issue should be addressed. It’s not “forcing” either since the second member accepted the first member’s suggestion without being forced to do so. Norming is not a conflict-resolution technique, it is a team development stage according to the Tuckman Ladder model.

Answer 250

The change control systemThe procurement management planCorrect answerThe contractThe scopeOverall explanationThe contract comprises all of the other mentioned documents. Any changes to any of the predetermined contract terms between the subcontractor and the project manager, including the defined scope of work, should be addressed in the contract. The scope only reflects the change in the workload but it does not address how this change will impact other aspects (Fee increase, change of completion date, etc.). The procurement management plan is used to define the process of what, when, and how to acquire material or services from third parties. Yet, it doesn’t define the contractual engagement with each of them. The change control system doesn’t also define the relationship between the vendor and the project.

Answer 251

Precision and accuracy are mutually exclusiveAccuracy measures exactness while precision measures correctnessCorrect answerAccuracy measures correctness while precision measures exactnessPrecision and accuracy are actually the sameOverall explanationAccuracy describes how close a measurement is to an accepted value. Precision describes the statistical variability of produced measurement (it can be far off the accepted value) (PMBOK 7th edition, page 55).

Answer 252

Slanted lineCorrect answerS curveZ curveIntegral curveOverall explanationS-Curves visualize the evolution of a project cost over a period of time. The name is derived from the S-shape that data usually form, with low costs at the project’s start and end, and increasingly elevated costs mid-project.

Answer 253

Correct answerBuild focus groups involving concerned stakeholders to discuss and resolve conflicting interests.Create a document explaining their personal point of view and ask conflicting stakeholders to review it.Give each stakeholder the opportunity to write a statement of work, and then merge all documents to create the project scope statement.Use their authorization and position as the project manager to decide which requirements should be prioritized.Overall explanationFocus groups bring together stakeholders and subject matter experts to interactively discuss and learn about their expectations and attitudes towards a proposed service, product, or result (PMBOK 7th edition, page 15).

Answer 254

Active risk mitigationPassive risk acceptancePassive risk avoidanceCorrect answerActive risk acceptanceOverall explanationRisk acceptance implies recognizing the existence of a threat, without taking any practical action (PMBOK 7th edition, page 248). Acceptance can be either passive or active. Establishing a contingency reserve to handle the threat if it does occur, is considered an active acceptance strategy. Passive acceptance, however, involves no proactive action apart from periodically reviewing the threat status to make sure it’s not changing signiﬁcantly.

Answer 255

Collect lessons learned and close the projectNothing, the legal team should take care of defining warranty clausesCorrect answerEnsure that warranty clauses are aligned with the final product specificationsVerify that there is sufficient budget to grant the two-year warrantyOverall explanationAny changes made to the product can impact warranty clauses Therefore, the project manager should ensure that the clauses line up with the final specifications. The project closure phase could comprise warranty or support where the project budget is used to fix any defects discovered after the product shipment.

Answer 256

Sunk costCorrect answerOpportunity costLost costPotential costOverall explanation$20,000 is the opportunity cost or the “loss” of not choosing the second project. Opportunity cost is the potential return, value, or benefit given up by choosing one alternative over another alternative.

Answer 257

Correct answerNo correlationCircular correlationNegative correlationPositive correlationOverall explanationWhen data points in a scatter diagram form a circle or spread randomly in a way that it’s impossible to draw a line across them, it indicates Zero Degree Correlation or No Correlation. A positive correlation is when the number of accidents increases with age, whereas a negative correlation is when the number of accidents decreases with age. Circular correlation is a made-up term.

Answer 258

They should not accept the gift at any costCorrect answerThey should accept the gift and inform managementThey should accept the gift and keep the incident to themselvesThey should accept the gift and politely return it laterOverall explanationSince it is a local custom, the project manager should accept the gift and inform management. Project managers should refrain from accepting or offering gifts, payments, or any form of compensation for personal gain unless it is in accordance with the laws or customs of the country where the project is being executed. Rejecting or returning gifts may be considered inappropriate and rude in some cultures. The best thing to do in such a situation is to accept the gift and then inform their management.

Answer 259

Correct answerCritical PathPERT EstimateCritical ChainSprint PlanningOverall explanationAmong the drawbacks of the critical path method is the assumption that all project resources are available all the time, not taking into consideration resource dependencies. The critical Chain, on the other hand, takes resource availability into account. The other two options are not related to network diagrams; PERT is an activity estimation technique while Sprint Planning is a Scrum event.

Answer 260

The change control boardCorrect answerThe change control systemThe organizational process assetsThe scope management planOverall explanationThe Change Control System is a set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled (PMBOK 7th edition, page 237). The Change Control Board (CCB) is responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project. Not every project has a change control board. The organizational process assets refer to plans, processes, guidelines, and knowledge repositories that are unique to and employed by the organization. The scope management plan, on the other hand, only explains the scope's definition, development, monitoring, control, and validation procedures.

Answer 261

What work can be avoided to only focus on high-priority tasks?Correct answerHow can the Agile team work in a predictable manner?What work should be prioritized in order to obtain early feedback?How can servant leadership help the achievement of project goals?Overall explanationAgile teams don't focus on how to predict the project work; instead, they try to focus on high-priority tasks, getting early feedback, and adopting the servant leadership approach.

Answer 262

Give bad feedback about the team member’s performance to delay his promotion until the project is completedInform the team member about the promotion and ask him to transfer his responsibilities to another team memberCorrect answerAsk the team member to prepare a transition plan after getting officially promoted and receiving his transfer ordersHire another resource to replace the team memberOverall explanationTransitions and changes of roles are all common occurrences in a project. Therefore, creating a transition plan can ensure the smooth functioning of the project during times of change. A transition plan outlines the hand-off process and defines all the priorities, goals, and strategies for a successful shift. However, the project manager can only ask the team member to prepare this plan when his promotion becomes official through a transfer order, for instance. Transferring responsibilities or hiring other resources should not be based on a mere possibility. Giving bad feedback about the team member’s performance to delay his promotion until the project is completed is not ethical.

Answer 263

Continue working on the next deliverable as they need to finish the project on timeTalk to their manager to discuss the sponsor’s concernsEnsure that the next deliverables have enough features to meet the client’s expectationsCorrect answerPerform a scope control to verify if the deliverables meet the project objectivesOverall explanationProject scope verification or control involves reviewing deliverables to make sure that each is appropriately completed as per requirements. Any discovered inconsistency or dissimilarity should be rectified before seeking the sponsor’s formal approval through the “validate scope” process.

Answer 264

Correct answer515It cannot be determined since the activity’s Late Finish (LF) is unknownIt cannot be determined since the activity’s Early Finish (EF) is unknownOverall explanationTotal Float = Late Start date – Early Start date = 15 - 10 = 5

Answer 265

Screening systemEvaluation criteriaCorrect answerWeighting systemContract negotiationOverall explanationSince the project manager is ranking suppliers through the use of specific criteria (aka evaluation criteria), it means that they are using a weighting system to score each supplier’s performance on each criterion. The project manager is not doing any contract negotiations yet. Plus, they are not using a screening system since they are not eliminating sellers who do not meet particular conditions.

Answer 266

Correct answerA cost variance reportA formal presentationA memo sent to managementA memo sent to the project managerOverall explanationThe cost increase should be tracked and communicated using a cost variance report. A formal representation of the cost increase is not necessary. A memo is not the appropriate means in this situation.

Answer 267

Re-prioritize the backlogAdd more developers to the teamDecompose user stories to increase the velocity of the teamCorrect answerDiscuss the issue with the product owner to find the appropriate solutionOverall explanationThe project manager should inform the product owner and discuss with them the different options and measures. If the release date cannot be changed then the product owner could re-prioritize the release backlog. The project manager or scrum master should not reprioritize the backlog. Additionally, decomposing user stories cannot result in more productivity nor increase the team’s velocity since the amount of work will still be the same. Adding more developers to the team may increase the velocity, but it will increase costs as well. Plus, this option should be approved by the product owner, and could only be adopted when meeting the release deadline and finishing its scope are more important than costs.

Answer 268

Award the contractCorrect selectionClarify any ambiguitiesCorrect selectionExplain the bid terms and conditionsShortlist prospective sellersOverall explanationBidder conference, aka contractor conference or vendor conference, is arranged to ensure that sellers have a common understanding of the project procurement requirements (PMBOK 7th edition, page 70). During the conference, the project manager and the stakeholders will discuss their procurement needs and answer any questions the sellers might have. In a bidder conference, the project manager does not shortlist prospective sellers or award the contract.

Answer 269

Correct answerForecast analysisStatus reportChange requestProgress reportOverall explanationThe project budget might change as the project progresses. In this case, the project manager informed management about the new forecasted budget; (BAC + $35,000), which is known as EAC (Estimate at Completion).

Answer 270

$40,000Correct answer$24,000$20,000Cannot be determined due to insufficient dataOverall explanation20% of the project’s Earned Value is completed: EV = % finished x BAC = $24,000. $40,000 is the project’s planned value and not its earned value. The $20,000 is the actual cost. The available information is enough to be able to calculate the project’s EV.

Answer 271

Correct selectionReworkCorrect selectionScrapCorrect selectionWarranty workDestructive testing lossOverall explanationDestructive testing loss is an example of the cost of conformance, the rest fall under the cost of non-conformance. Cost of Non-Conformance includes the expenses arising due to non-conformance to quality requirements. Cost of Non-Conformance can be divided into two categories: Internal Failure Costs are incurred when defects are detected internally (i.e. not yet presented to the customers) which include defect repair and rework. External Failure Costs are incurred when defects are discovered after the deliverables have been shipped to customers (this is the worst type of quality cost) These include warranty work, liabilities, and loss of business goodwill. Reference: PMBOK 7th edition, page 89.

Answer 272

Delegate some of the concerned team member’s tasks to other writersRemove the concerned team member from the projectCorrect answerFind out the cause of the team member’s slow work paceGive the concerned team member other non-critical tasksOverall explanationBefore taking any corrective measures, the project manager should determine the underlying cause of the problem. If it turns out that the concerned team member is overallocated, it might be better to assign some of their work to other writers. Regardless of their slow work pace, the concerned team member is doing a great job. Therefore, removing them from the project can have a negative impact on the quality of the deliverables. Assigning them to non-critical tasks can have a bad impact on their motivation, plus it does not resolve the main problem, i.e. their slow work pace.

Answer 273

Because the probability of risk occurrence is very lowBecause the risk occurrence is difficult to identifyCorrect answerBecause it’s better to deal with trivial risks when they occurBecause the risk is not on the critical pathOverall explanationPassive risk acceptance is an appropriate approach when it is best to handle the risk when it does occur. No proactive action is needed for passive acceptance other than periodically reviewing the threat to ensure that it does not change signiﬁcantly (PMBOK 7th edition, page 123).

Answer 274

Growing an ongoing business over a long period of timeEnsuring predictability in an uncertain environmentAdhering to standards and proceduresCorrect answerMotivating people by establishing and maintaining visionOverall explanationSuccessful leaders are able to communicate the project vision to their team so that everyone has a shared vision of the bigger picture. When the whole project team understands this vision, individuals are able to see where they fit in and how each of them contributes to the success of the project (PMBOK 7th edition, pages 23-25).

Answer 275

VolatilityUncertaintyComplexityCorrect answerAmbiguityOverall explanationAmbiguity is a state of being unclear, of not knowing what to expect or how to comprehend a situation. Ambiguity can arise from having many options or a lack of clarity on the optimal choice. Uncertainty is the lack of awareness of issues, events, paths to follow, or solutions to pursue. Uncertainty includes unknown unknowns, which are emerging factors that are completely outside of existing knowledge or experience (PMBOK 7th edition, page 51). On the other hand, complexity can be deﬁned as a situation where the interconnectedness of variables is so high, that the same conditions and inputs can lead to very different outputs or reactions. Volatility is when a challenge is unstable or unexpected and may be of unknown duration, but it is not necessarily difficult to understand (Managing in a VUCA World by Oliver Mack, Anshuman Khare, Andreas Krämer, and Thomas Burgartz, pages 6-7).

Answer 276

UnanimityCorrect answerMajorityPluralityDictatorshipOverall explanationVoting is a technique for collective decision-making which can be used to generate and prioritize project requirements. Unanimity, plurality, and majority are examples of voting techniques. A majority decision requires being supported by more than 50% of the group members.

Answer 277

Manage qualityJust in TimeKanbanCorrect answerKAIZENOverall explanationKAIZEN means ‘improvement’ in Japanese. KAIZEN is a practice and a philosophy that focuses on the continual improvement of productivity throughout all life aspects. KAIZEN aims to create a good team atmosphere, improve everyday procedures, ensure employee satisfaction, and make a job more fulfilling.

Answer 278

ResidualCorrect answerSecondaryCompliancePrimaryOverall explanationA secondary risk is a risk caused by a response to a primary risk; the secondary risk would not exist if the risk response was not taken.

Answer 279

They should not pay the police officer and ignore this incidentCorrect answerThey should not pay the police officer and rather follow the chain of commandThey should pay the police officer and consider it as a facilitation paymentThey should pay through a 3rd party considering how suspicious the situation isOverall explanationIn such situations, the project manager should not pay and should instead follow the chain of command and solicit their support in providing security to the project team. This situation is considered bribery or at least palm greasing. Nevertheless, the project manager should act proactively and take all security measures.

Answer 280

Correct answerDisclose the situation to the appropriate stakeholders and solicit a joint decisionChoose the one that they have a closer relationship with since that type of trust can benefit the projectChoose the member they’re not close to in order to avoid misunderstandingsAsk a third team member to take the decision in order to avoid a conflict of interestOverall explanationAs the PMI code of ethics indicates under the Fairness chapter, the project manager should disclose any potential or real conflict of interest to stakeholders (PMI Code of Ethics and Professional Conduct, page 5).

Answer 281

Sprint planningSprint reviewSprint demonstrationCorrect answerSprint retrospectiveOverall explanationSprint Retrospective is a process-oriented meeting that is held at the end of each iteration. Its purpose is to explicitly reflect on the most significant events that have occurred during the iteration in order to make decisions on how to improve processes during the next iteration. Sprint review or demonstration, on the other hand, is a product-oriented meeting.

Answer 282

Correct selectionIdentify the problemCorrect selectionAnalyze the problemPrevent the problemCorrect selectionCheck the solutionOverall explanationThe project manager should use methodical steps to perform problem-solving. These steps include: Identifying or specifying the problem, defining the problem and breaking it into smaller manageable problems, investigating by collecting data, analyzing to detect the root cause of the problem, solving by choosing the suitable solution, and checking the implemented solution to determine whether the problem has been fixed or not. Preventing the problem is not correct because the problem already took place in the described scenarios.

Answer 283

Pareto chartControl chartCorrect answerDecision treeTrend analysisOverall explanationThe decision tree method can help the project manager choose the best option for their project. Decision trees are used to support the selection of the best course of action among several alternative possible options. The decision tree uses branches representing the different decisions or events and their associated costs and risks. A Pareto chart is mostly used to display and prioritize the various root causes of a problem or an error. Control charts display trends and sampling results and are used to determine whether a process is stable or has predictable performance. Trend analysis can predict future trends and outcomes based on historical data.

Answer 284

0.0030127Correct answer0.000003499.6987399.99966Overall explanationSix Sigma is a quality management methodology used to help businesses improve their processes, products, or services by discovering and eliminating defects. The Six Sigma process is expected to produce 99.99969% defect-free products (or only 0.0000034% of defective products).

Answer 285

When they want to limit cost risksCorrect selectionWhen the scope is barely definedCorrect selectionWhen the work duration is not determinedWhen the scope is precisely definedOverall explanationTime & Material (T&M) contract is an agreement in which the contractor is paid on the basis of the actual labor cost (in hourly rates – man-hour) in addition to any materials and equipment usage. This contract type is used when there is no firm scope, or the work duration is not determined (i.e. ongoing development of the product) (PMBOK 7th edition, page 153).

Answer 286

Increase the pressure on each team member to meet deadlinesIncrease the frequency of status reports and team review meetingsOffer a special reward for the best-performing team memberCorrect answerImprove and promote trust and cohesiveness among team membersOverall explanationImproving feelings of trust and cohesiveness among team members improves productivity. Team cohesion is when people feel fulfilled and driven to achieve a common goal. Therefore, working on increasing cohesion among the team through the establishment of positive relationships, team goals, and shared values increases team members' commitment and helps boost their engagement.

Answer 287

Top-DownParametricCorrect answerBottom-upAnalogousOverall explanationThe Bottom-up estimation technique is used when project requirements are decomposed into small, feasible work elements which are then aggregated to estimate the cost of the entire project. The Bottom-up technique can be used to provide a precise estimate of both the project cost and duration.

Answer 288

Fixed-priceCorrect answerCost-reimbursableTime & MaterialIndefinite delivery indefinite quantityOverall explanationIn a cost-reimbursable contract, the seller (the mechanic) charges the buyer (the project manager) for all the legitimate expenses that were incurred to complete the work (spare parts), as well as a fixed fee representing the seller’s profit for their work (diagnostic & repair). This type of contract is often used when the project scope is not well defined, such as in this case where the cause of the truck breakdown is not clear. The two parties didn’t agree on a predetermined cost, thus they didn’t opt for a fixed-price contract. In a Time & Material contract, both the buyer and the seller should agree on a daily or hourly rate which is not the case here. An Indefinite delivery indefinite quantity contract implies providing an indefinite quantity of goods or services, with a defined lower and upper limit, within a fixed time period (PMBOK 7th edition, page 191). This is not the case either since the delivered service is definite (repaired truck) and the delivery time is not fixed (ranges between 2 and 5 days).

Answer 289

Half of the project durationThe same duration as the project life cycleCorrect answerZeroOne monthOverall explanationThe duration of a milestone is zero because it denotes a significant achievement, point, or event in a project, such as the completion of a particular deliverable for instance (PMBOK 6th edition, page 186).

Answer 290

Risk seekerCorrect answerRisk averseRisk neutralRisk mitigatorOverall explanationAverse means opposing. A risk-averse organization is not very supportive nor creative towards risks. Such organizations usually try to avoid risks unless there is a good reason to accept them.

Answer 291

Contract breachRisk TransferRisk AcceptanceCorrect answerRisk MitigationOverall explanationThe described situation depicts Risk Mitigation. The project manager did not cancel the contract because the contractor might go bankrupt. They did not breach the contract either by getting in touch with another supplier. They contacted a different vendor in order to keep their options open and have other alternatives in case the risk occurs. By doing this, the possibility of the project’s delay is reduced.

Answer 292

Lag can be determined by making a forward passLag is the maximum amount of time a task can be delayed without delaying the early start of its successorCorrect answerLag is waiting timeLag is the maximum amount of time a task can be delayed without delaying the whole projectOverall explanationIn a predictive approach, Lag is when an activity is complete and there is a delay before the subsequent activity starts (PMBOK 7th edition, page 59). For example, in order to paint a room, you need to first apply the primer coating, then you have to let it dry for two days before applying the final coat of paint. These two days of waiting for the primer coat to dry are referred to as Lag Time.

Answer 293

The project is ahead of scheduleThe project is behind scheduleCorrect answerThe project is under budgetThe project is over budgetOverall explanationThe CPI (Cost Performance Index) is a measure of the conformance of the actual work completed (EV, Earned Value) with the incurred Actual Cost (AC): CPI = EV / AC = $2,000 / $1,000 = 2 which means that the project is under budget. The Schedule Performance Index measures the conformance of actual progress to the planned progress (SPI = EV / PV). Since the PV is unknown, we can’t find out if the project is behind or ahead of schedule.

Answer 294

Correct answerUnknown unknownsKnown unknownsBusiness risksPure risksOverall explanationManagement reserve is used to deal with unidentified risks, aka “unknown-unknowns”. Management reserve is part of the project budget, but it’s not part of the cost baseline. It is not an estimated reserve either; it is rather defined according to the organization’s processes and policies. It can represent 5% of the total project cost, for example. As the name indicates, this reserve is controlled by management and not by the project manager. Therefore, any usage of this reserve should be pre-approved by management (PMBOK 7th edition, page 242).

Answer 295

InteractionalTransactionalCorrect answerReferentAutocraticOverall explanationReferent is a type of power and not a leadership style. Leadership styles include Directing, Facilitating, Coaching, Autocratic, Consultative, Consultative-Autocratic, Consensus, Bureaucratic, Democratic or participative, Analytical, Driver, Influencing, Laissez-faire, Transactional, Servant, Transformational, Charismatic, and Interactional.

Answer 296

Correct answerFully cooperate with the investigationTell the PMI investigator that it would be a conflict of interest for them to cooperate with the investigation since they are the person in question is part of their teamTell the PMI investigator getting involved or cooperating would be harmful to the projectCooperate with the PMI investigator by truthfully answering all of their questions, but refuse to give them any witness statementsOverall explanationThe Code of Ethics and Professional Conduct states that project managers should cooperate with any investigation concerning ethics violations, which includes providing any information related to the violation.

Answer 297

Correct answerAsk the stakeholders to submit a change requestRefuse to alter the scope since it has already been approved by all stakeholdersRefuse to alter the scope since it cannot be modified after being officially approvedRefer the stakeholders to the project sponsorOverall explanationThe stakeholders can submit a change request that can be recorded, evaluated, and either approved or rejected by the Change Control Board (CCB). As long as the change management process is followed, the project scope can be changed. The project sponsor could be part of the CCB which will be taking the decision concerning the stakeholders' change request. Therefore, it’s not appropriate for the project manager to escalate the situation to the project sponsor.

Answer 298

Correct answerTransactional LeadershipLaissez-faire leadershipInteractional leadershipPressure-based powerOverall explanationTransactional leadership implies using rewards and punishment to motivate the team. The disadvantage of this type of leadership is that it can’t keep followers motivated in the long run.

Answer 299

Integrated change controlEffective cost managementCorrect answerGold platingBudget complianceOverall explanationAttempting to produce deliverables of a higher quality than required to exhaust the allocated budget and satisfy the project client is known as gold plating. The described scenario depicts poor project and cost management. The Integrated change control process consists of reviewing, approving or rejecting, and managing change requests, which is not the case here. Budget compliance is an irrelevant concept used in the information security domain.

Answer 300

ExploitEnhanceCorrect selectionMitigateCorrect selectionAvoidOverall explanationThis is an example of negative risk, therefore, the project manager should use either mitigation to minimize the impact of the risk or avoidance to completely eliminate the risk. The other two strategies, exploit and enhance, are positive risk response strategies (PMBOK 7th edition, pages 123, 125).

Answer 301

Lean managementKAIZENKanbanCorrect answerJust in TimeOverall explanationThe Just in Time (JIT) technique implies only using resources when they are needed. For instance, instead of acquiring a large inventory of spare parts to be used in manufacturing, you only obtain the parts you need when needed. Eliminating waste is also one of the Lean management principles. However, Lean management is a philosophy and not a technique. On the other hand, Kanban is a lean method for managing and improving work while KAIZEN is a quality management philosophy that consists of the continuous integration of gradual improvements to enhance business, performance, and efficiency.

Answer 302

Be in full control of the discussion and its outcomesBe responsible for taking meeting notesCorrect selectionHelp stakeholders find a common ground and solve the issueCorrect selectionProvide guidance without interferingOverall explanationFacilitation means assisting others in dealing with a process, reaching an agreement, or finding a solution without personally or directly getting involved in the process, discussion, etc. For the facilitator to maintain an impartial position, they should approach the discussion as an unbiased voice.

Answer 303

Win-win situationWin-lose situationCorrect answerLose-lose situationLose-leave situationOverall explanationAs a conflict resolution technique, compromise results in a lose-lose situation since the solution is partially satisfactory to both parties but completely satisfactory to neither. Since neither party really gets what they want, compromise often results in resentment which can affect the productivity of the involved parties. Other conflict resolution techniques include: Forcing: which leads to a win-lose situation. Smoothing: which leads to a yield-lose situation Withdrawing: which leads to a lose-leave situation Problem-solving or confrontation: which leads to a win-win situation. Reference: Guan, D. (2007). Conflicts in the project environment. Paper presented at PMI Global Congress 2007.

Answer 304

Product backlogCorrect selectionFeature burnup chartCorrect selectionFeature burndown chartCorrect selectionLead timeOverall explanationFeature burnup and burndown charts, lead time, and cycle time provide in-the-moment measurements, giving insight into the team’s capacity and the schedule’s predictability. Lead time is the duration between task creation and task completion. Cycle time, however, is the duration between the moment the team starts working on a user story and the moment it gets delivered to the end user. The product backlog is not a measurement, it’s rather a list of the work that needs to be done to develop the final product.

Answer 305

Up-to-date documentationEfficient collaboration and strong relationships with all project stakeholdersCorrect answerSatisfying customers by fulfilling project requirementsElaborating a robust plan and responding to change requestsOverall explanationIn any business, customers or sponsors have to be the highest priority when delivering a product. It’s not enough to deliver a functioning product; the product must work for the customer or the sponsor’s needs.

Answer 306

Correct answerCreating a task for conducting the demonstrationHandling the demonstration instead of the team memberDelivering the demonstration without any preparationDelaying the demonstration for a few days to allow the team to get properly preparedOverall explanationThe creation of a task for the product demonstration and making it part of the sprint allows the team to dedicate the needed time to properly prepare for the demonstration. However, you should keep in mind that the sprint demo shouldn’t take up too much of a Scrum team’s time. Time shouldn’t be spent putting long slide decks together, for instance. Team members should focus on their work and only include stories that meet the team’s Definition of Done in the demonstration. Typically, a day or two before the end of the sprint, the project manager should hold a short demo run-through to give their notes on the things the team needs to set up in order to properly perform the demonstration.

Answer 307

Actual TimeCorrect answerCycle TimeIdeal TimeReal TimeOverall explanationThe time it takes to complete a task from start to finish is referred to as cycle time (PMBOK 7th edition, page 99). Actual Time and Real Time are used interchangeably to refer to the daily period during which team members are productively working on their assigned tasks. When the Agile team is fully productive and they’re not being interrupted by attending meetings or checking emails, we're talking about the Ideal Time or Ideal Days.

Answer 308

Start estimating workSet up another meeting with the customer to capture more details about the prioritized featuresCorrect answerDecompose the features into user stories and tasksStart developing the featuresOverall explanationThe team’s next step should be continuing with the planning activity by decomposing the prioritized features into stories and tasks. During the sprint planning workshop, the product owner determined top-priority features for the Agile team. The team should ask for more details in order to turn a high-level user story in the product backlog into more precise and detailed tasks to carry out during the sprint. The product owner doesn't have to describe every item in the product backlog. Such decomposition is rather made in adaptive planning.

Answer 309

The team used ideal days to estimate the user storyCorrect answerThe team re-estimated the user story immediately after revealing their cards/first estimatesCards shouldn’t be revealedThe scrum master didn’t do anything wrongOverall explanationTeam members missed out on the benefit of discussing the reasoning behind their estimations when they immediately moved on to re-estimation. Often, estimates vary in the first round of planning poker. The team should discuss the story and each one's estimates. After the discussion, each team member should re-estimate the story again by selecting a card. The process should be repeated until reaching a consensus. The number of estimation rounds may vary from one user story to another.

Answer 310

Logistics phaseTransition timeManaged supply chainCorrect answerTrial engagementOverall explanationSome projects engage several candidate sellers for initial paid work before making the full commitment to one seller. This allows the buyer to evaluate potential partners, while simultaneously making progress on project work.

Answer 311

Forge ahead and provide point-in-time training on the new methodsTrain project managers on the adaptive approaches to help convince the teamStick to the predictive approach to avoid any conflictsCorrect answerUse a hybrid method that combines both adaptive and the predictive practicesOverall explanationTransitioning a team to Agile could be difficult and confusing when they are not accustomed to or familiar with this approach. One of the most effective transition methods is the adoption of a hybrid approach that combines both predictive and adaptive methods as a means of introducing Agile to the team.

Answer 312

Correct answerThe project team made a wrong assumptionThe project team didn't develop an appropriate project planThe project team didn’t establish an adequate risk responseThe project team didn’t consider the new version of the operating system as a constraintOverall explanationThe project team made the assumption that all of the company’s computers are compatible with the new operating system. Consequently, they planned the project based on this belief. But later on, they found out that their assumption is untrue. Assumptions should be logged during the project planning phase to take into consideration when creating the project plan, and that’s what the team most probably did. Therefore, the issue is not a result of poor planning. Since it wasn’t discovered during the project execution, the encountered issue wasn’t identified as a risk. The purpose of the project is to implement the new version of the operating system, so it cannot be considered a constraint. Yet, the hardware characteristics of the company’s computers are a constraint since they can hinder the project’s success.

Answer 313

AdjourningNormingStormingCorrect answerFormingOverall explanationWhen the team was in the storming stage, there were conflicts between the two developers. However, since they have been both replaced, the team is now back to the forming stage. Tuckman ladder’s team development identifies five stages: forming, storming, norming, performing, and adjourning (PMBOK 7th edition, page 166).

Answer 314

Correct answerTeam charterProject charterResource charterResource management planOverall explanationThe team charter is the right document to include rules and guidelines on how the team members should interact with each other (Agile Practice Guide, page 20 & PMBOK 7th edition, page 192). By adding the rule to the team charter, team members will have to adhere to it and refrain from discussing politics at work. The Resource management plan, on the other hand, covers staffing acquisition, timetable, training needs, recognition and rewards, release criteria, compliance, and safety. The project charter includes a brief description of the project and its requirements. The resource charter is a made-up term.

Answer 315

The Scrum MasterThe Product OwnerCorrect answerThe cross-functional team membersAll of the aboveOverall explanationApart from the development team, nobody should decide the stories’ order in the sprint backlog. Instead, team members should define their own task-level work and then self-organize in any manner they feel best to achieve the sprint goal (Essential Scrum by Rubin, Kenneth S, page 23). The agile coach should keep in mind that the “sprint backlog” is different from the “product backlog”. A sprint backlog is the set of items that the cross-functional team selects from the product backlog to work on during the upcoming sprint. The sprint backlog represents the primary output of sprint planning.

Answer 316

$100,000Correct answer$160,000$180,000$240,000Overall explanationCost Variance (CV) = -$40,000, Actual Cost (AC) = $200,000, and Planned Value (PV) = $140,000. The Earned Value (EV) is calculated using the following cost variance formula: CV = EV - AC, meaning that the project’s EV = CV + AC = -$40,000 + $200,000 = $160,000.

Answer 317

Give the senior web developer a 6-month unpaid leaveUse their emotional intelligence skills to keep the senior web developer motivated at workHire another developer to respond to the risk of this senior web developer leaving the companyCorrect answerAllow the senior web developer to work remotely so they can join their partnerOverall explanationThe best option is to allow the senior web developer to work remotely. Since they are a senior member, they are considered an asset to the team. Besides, they work as a web developer, which makes their tasks feasible remotely. The best thing to do as a servant leader is to keep the developer motivated by allowing them to move to another city to join their partner. The senior web developer showed their desire to keep their job, so hiring someone else won’t resolve the initial problem. Instead, this will be a sign to the team member that their job is at risk. The project manager already used Emotional Intelligence (EI) to detect that their team member is not OK. According to the PMBOK 7th edition (pages 26-27), EI covers four areas: 1) Self-awareness 2) Self-management 3) Social awareness 4) Social skills. Other models of emotional intelligence include a fifth area for motivation. Motivation in this context is about understanding what drives and inspires people. Consequently, EI could also help the project manager make the right decision in order to keep the senior web developer motivated. Even though option B is not totally wrong, it's too generic as it can apply to all of the employees, not just the team member in question. The project manager can offer the web developer a 6-month unpaid leave, but this decision must be approved by the company first, in accordance with the Family and Medical Leave Act (FMLA) policy. Furthermore, such leaves should be preferably planned beforehand to study their impact on ongoing and upcoming projects. Additionally, the team member might not find this option suitable because they might be unable to support themselves if they lose their income for several months. For all of these reasons, the project manager should opt for the remote work option.

Answer 318

Positively affects velocity with no short-term productivity declineCorrect answerPositively affects velocity with a short-term dip due to time dedicated to trainingPositively affects velocity with a long-term dip due to the ongoing trainingNegatively affects velocity with a short-term increase because of trainingOverall explanationActions such as implementing new work tools, providing training, or adding more resources have a positive effect on velocity. However, these actions can also lead to a dip in the team’s velocity due to dedicated time for processing and adapting to any new changes. This decline is usually followed by an increase in velocity until the team establishes a new plateau (Essential Scrum by Rubin, Kenneth S, page 136).

Answer 319

approach, artifact, technique, frameworkframework, artifact, technique, approachframework, approach, technique, artifactCorrect answerapproach, framework, technique, artifactOverall explanationAgile is an approach. Scrum is a framework. Refactoring is a technique. The product backlog is a scrum artifact. Agile is an iterative project management approach that promotes an easy and fast value delivery to customers throughout the project life cycle rather than only at the end of the project. Scrum is an agile framework where roles, artifacts, events, and rules are defined and an iterative approach is used to deliver working products. Refactoring is a technique that consists in improving the internal structure of an existing program's source code while preserving its external behavior. The product backlog is a scrum artifact that is maintained and curated by the product owner as it reflects the project's requirements and priorities.

Answer 320

Correct answerThe project is not profitable and the BCR does not meet the minimum threshold established by the organizationThe project is not profitable and the BCR meets the minimum threshold established by the organizationThe project is profitable and the BCR does not meet the minimum threshold established by the organizationThe project is profitable and the BCR meets the minimum threshold established by the organizationOverall explanationA benefit-cost ratio (BCR) is a monetary or qualitative metric that represents the relationship between a potential project’s costs and benefits. If the BCR is greater than 1.0, its revenue will potentially outweigh its costs, and if it’s less than 1.0, the costs will outweigh the gains. In this situation, a 0.7 BCR means that revenue is 0.7 times the cost. So, this project will not be profitable. The minimum BCR threshold established by the organization is 1.3, and this project does not meet it.

Answer 321

Development Team, Scrum Master, Product Owner, and SponsorCorrect answerDevelopment Team, Scrum Master, and Product OwnerDevelopment Team and Scrum MasterDevelopment TeamOverall explanationBecause the sprint retrospective is used to reflect on the process, the full Scrum team should attend this meeting. This includes all members of the development team, the Scrum Master, and the Product Owner. Having the product owner attend the retrospective should not prevent the team from being honest about any encountered difficulties. In such a situation, the Scrum Master can play an important role in fostering a more trusting environment (Essential Scrum by Rubin, Kenneth S, page 377).

Answer 322

Their ability to create and manage their own work scheduleCorrect answerTheir ability to be flexible and adaptableTheir ability to accurately plan the projectTheir ability to simultaneously work on their tasksOverall explanationFlexibility and adaptability are the core principles of Agile. All other skills can be developed over time when the Agile team gets to learn from its own experiences.

Answer 323

Explain the hybrid approach to the new sponsorInform the new sponsor that they should reach out to the project team in order to get a clear explanation of how the product is being developedDemonstrate the project charter to the new sponsorCorrect answerPresent the project management plan containing the product development approach to the new sponsorOverall explanationSince the project follows a hybrid approach, it should be pointed out in the development approach. The project management plan includes the product development approach as one of its elements. The other options are incorrect because the sponsor asked for formal proof, not an explanation of the hybrid approach.

Answer 324

The SPI is 0.83 and the project is behind scheduleThe SPI is 0.83 and the project is ahead of scheduleThe SPI is 1.2 and the project is behind scheduleCorrect answerThe SPI is 1.2 and the project is ahead of scheduleOverall explanationEV = % of completed work X BAC (Budget at Completion) = (6/12) X BAC. Since the project manager is 5 months into the project, then the PV = (5/12) X BAC. Doing the math, SPI = EV / PV = 6 / 5 = 1.2. You can also conclude that the project is ahead of schedule without doing any math since half of the work is done before reaching half of the project duration. Since the project is ahead of schedule, you should just select the answer where the SPI is greater than 1.

Answer 325

Program managerProduct ownerProject sponsorCorrect answerFunctional managerOverall explanationIn a functional organization, the project manager doesn't manage the budget. Thus, they should escalate the need for additional funds to the functional manager. If the functional manager validates their assessment, they will need to escalate their request to the project sponsor to approve allocating additional financial resources. If the project manager was working in a projectized or strong matrix organization, they wouldn't need to raise their request for more funds to the functional manager. The product owner’s role is limited to the scrum framework, which is an adaptive approach. If that were the case, the project manager would need to report similar issues to the product owner, who will escalate the matter to the project sponsor. A program manager, as the name suggests, only handles programs, which is not the case in this scenario.

Answer 326

Correct answerSelf-actualization, Esteem needs, Belongingness and love needs, Safety needsEsteem needs, Self-actualization, Belongingness and love needs, Safety needsSelf-actualization, Esteem needs, Safety needs, Belongingness and love needsEsteem needs, Self-actualization, Safety needs, Belongingness and love needsOverall explanationA. Self-actualization: achieving one’s potential, including creative activities. B. Esteem needs: prestige and feeling of accomplishment. C. Belongingness and love needs: intimate relationships and friends. D. Safety needs: security and safety. Please note that in the real exam such a question usually comes in the form of “drag & drop”.

Answer 327

Since the budget is fixed, the project manager should adopt a predictive approach for the project instead of an adaptive approachSince chances of scope creep are high, the project manager should ensure that a Change Control Board (CCB) is established before the start of the projectBefore the start of the project, the project manager should set a fixed number of releases and develop a detailed budget for each of themCorrect answerThe project manager should work with stakeholders to prioritize work for each release until running out of budgetOverall explanationWith an adaptive approach, the project’s cost and schedule are fixed, while the scope can be adjusted to stay within the cost constraint. Consequently, the project manager needs to prioritize the most important features when planning each release until they exhaust the whole budget. All other options imply using the predictive approach, which won’t work for this project since its scope is unpredictable.

Answer 328

Correct selectionGenerating more revenueBuilding a stronger brand since more people will know about them after the campaignBuilding a good reputationCorrect selectionBenefiting from taxes reduction for supporting an NGOOverall explanationThis project’s concrete benefits for pharmaceutical companies involve increasing revenue and reducing charges, by getting tax deductions for instance, which are considered tangible benefits. Reputation and brand recognition, on the other hand, are intangible benefits.

Answer 329

It will identify whether the project is under budget and ahead of schedule or notIt will detect any nonconformance compared to scope baselineCorrect answerIt will examine whether the project follows the company proceduresIt will detect any product defects and errorsOverall explanationQuality audits are conducted to ensure that the project activities comply with the organizational and project processes, policies, and procedures. Quality control, on the other hand, focuses on assessing the project performance and ensuring that the project outputs are complete, accurate, and meet customer expectations.

Answer 330

They are both resistantThe head of investments is unaware, while the head of customer relations is resistantThe head of investments is unaware, while the head of customer relations is neutralCorrect answerThe head of investments is resistant, while the head of customer relations is neutralOverall explanationThe head of investments is clearly unwilling to help, which means that they are a resistant stakeholder. They can’t be considered unaware because they are just pretending to be unaware in order to avoid collaborating with or supporting the project manager. The head of customer relations, on the other hand, is responsive whenever the project manager meets them in the hallway, so they can’t be considered resistant. However, this does not mean they are supportive since they never reply to the project manager’s emails. Hence, the head of customer relations is showing neutral behavior; they are too busy to collaborate and don’t seem to care a lot about helping the project manager. In addition to being unaware, resistant, and neutral, the stakeholder engagement assessment matrix also includes supportive and leading classifications.

Answer 331

Correct answerYes, project managers can pre-assign resources if they need toYes, competition over resources is common so project managers should be proactive in reserving themNo, project managers cannot pre-assign resources before conducting the resource planningNo, in hybrid projects it’s the product owner’s responsibility to acquire and develop resourcesOverall explanationPre-assignment is one of the techniques that project managers can use to ensure project success when certain resources are considered important or essential for the project. Consequently, resource pre-assignment should be employed for a good reason, not just because there is competition over these resources. Pre-assignment can take place before the initial resource management planning is complete. It’s the project manager's responsibility to acquire resources in a predictive and hybrid work environment.

Answer 332

IncreaseCorrect answerLimitCompressSkipOverall explanationTo improve productivity and efficiency, an agile team needs to limit Work In Progress (WIP). Limiting work in progress is a technique to troubleshoot unexpected or unforeseen delays (Agile Practice Guide, page 59).

Answer 333

Politely decline to manage such a messy projectCorrect answerNotify the sponsor of their findingsSubmit a change request to fix the identified issuesStudy the option of crashing the schedule in order to bring the project back on trackOverall explanationIn such a situation, the project manager should first report back to the sponsor about their findings and the project’s actual status. According to the PMI’s Code of Ethics and Professional Conduct, when the project manager discovers errors or omissions caused by others, they should communicate them to the appropriate body as soon as they are discovered. Project managers should provide accurate information in a timely manner (pages 3, 6). After notifying the sponsor, the project manager should study with the project team the different solutions to bring the project back on track. Process improvement and waste removal might sometimes end up being sufficient to reduce costs and deliver results as quickly as possible, without resorting to a change request. If this is not possible, then they can consider fast-tracking or crashing the project schedule. On the other hand, they cannot simply refuse to manage the project due to its current status and the fact that it is behind schedule and over budget.

Answer 334

Try direct negotiationCorrect answerAttempt Alternative Dispute Resolution (ADR)Set a claims resolution guidelineResort to litigationOverall explanationSince the project manager had already tried direct negotiations and failed to reach an agreement, Alternative Dispute Resolution (ADR) such as arbitration and mediation, is the best next step. Setting a claims resolution guideline should be done beforehand during the elaboration of the contract. Litigation should be their last resort.

Answer 335

SmoothingCompromisingCorrect answerForcingCollaboratingOverall explanationThe project manager used the forcing resolution technique since they firmly refused the project member’s request. This is a win-lose situation. On the other hand, the CEO used the compromising technique since they tried to partially satisfy the two parties which usually results in a lose-lose situation (PMBOK 7th edition, pages 168-169).

Answer 336

Correct answerSkip the standup meeting and attend their business meeting insteadAsk the cross-functional team to postpone the standup meetingCancel the standup meetingAsk the cross-functional team to record the standup meeting, so they can watch it laterOverall explanationThe Scrum Master should ensure that the cross-functional team holds the standup meeting every day as planned, but they are not required to attend it. The development team is responsible for conducting the standup meeting. Recording implies that the Scrum Master can’t miss any standup meeting which suggests controlling the team rather than empowering them to take responsibility and ownership.

Answer 337

Allow the discussion to continue until the team agrees on a solutionSet up and facilitate a formal meeting with their team membersEscalate the issue to the project sponsorCorrect answerCall for a vote in order to reach a decisionOverall explanationVoting is used to reach a consensus decision by selecting the option which gets more votes from the team members. This technique is simple, intuitive, and both time and cost-efficient. Since both options have a negligible cost, no risk, and a short implementation period, it wouldn't be adequate to allow the discussion to take more time, nor to set up a formal meeting or escalate the matter to the project sponsor.

Answer 338

Ask for an explanationCall for a meeting to address this issueWait until the next sprint planning meeting to update the labels as per the product owner’s requestCorrect answerRemove the labelsOverall explanationThe product owner is responsible for the product backlog. Consequently, the scrum master should remove the labels as per the product owner’s request, even if they didn’t get any clear explanation for this decision.

Answer 339

All of the tasks on the critical path should be critical themselvesCorrect answerIf a task in the critical path is delayed, it will result in delaying the whole project completion dateA change request does not have any impact on the critical pathThe critical path can be used in both predictive and adaptive life cycles Overall explanationThe critical path comprises tasks that must be completed as scheduled in order for the project to be finished on time. If a task is delayed, it may cause a delay in the project’s completion date. Some tasks on the critical path may not be critical themselves, but they need to be accomplished on time in order for the critical task(s) to be completed (Fundamentals of Technology Project Management by Colleen Garton, Erika McCulloch, pages 238-239). The critical path method is used in projects following a predictive life cycle where change requests could have a direct impact on the project.

Answer 340

They should provide their estimate before making a final decision since estimates should be assigned by the entire Scrum teamThey should assign “5.5” story points to the task as an average of both estimatesThey should assign “3” story points to the task since the product owner is the one responsible for assigning estimatesCorrect answerThey should assign “8” story points to the task since the development team is responsible for assigning estimatesOverall explanationAssigning estimates is the responsibility of the development team who is going to execute the task. Since the team’s estimation was “8”, then the task should be assigned “8” story points.

Answer 341

Correct answerTerminate the project as per the sponsor’s requestProceed with claims administrationTry to directly negotiate the matter with the sponsor in order to convince them to allow the project continuationInsist on delivering the project since the dam has no association or impact on itOverall explanationWhen the project sponsor decides to terminate the project for any reason, the project manager should follow their instructions and terminate the project. In this case, they should immediately start the “close project” process. This scenario doesn't describe any disputes between the project manager and the sponsor concerning contracts’ terms, consequently claims administration is not the right answer.

Answer 342

Correct selectionHelping a team member write a professional email to a stakeholder in order to get key informationRewarding high-performing employees in order to motivate themCorrect selectionChecking up on a team member to find out why they’ve suddenly become an introvertInspiring their team with success storiesOverall explanationHelping someone do a task properly and focusing on people’s well-being are the main behavioral aspects and characteristics of servant leaders. However, rewarding high-performing employees is considered transactional leadership, whereas inspiring people fall under the charismatic leadership style.

Answer 343

The easiest items at the topCorrect answerThe less valuable items at the bottomThe most recent items at the topThe less clear items at the topOverall explanationThe product owner is responsible for placing the clearest and most valuable items at the top of the product backlog. Consequently, less valuable items will be dragged to the bottom. Product backlog items should not be organized chronologically or according to their difficulty level.

Answer 344

Correct selectionSubmit a change request to fix the resulting regressionsCorrect selectionInform the concerned stakeholders about the regressions, their impact, and the proposed solutionsCorrect selectionSet up a lessons learned meeting to avoid similar issues in the futureSince it’s an internal problem, try to fix it without the customer’s noticeOverall explanationWhen issues occur, the right course of action implies informing the client of what happened, suggesting potential solutions for the issue, and then submitting a change request. This is aligned with the philosophy stating “don’t bring me problems, bring me solutions” (PMBOK 7th edition, page 28). Later on, when the issue is fixed, a lessons-learned meeting should be conducted to avoid similar problems in the future. Holding the information and not updating the customer on what’s going on with the project can have a bad impact, both on the project and its manager’s transparency.

Answer 345

Correct selectionSet up remote pairingUse an agile approach for the projectColocate the teamCorrect selectionCreate fishbowl windowsOverall explanationFishbowl windows and remote pairing are two techniques used to manage communication in remote teams. The project manager can create fishbowl windows by initiating long-lived video conferences, where team members join in at the beginning of the workday and leave at the end. Remote pairing, on the other hand, is when two or more people join an online event at a specific time to discuss and share screens when needed (Agile Practice Guide, page 46). Colocating the team is not always feasible due to many considerations such as cost, talent availability, regulations, etc. However, when possible, getting the team together in person on a regular basis is a good practice. Changing the project life cycle from hybrid to agile won't have any significant impact on communication if team members don't take any specific measures or techniques to improve the way they interact with each other.

Answer 346

Correct answerTake into consideration the PMO’s recommendation and decompose work as neededEstablish common ground by decomposing the WBS into four levels insteadSince the PMO has a high level of control, the project manager should decompose the WBS into five levels as recommendedSince the PMO has a low level of control, the project manager should ignore their request and keep the WBS decomposition levels at threeOverall explanationThe details and level of decomposition of the Work Breakdown Structure (WBS) depend on the project size, complexity, and level of control needed to effectively manage the project. There’s no standard or a predefined number of decomposition levels. A supportive PMO has low control over the project. Therefore, even though the project manager should listen to their advice and consider their recommendations, they are not obliged to follow them.

Answer 347

$6,000$5,000$2,000Correct answer$1,000Overall explanationAccording to the risk register table, the project’s contingency reserve is $6,000 (the sum of all risks' Expected Monetary Values). During the execution phase, this reserve will be used when the identified risks occur. Risk 1 has already taken place, so $5,000 has been already spent (risk impact). Therefore, only $1,000 is left in the contingency reserve ($6,000 - $5,000).

Answer 348

Ask the band to hurry up so that they can finish performing all 20 songs before the concert endsAsk the band to only play 8 more songsPerform all 20 songs even if it takes longer than expectedCorrect answerGather more data before making any decisionOverall explanationThe project manager needs to gather more data before making any decisions. The fact that only 8 songs were performed doesn’t mean that they are behind schedule since song durations may differ. The project manager is in the process of monitoring and controlling the project work, so they need to deploy the data analysis technique to the gathered data. In this scenario, they should first check the list of remaining songs and their durations in order to verify whether or not the project is on schedule.

Answer 349

Correct answerFlowchartPareto chartContext diagramScatter diagramOverall explanationA flowchart (also referred to as process maps, progress flows, and progress flow diagrams) graphically displays the logical order of the project’s progress flow. Flowcharts can be used for process improvement as well as identifying where quality defects can occur or where to incorporate quality checks. A Pareto chart is displayed as a histogram, illustrating the most serious causes of an error, while a scatter diagram is used to determine the correlation between two variables. Both diagrams don't show the manufacturing process flow. Context diagrams, on the other hand, are used to visually demonstrate how a business process, other systems, and people, all interact. So, context diagrams can include a business process as one of its components, but they can’t give you an inside look at how the process flows.

Answer 350

Resign from their position and quit the projectRefrain from implementing the changeCorrect answerImplement the change using the approved methodCreate a prototype using the rejected method to convince the CCB of its efficiencyOverall explanationThe CCB’s decision should be respected and the project manager has to comply with it by implementing the change using the approved method. Since the project manager wasn’t able to convince the CCB through the elaborated and submitted plan, they can’t refrain from implementing the change. The project manager has to follow the integrated change control processes and should not take the matter personally. Therefore, resigning or quitting the project would be unprofessional. Creating a prototype using the rejected implementation method is considered scope creep since this work was neither requested by the client nor included in the scope statement.

Answer 351

Thank the team member for their initiative and inform the client of the newly added functionalityAsk the team member to add the extra feature to the sprint backlog as a separate item and mark it as doneCorrect answerAsk the team member to remove the functionality and recommend the project team to stick to requirementsNothing, since their role as a scrum master is to remove impediments rather than direct the teamOverall explanationRegardless of the team member’s intentions, adding a functionality that was not included in the initial website design requirements is considered scope creep. Consequently, the scrum master should ask him to remove the added functionality and make sure that their team is creating the website as per the requirements described in the user stories. Scope creep is not always caused by the client, it can also originate from the team itself, similarly to this case, where a task beyond what is required is added because the developer believes it would bring value. In addition to removing impediments, the scrum master has to coach their team and guide them through the right processes and practices. In this case, the team member can create a new item in the product backlog (not sprint backlog) and the product owner can prioritize it in the upcoming sprints if they approve that it has indeed an added value.

Answer 352

Consult the cross-functional team and consider their decisionAsk meeting attendees to vote on either option and adopt the decision of the majorityCorrect answerAlign the product owner and the key stakeholder on a common decisionSupport the product owner’s decisionOverall explanationAs a facilitator, the project manager should first align the product owner and the key stakeholder on a common decision. If this doesn’t work, the project manager should support the product owner’s decision as they are the one responsible for approving deliverables and deciding whether they meet the acceptance criteria. It’s not up to the cross-functional team members to decide whether a product increment should be released or not. Therefore, voting is not the right course of action in this case.

Answer 353

Separate the testing activities from the user storiesHave a separate QA team perform the testing at the end of each iterationCorrect answerDiscuss the issue with the team during the sprint retrospective meetingSchedule training for the team on how to perform testing activitiesOverall explanationDuring the sprint retrospective, the project manager goes over what went well during the sprint and what should be improved. It’s best to address any problems during this meeting to identify the root causes and come up with the right action plan. Separating testing activities from user stories is not correct because the “definition of done” could include testing. Having a separate QA team contradicts the fact that the Agile team should be cross-functional. Finally, scheduling training could be an option if the team lacks testing knowledge; however, this should be confirmed after discussing the issue with the team during the retrospective since the problem could have other reasons, such as inaccurate estimations.

Answer 354

Correct answerThe project manager should have chosen a more appropriate communication channelThe scope could have been cut to balance the cost of the additional serviceThe project manager should have requested a lower price for the additional serviceNothing could have been done differentlyOverall explanationThis situation could have been avoided if the project manager had used formal communication when discussing and approving changes to the contract terms. A phone call is considered informal communication, which means that any decisions made over the phone mainly rely on mutual trust since there is no written record of the discussion or any ensuing decisions. Formal communication, on the other hand, provides a record of any terms, conditions, dates, etc. that have been discussed and approved, binding both parties to comply with any decisions made. In this scenario, the project manager should have used a formal communication channel, such as emails, to keep a formal record of the contract changes requested and approved by the client.

Answer 355

AdaptiveCorrect answerServantSupportiveCollaborativeOverall explanationServant leadership is an actively used leadership model in Agile projects. A servant leader’s primary focus is to serve their teams by enabling and encouraging them to continuously improve their performance. Servant leaders provide what their team members need, work on removing any progress impediments they might face, and establish supporting tasks to maximize productivity. Adaptive leadership exists in complex networks (Desai, 2010) and complex dynamics of interdependency relationships, which leads to emergent creativity and adaptability (Uhl-Bien et al, 2007). Supportive is a PMO type. Collaborative leadership is a made-up term.

Answer 356

Value streamProgressive elaborationCorrect answerSpikeRefactoringOverall explanationThe project manager should recommend using Spike. As a research story, a spike represents a time-boxed effort that is dedicated to learning, architecture & design, prototypes, etc. to better understand critical technical or functional details and thus make accurate estimations. Progressive elaboration can be a solution if the used technology could be understood over time. But, since the user stories are going to be implemented during the subsequent iteration, then progressive elaboration is not feasible in this scenario. Refactoring is a technique for enhancing product quality. A value stream is used to determine which actions bring more value to customers.

Answer 357

$100,000Correct answer$150,000$50,000–$150,000Overall explanationThe opportunity cost is the value of the non-selected or missed-out projects or opportunities. Therefore, the opportunity cost of selecting Project X over Project Y is $150,000.

Answer 358

Correct answerThrough setting up backlog refinement meetings with the development team throughout the sprintBy requesting the development team to take responsibility for refining user stories before the planning sessionBy requesting the scrum master to take responsibility for refining user stories before the planning sessionThe product owner did nothing wrong in this situation. They should just include user stories that are ready, and complete refining the remaining stories during the sprintOverall explanationIt’s the responsibility of the product owner to lead backlog refinement meetings. During one or more mid-sprint sessions, the product owner should collaborate with the team in order to prepare the user stories for the upcoming sprints (Agile Practice Guide, page 52).

Answer 359

Burndown chartBurnup chartCorrect answerHistogramGantt chartOverall explanationThe project manager can use a histogram as a graphical representation of numerical data. The steering committee asked for the amounts spent each month rather than the total spending or the monthly remaining funds. Thus, neither burnup nor burndown charts can be used. Gantt charts, on the other hand, are used to illustrate the project schedule and not the budget.

Answer 360

To set a goal for the team to reach a higher velocity than the industry’s averageThat the team’s velocity should increase by 10% each iterationThat tracking the team’s velocity is unnecessary since they are self-managedCorrect answerThat the team’s velocity should be more consistentOverall explanationTeam velocity is a key metric since it represents the average rate at which the team accomplishes work. However, the project manager should not compare their team’s velocity to that of other teams because each has its own work specifications and requirements. Besides, it is unreasonable to expect their team’s velocity to continuously increase. It’s more practical and realistic to seek consistency when it comes to the team’s delivery potential.

Answer 361

Continuing the project and keeping the same scopeContinuing the project and reducing the scopeDiscontinuing the projectCorrect answerNone of the aboveOverall explanationNo majority was reached in any of the three opinions since only 4 out of the 9 members were proponents of continuing the project with the same scope. If the kill board had followed “plurality” as a decision-making technique instead, the four members’ suggestion would have been endorsed. Now, the kill board should continue discussing the matter and maybe use other decision-making techniques to reach a consensus.

Answer 362

5 daysCorrect answer6 days7 days8 daysOverall explanationThe PERT estimation formula is: (Optimistic + Pessimistic + (4 × Most likely)) ÷ 6. Applying the given numbers, you will get the following result: 13 + 3 + (4 x 5) ÷ 6 = 36 ÷ 6 = 6 days.

Answer 363

Announce to the team that the CTO, who has formal power, has decided that the sprint should only last 2 weeksCorrect answerLet team members know about their intention to reduce the sprint length and involve them in the decisionInform the team of the sprint length change during the sprint retrospective and provide them with argumentsEngage an agile coach to assist in this transition since having someone external to the team will most likely reduce any resistanceOverall explanationThe scrum master needs to make sure to involve the entire team or whoever the change is likely to impact when tailoring a process (Agile Practice Guide, page 120). The buy-in from the team will suffer significantly if one person defines the process especially if they are from outside the team such as an agile coach. The organization’s CTO gave a personal suggestion and not a formal order.

Answer 364

Purchase gym memberships for all team members and let them choose the gym and training hours that work best for themCorrect selectionBuy a ping pong table and allow the team to use it during breaksCorrect selectionGo hiking with the project teamOffer them tickets to watch new moviesOverall explanationBuying a ping pong table or going on a hike are both considered team-building activities. Team building enhances the team’s social relations and builds a collaborative and cooperative working environment. If team members go separately to the gym or to the movies, there will be no interaction between them, thus interpersonal relationships will not be improved. These activities are just considered motivational factors, not team-building activities.

Answer 365

Responsible, Accountable, Confirm, InformRecommended, Accountable, Consulted, InformResponsible, Accountant, Consulted, InformCorrect answerResponsible, Accountable, Consulted, InformOverall explanationRACI stands for Responsible, Accountable, Consulted, Inform. The RACI chart or matrix is an example of the Responsibility Assignment Matrix (RAM), which shows the relationship between activities and team members as it defines team members’ roles and responsibilities. It’s an efficient tool to make sure everyone is on the same page and understands what they are supposed to do.

Answer 366

Duration = 2 and ES = 5Duration = 2 and ES = 6Duration = 3 and ES = 5Correct answerDuration = 3 and ES = 6Overall explanationDuration = 3 and ES = 6. The activity duration is calculated by using the following formula: LF - LS + 1 = 9 - 7 +1 = 3. Early Start can be calculated in two ways: 1) Using this formula: EF - ES + 1 = Duration, which gives ES = EF - Duration + 1 = 8 - 3 + 1 = 6. 2) Calculating the total float (slack); LF - EF = Slack = 1, then applying this formula: LS - ES = Slack, which gives: ES = LS - Slack = 7 - 1 = 6.

Answer 367

Transfer the task to another team member who can complete it within the allocated timeInform the team member that since the project schedule has already been approved, it won’t be possible to change itAsk the team member to take care of updating the project schedule whenever any inaccuracy in activities’ estimates is identifiedCorrect answerApprove the team member’s new estimate of the activity and update the project schedule and any other relevant plans accordinglyOverall explanationSince the new activity’s activity estimate has no significant impact on the project, the best course of action in this situation is to approve it and update the project schedule and all relevant plans accordingly. The project manager won’t have to transfer the task to another team member due to missing the activity’s deadline. During the planning phase, estimations might be sometimes inaccurate for a variety of reasons. Thus, updates and adjustments are necessary during execution. If the new estimations have a significant impact on the project, a change request should be issued. Under a predictive approach, the project manager is responsible for managing and controlling the schedule. So, the project manager should not ask the team member to update the schedule without referring back to them, since they should be aware of all schedule updates.

Answer 368

Refrain from using Kanban since their team is not familiar with itExplain Kanban during the first iteration planning meetingCorrect answerAssign training sessions for the team to learn about Kanban in practiceAsk team members to learn Kanban practices using their own meansOverall explanationThis situation implies that the servant leader has chosen the Kanban framework for their project, which happens to be unfamiliar to their team. If they believe that this particular approach is the best fit for the project, they must ensure that the development team receives the necessary training to properly execute the project. Of the suggested scenarios, setting up training sessions would be the most consistent with servant leadership as well as agile best practices, as it will provide team members with the needed knowledge and mastery to carry out the project.

Answer 369

As a , I want to develop Correct answerAs a , I want to , so that As a , I want to achieve As a , I want to Overall explanationA predefined template format is usually followed when developing user stories in order to indicate the user’s class (their role), what this class wants to realize (their goal), and why they want to achieve this goal (the benefit) (Cohn 2004). Using the term “so that” in a user story is not mandatory if the purpose is clear enough to everyone; otherwise, “so that” should definitely be used when writing each user story (Essential Scrum by Rubin, Kenneth S, page 83).

Answer 370

Issue a change request to implement the needed changes for meeting regulationsConsider these findings a risk and plan a responseStart implementing the project and decide later on how to address these requirements when a better solution can be establishedCorrect answerInform the project sponsor of their findingsOverall explanationThe project manager should immediately inform the project sponsor of their findings. The PMI's Code of Ethics requires project managers to comply with all laws and regulations. Concealing such information can lead the organization to face legal issues. In the case of a predictive project, change requests can be only issued after setting the project baseline. In the described scenario, the project is neither authorized nor baselined since it’s still in the project charter development phase.

Answer 371

Ask the project sponsor to represent all of the stakeholdersCorrect answerSet up an effective way to define the needs of each stakeholderClassify stakeholders and only work with those who have high power and interestInform their senior management that the project should be divided into sub-projects so that it will be managed as a program insteadOverall explanationThe project manager needs to implement an efficient approach to identify the needs of all project stakeholders in order to minimize any disturbing changes later during the project execution. No matter how many stakeholders a project has, they should all be identified and analyzed, along with their needs, as early as possible. This might be a complicated process due to the large number of stakeholders involved in this project. However, this does not mean that the project manager should request breaking down the project into sub-projects or assigning a representative for all stakeholders.

Answer 372

Osmotic communicationCorrect selectionVisualize the workflowCorrect selectionLimit work in progressCorrect selectionImplement feedback loopsOverall explanationThe main aspects of the Kanban method are: visualizing the workflow, limiting work in progress, managing flow, making process policies explicit, implementing feedback loops, and improving collaboratively. Close or osmotic communication is one of the crystal methodology’s characteristics (Agile Practice guide, pages 104, 107).

Answer 373

Open space communicationDistracting communicationIndirect communicationCorrect answerOsmotic communicationOverall explanationOsmotic communication is when team members are in the same room and one person asks a question, others in the room can either contribute to the discussion or continue working (PMBOK 7th edition, page 243).

Answer 374

Correct answerISTJINTPENTJENTPOverall explanationSince the project manager never relies on Intuition (N), their style should be Sensing (S). The only option that involves sensing is ISTJ. Sensing is when you pay close attention to reality, concentrate on facts and details, and take advantage of practical experience.

Answer 375

Yes, the agile team doesn’t include a project managerYes, the project manager should either convert to a scrum master role or look for a new opportunity in an organization following the predictive approachNo, the project manager can work as a product owner since both roles are similarCorrect answerNo, they can continue working as a project manager but they will be more of a facilitatorOverall explanationIn Agile, there are three common roles: cross-functional team members, product owner, and team facilitator. The team facilitator can also be called project manager, scrum master, project team lead, or team coach. A team facilitator’s role is to remove impediments, facilitate, and coach the team. In other terms, the team facilitator should have strong servant leadership skills (Agile Practice Guide, pages 40-41).

Answer 376

ACorrect answerBCDOverall explanationAt phase B, the team started with 27 story points as planned and finished with only 22 story points. They are behind by 7 story points since the forecasted progress at the end of phase B is 15 story points. Throughout this phase, the team is behind schedule and progress is trending out. In all of the other phases, the team’s progress is either ahead of the forecasted progress or very close to the trending line. Please note that in the real exam, such a question usually comes in the form of “click the area where…”.

Answer 377

Brief, right-to-the-point expressionsConsideration of the reader’s needsWords and ideas fluencyCorrect answerTone variationOverall explanationIn order to reduce misunderstandings when using written communication mediums, the project manager can rely on the 5 techniques or the 5Cs of written communication, which represent: Correct grammar and spelling, Concise expression and elimination of excess words, Clear purpose and expression directed to the needs of the reader, Coherent, logical flow of ideas, and Controlled flow of words and ideas. Tone variation is a verbal communication technique.

Answer 378

The sponsor since they are a member of the CCBThe stakeholder since they have low powerThe senior team member since they are part of the project teamCorrect answerAll of the above are allowed to submit a change requestOverall explanationChange requests may be submitted by any stakeholder involved with the project. The project sponsor(s), stakeholders, and the project team are all considered project stakeholders, therefore, they can all make change requests. CCB membership, power level, or involvement in project execution should not be restrictions for someone to request changes.

Answer 379

The project manager will own the risk managementBoth the project manager and the project team conduct risk analysis, determine risk responses, and update the Risk RegisterCorrect selectionThe project team analyzes and addresses risks in all planning meetings, with a focus on qualitative rather than quantitative analysisCorrect selectionRisks are monitored through the use of information radiators, stand-up meetings, iteration reviews, and retrospectivesOverall explanationWhen managing an Agile project, risk identification occurs in all types of planning meetings, such as daily stand-ups, release meetings, iteration reviews, and retrospectives. The project team analyzes and addresses risks during planning meetings through qualitative analysis rather than quantitative analysis. In Agile projects, the project team owns Risk management, while the project manager is only responsible for facilitating the process.

Answer 380

Pre-production versionProduct incrementCorrect answerMinimum viable productSampleOverall explanationA Minimum Viable Product (MVP) is a prototype with just enough features to be presented to early users, who can then provide feedback for future product development (PMBOK 7th edition, page 243). An MVP could be subject to many changes and subsequent prototypes, thus it can’t be considered a pre-production version. A sample is a small part of a product intended to demonstrate the characteristics of the whole product. Product increment involves a workable increment delivered at the end of each iteration.

Answer 381

Assign the activity a “5 days” estimation since it was the decision of the majorityAssign the activity a “4 days” estimation as an average of all estimatesAssign the activity a “3 days” estimation as suggested by KathrineCorrect answerDiscuss the different estimations and do another round of votingOverall explanationSince only three out of seven members voted for the “5 days” estimation, the majority was not reached. Therefore, the facilitator should discuss the estimations and do another round of voting if they want to stick with the majority as a decision-making method. If plurality was adopted instead, the “5 days” estimation would have been selected as a final decision. If the average was adopted, “4 days” would have been selected as the activity’s estimated duration. If it was an autocratic decision, the estimation of Katherine, for instance, would have been endorsed.

Answer 382

$4,000Correct answer$5,000$6,000$10,000Overall explanationThe project is 50% complete, so in order to calculate its EV, the following formula must be applied: EV = (BAC x % complete). The project's BAC is calculated by adding up all of the PVs of the project phases: BAC = $2,000 + $2,000 + $3,000 + $3,000 = $10,000. Therefore, the project’s EV = ($10,000 x %50) = $5,000.

Answer 383

Right after the sprint retrospectiveRight before the sprint planningRight after the sprint planningCorrect answerAt any time during the sprintOverall explanationIn an iteration-based agile project, the product owner works with the team to refine the backlog and prepare user stories for the next iterations throughout one or multiple sessions, in the middle of the iteration (Agile Practice Guide, page 67).

Answer 384

Keep Satisfied, Monitor, Keep Informed, Manage CloselyCorrect answerKeep Satisfied, Manage Closely, Monitor, Keep InformedKeep Satisfied, Manage Closely, Keep Informed, MonitorManage Closely, Keep Satisfied, Monitor, Keep InformedOverall explanationA = Keep Satisfied. Due to their influence, stakeholders with high power and low interest should be kept satisfied. But, because they don’t have a high interest in your project, they can get bored if you over-communicate with them. B = Manage Closely. Stakeholders with high power and high interest are the most important to your project, and you should make sure to keep them happy by managing them closely. C = Monitor. Stakeholders with low power and low interest should be kept informed periodically without overdoing it. D = Keep Informed. You’ll want to keep stakeholders with low power and high interest informed by checking in with them regularly to make sure they are not experiencing any issues or problems. Please note that in the real exam such a question usually comes in the form of “drag & drop”.

Answer 385

2, because the product owner is the most aware of the business3, because the project manager has past experience that allows them to use the analogous estimation techniqueCorrect answer5, because the team members are the ones who will be working on the story3, as an average of all estimatesOverall explanationEstimates should be provided by individuals who are assigned to do the work, such as the development team, and not by the product owner or the Scrum Master. (Essential Scrum by Rubin, Kenneth S, page 123).

Answer 386

Establish a rule that prohibits the creation of non-detailed tasksCorrect answerEncourage the team to hold one or more backlog refinement sessions with the product owner during iterationsIgnore the team member’s feedback unless other members agree with themSplit the planning meeting into two or three sessions so attendees don’t feel boredOverall explanationBacklog refinement is used to prepare tasks and user stories for the upcoming iteration (Agile Practice Guide, page 52). The team member’s declaration indicates that the team is not holding backlog refinement sessions at all, or they need to have more sessions. Hence, such feedback shouldn’t be ignored. Dividing the planning meeting into shorter sessions is not going to solve the root cause of this issue. Similarly, setting a restrictive rule for creating tasks will only prevent team members from adding tasks to the backlog.

Answer 387

Correct answerMajor headings or topics to be covered in the presentationReferences and bibliography at the end of the presentationThe presentation requirements and purposeExternal sources used in the presentationOverall explanationThe presentation outline represents a guide to the key elements covered in the presentation. It includes a comprehensive list that sums up what will be demonstrated to prospective customers, clients, or investors. It allows the pitcher to organize their thoughts, highlight fundamental points, and logically elucidate their ideas.

Answer 388

Three-point estimatingCorrect answerExpert judgment estimatingBottom-up estimatingParametric estimatingOverall explanationExpert judgment is the use of specialized knowledge of an industry or previous similar experience in estimations. Likewise, analogous estimating uses parameters from similar previous projects. Since the project manager worked with drones before, they have gained enough experience to make them an expert and enable them to use analogous estimation.

Answer 389

Correct answerRolling waveFast-trackingCrashingDecompositionOverall explanationThe Rolling wave method is used to address uncertainty by planning near-term work in detail while planning future tasks in a more broad manner (PMBOK Guide 7th edition, page 249). It’s a form of progressive elaboration that sets up near-term plans and “rolls” into the longer term as more details become available. In this way, rolling wave planning allows work to progress in current and near-term deliverables while planning for potential work packages continues.

Answer 390

No, since every project is unique, there is rarely any correlation between different projects’ resource expectationsNo, since historical information is usually not applicable for innovative and rapidly changing projectsCorrect answerYes, since historical information can provide insight when making comparisons to resources used on previous similar projectsYes, since an accurate estimation of resources cannot be performed without referring to historical informationOverall explanationHistorical information can be helpful when developing analogous estimates or parametric estimates. Analogous estimating is usually less time-consuming and less costly than other techniques, such as bottom-up estimating, but it also tends to be less accurate.

Answer 391

Correct selectionEffort hoursBusiness hoursCorrect selectionMan hoursCorrect selectionPerson hoursOverall explanationIdeal hours are also referred to as effort hours, man-hours, or person-hours (Essential Scrum by Rubin, Kenneth S, page 122). Business hours are daily hours in which business is commonly carried out. When estimating tasks, we don’t use business hours, because interruptions are common in an eight-hour workday. As a result, you may spend only 6 hours working on your tasks while dispersing the other 2 hours on meetings, phone calls, emails, client support, etc.

Answer 392

Let the discussion flow naturally since it’s important and only intervene if the side discussion continues for too longCorrect answerAsk the team member to reflect on how to make such improvements at another meetingInterrupt the team member because the product owner is not supposed to know that documentation is missingLet the discussion continue and then ask the product owner to give feedback on potential improvementsOverall explanationThe retrospective meeting is the right meeting to reflect on what happened during the sprint and how to improve the implemented processes. Therefore, rather than discussing how to improve future work efficiency, the meeting facilitator should steer back the discussion to only focus on the demonstrated feature and get the product owner’s feedback on what has been produced. This being said, if the documentation needs improvement, team members should create a technical task for it and demonstrate its importance to the product owner during Sprint Planning.

Answer 393

Expectancy theoryTheory XTheory YCorrect answerTheory ZOverall explanationThe motivational theory the project manager describes is William Ouchi’s version of Theory Z. This theory mainly focuses on increasing employee loyalty to the organization by emphasizing their well-being both at work and outside of work. Opting for this motivational theory often leads to high employee satisfaction and morale, resulting in increased productivity (PMBOK 7th edition, page 160). Theory X, on the other hand, implies that employees are generally incompetent, have limited ambitions, avoid any kind of responsibility, and dislike work. Hence, authoritarian managers motivate their employees either by rewarding or punishing them. Contrarily, Theory Y managers have a positive, optimistic view of their employees, considering them creative and committed to the organization’s objectives and vision. The Expectancy theory implies that employees’ performance depends on their expectations that a definite outcome will follow their performance. This outcome will be a reward for their accomplishments, thus they remain productive as long as the rewards meet their expectations.

Answer 394

Correct selectionRetrospective meetingCorrect selectionLessons learned meetingStatus meetingCorrect selectionPost-mortem meetingOverall explanationLessons learned are sometimes morbidly referred to as “postmortems” (Fundamentals of Technology Project Management by Colleen Garton, Erika McCulloch, page 47). They are also known as retrospectives (PMBOK 7th edition, page 71). A status meeting is held to review the actual status as well as risks. Status meetings could be eventually followed by preventive or corrective actions, change requests, or lessons learned meetings.

Answer 395

Request an urgent meeting with the team and inform them that they will need to work overtime to meet the sprint deadline and keep the client satisfiedSend an email to the team informing them of the situation and encouraging them to do more effortCorrect answerWait for the next standup meeting to find out the reason behind the team’s slow paceWait until the next retrospective meeting to reflect on what is happeningOverall explanationAs a servant leader, the project manager should remove any impediments facing their team. Listening to their updates and trying to detect if there are any blockers causing their slow work pace is the best course of action amidst an ongoing sprint. As a second step, the project manager can raise the issue during the retrospective meeting in order to improve processes; this could involve improving estimations, performance, documentation, etc. The project manager shouldn’t ask the team to work overtime or send them an email as a formal way of putting them under pressure (Agile Practice Guide, page 35).

Answer 396

Correct answerSmoothingCompromisingCollaboratingForcingOverall explanationThe project manager used the smoothing technique. This method is characterized by giving more consideration to one side of the conflict over the other in an attempt to smooth out the situation and avoid making the conflict more intense. The project manager is downplaying the seriousness of the issue by reassuring the key team member. This technique often leads to establishing harmony and prevents any amplification of non-critical issues. This does not imply any compromise since the other side of the conflict was not involved nor partially satisfied. It is not a collaboration either since the project manager didn’t incorporate different views nor did they reach a consensus. This can’t be considered forcing since no decisions or solutions were enforced.

Answer 397

Correct answerTry to reach a consensusCall for voting and let the majority decideLet the most experienced member of the board decideLet the board director decideOverall explanationCollaboration is the best approach to resolving a conflict between members. This would involve an open dialogue where differing viewpoints and insights are exhibited and discussed to eventually reach a consensus and commit to the final decision (PMBOK 7th edition, page 168).

Answer 398

Correct answer345They should discuss it further in order to reach a consensusOverall explanationIn Scrum, the scrum master (aka team lead or project manager) should not estimate user stories. Hence, the cross-functional team’s estimation of “3” should be the one considered.

Answer 399

Bugs caused by omission or mistakesCode RefactoringThe cost of rework due to missed featuresCorrect answerThe cost of rework due to degraded code qualityOverall explanationTechnical debt (aka design debt or code debt) implies the cost of rework incurred as a result of choosing a quick solution over a more time-consuming solution that would, however, ensure better quality. This behavior makes the product less stable over time and the involved maintenance cost ends up being very high. Code refactoring is one of the solutions for technical debt.

Answer 400

Ignore the risks since their impact is fairly lowCorrect answerAdd the risks to the risk register and keep monitoring themDevelop a detailed risk responseReport the risks to the fair sponsor(s)Overall explanationPassive risk acceptance is an appropriate approach for low-impact risks. No proactive action is needed for passive acceptance other than periodically reviewing the threat to ensure that it is not signiﬁcantly changing. On the other hand, active risk acceptance entails developing a detailed risk response or a contingency plan that would be implemented if the event occurred (PMBOK 7th edition, page 123).

Answer 401

Correct answerThe project is under budgetThe project is over budgetThe project will end up costing more than initially forecastedThe project will end up costing less than initially forecastedOverall explanationThe cost variance is the difference between the earned value (EV), i.e., the budgeted cost of work performed, and actual costs (AC). CV = EV – AC. If the variance is negative, the project is over budget and if the variance is positive, it is under budget. In the question, the cost variance is barely above 0, so the project is under budget. Since the variance is very close to 0 (90 cents), we can also consider the project to be on budget, but this was not included as an option. Cost variance helps to determine the project’s current status, but it cannot determine or predict if the project will end up costing less or more than anticipated. For instance, when the CV is negative, the project manager could take preventive or corrective actions in order to steer the project back on track within the defined budget.

Answer 402

The user story doesn’t meet the Definition of DoneCorrect answerThe user story doesn’t meet the Definition of ReadyThe user story involves an impossible stakeholder demandThe user story might result in wasted time and effortOverall explanationThe team member tried to push out the user story because it wasn’t ready yet as it doesn’t involve a comprehensive description of its different use cases. The Definition of Ready (DoR) is a checklist of all the criteria that must be met before a user story can be considered ready for the team to include in the sprint and start working on it (Agile Practice Guide, page 151).

Answer 403

ProjectizedMatrixFunctionalCorrect answerTechnicalOverall explanationTechnical is not an organizational structure. There are multiple types of organizational structures including functional or centralized, matrix, and projectized or project-oriented.

Answer 404

Correct answerDefinition of DoneQuality AssuranceFunctional RequirementsFit for UseOverall explanationA Definition of Done is a checklist of required criteria in order to consider a product ready for delivery (Agile Practice Guide, page 151). Functional requirements describe the product requirements, e.g., website menus, functionalities, services, etc. Fit for Use is when a product serves its purpose as it is usable in its current state.

Answer 405

Notify the house owner of the omission and the expected delayFind out how the omission occurred in the first place to avoid having similar issues in the futureSubmit a change request to the house ownerCorrect answerStudy alternatives with the project team to deliver the house on timeOverall explanationThe project manager should confront the issue and try to resolve it with their team in order to deliver the project on time. This should not involve a change request since it includes an omission caused by the project team and not an omission of requirements. Next, and after things settle down, the project manager should capture lessons learned in order to avoid such problems in the future.

Answer 406

Correct answerProject charterProject management planScope statementEnterprise resource planningOverall explanationThe project charter is the document that authorizes the project manager to launch the project execution (PMBOK 7th edition, page 184). It also includes a brief description of the project and its requirements. Both the scope statement and the project management plan contain a detailed version of these requirements.

Answer 407

Planning pokerAffinity estimatingCorrect answerBottom-up estimatingExpert judgmentOverall explanationBottom-up is used in predictive life cycles to estimate a project cost or duration by aggregating the estimates of the lower-level components of the WBS. All of the other estimation techniques could be used in Agile.

Answer 408

Control qualityControl scopeCorrect answerValidate scopeClose projectOverall explanationDuring the “Validate scope” process, deliverables are compared against the acceptance criteria and requirements in order to formally sign off the completed deliverables. “Control quality” and “Control scope” should be carried out before the “Validate scope” process. “Validate Scope” consists in formalizing the approval and acceptance of the completed project deliverables. The veriﬁed deliverables obtained upon conducting the “Control Quality” process are the input of the “Validate Scope” process. One of the outputs of the “Validate Scope” process is the accepted deliverables that were formally signed off and approved by the authorized stakeholder.

Answer 409

Correct selectionSet a reward for the project team every 6 monthsSet a reward for the project team at the end of the projectCorrect selectionConsider cultural differences when determining rewardsCultural differences should not be considered when setting up a reward strategy as they have no substantial impactOverall explanationProject managers should demonstrate their acknowledgment and recognition to their team members throughout the project life cycle rather than waiting till its end to do so. Moreover, cultural differences should be taken into consideration when determining rewards since recognition and rewards can be perceived differently based on various cultural factors.

Answer 410

Number of stories in the product backlogNumber of stories completed in the last sprintCorrect answerTeam velocityTeam sizeOverall explanationTeam velocity, i.e., the sum of story points’ sizes of the completed features in the current iteration, allows the team to plan its next iteration more accurately by taking into consideration their historical performance (Agile Practice Guide, page 64).

Answer 411

Validate scopeIdentify risksCorrect answerIdentify stakeholdersDefine activitiesOverall explanationThe “Identify stakeholders” process should take place either before or concurrently while creating and approving the project charter. Stakeholders’ identification should be carried out as many times as needed. However, it should always be executed at the beginning of each project phase and whenever a significant change occurs on both the project and the organization level. Since the first phase was complete, this means the scope has already been validated. Risks, on the other hand, are identified early on in the project. Nonetheless, you should keep monitoring and identifying new risks throughout the project execution. Likewise, activities are determined during the planning stage of each project phase, unless you’re employing the rolling wave technique or adopting other life cycles rather than the traditional approach, which is not the case in this situation.

Answer 412

Use the why-why method to understand the root of the sales representatives’ behaviorUse the what-if scenario analysis to evaluate the sales representatives’ attitude and its potential impact on the projectCorrect answerMeet with the two sales representatives and try to win their supportHire another trusted sales representative to secretly get the retailers’ contact infoOverall explanationThe project manager’s first step should be to include the two sales representatives in question as project stakeholders. Meeting them and trying to win their support should be a key priority. A logical next step could be to use the why-why method or the what-if scenario analysis. If the project manager fails to win their support, they should consider other alternatives for obtaining the retailers’ contact info.

Answer 413

Educate the project team about the country’s lawsTeach the project team the country’s common slang termsCorrect answerRaise the project team’s awareness of the cultural differencesDevelop a communication management planOverall explanationUnderstanding cultural differences is the first step toward effective communication, which entails reducing misunderstandings and enhancing communication skills. A communication management plan could be developed later on when you’re more acquainted with the aspects and characteristics of this culture.

Answer 414

Convince the senior developer of the advantages of working in the same space as their colleaguesMove the senior developer to a separate cubicleCorrect answerAllow the senior developer to work in a separate area until their complex tasks are solvedAsk the whole team not to make noise as it might disturb othersOverall explanationCompanies that go for a “Caves and Common” office design (“Caves” refers to private spaces such as separate offices or cubicles and “Common” refers to common work areas) allow their agile team members to temporarily work in quiet separate areas if they are unable to concentrate in the common open area. However, once they have finished the work at hand, they should return to the common team space (Agile Practice Guide, page 46).

Answer 415

Accommodate the changeRefuse to make the changeNegotiate the number to reach a consensusCorrect answerInform the sponsor that they need to follow the change management processOverall explanationAny change to the project management plan should go through the organization’s change control process by issuing a change request.

Answer 416

Correct answerThe project is at a high-riskThe project requires more financial or human resourcesThe project will be completed on time and within budgetThe project should be terminatedOverall explanationAccording to the network diagram, the project is at high risk. With five critical paths and two near-critical paths, any delay of any activity belonging to these paths will result in the whole project’s delay. Having more than one critical and near-critical path does not mean that the project requires more resources and an increase in the allocated budget. On the other hand, just because the project is at high risk of schedule delay does not mean it should be terminated.

Answer 417

Move some of Team B’s best performers to Team ASet up a reward program to motivate Team AEncourage Team A to increase their velocity in the upcoming sprintsCorrect answerInform their superiors that they can’t compare the performance of different teams based on their velocityOverall explanationAn agile team decides how many story points to tackle based on their own estimations, which can be different across teams. Thus, velocity can’t be used to compare the performance of different teams.

Answer 418

Correct answerBrainwritingBrainstormingSurveyMind mappingOverall explanationBrainwriting (aka individual brainstorming) is a refinement of the brainstorming technique that grants participants time to reflect on the questions individually, either on paper or online, before the whole group participates in a creativity session. This technique allows the participants to be better prepared, making the meeting or the creativity session more effective than a traditional brainstorming session would be.

Answer 419

Correct answerPairing, swarming, and mobbingPairing, swarming, and brainstormingPairing, mobbing, and refactoringPairing, brainstorming, and refactoringOverall explanationPairing, swarming and mobbing are collaboration techniques used by the Agile team (Agile Practice Guide, page 39). In swarming and mobbing, multiple team members or the entire team focus collectively on resolving a specific impediment. While in pairing, only two team members work together to resolve an issue.

Answer 420

Take the project manager’s side in whatever decisions they makeCorrect answerEnsure the proper running of the meeting while remaining neutralGet involved in the negotiations with the seller to help the project manager get a good dealIgnore team members who are texting during the meetingOverall explanationProperly facilitating the meeting entails remaining neutral. A facilitator should also help attendees collaborate and reach a consensus regarding decisions without taking sides. Therefore, they should not participate in negotiations with the potential provider. While facilitating a meeting, the team member should also make sure everyone stays on topic and participates in the conversation.

Answer 421

Correct answerAt the end of the upcoming sprint, the project manager and the cross-functional team should evaluate the impact of the new practicesThe project manager should frequently join the remote conferencing rooms to ensure that the project team is actually working and not wasting time chit-chattingThe project manager should measure their team’s velocity during the following sprint, and if they notice any decrease, they should discontinue the use of the new practicesThe project manager should ask for the product owner’s approval to deploy the use of these two practicesOverall explanationFollowing the new practices’ implementation, the project manager and their team need to verify any performance improvements or deteriorations during the next sprint retrospective so the team can further adjust and reflect on the process. Evaluating the impact could be done by checking the burndown or burnup charts, measuring velocity, comparing the sprint performance to previous sprints, etc. The project manager should act as a servant leader, which means they shouldn’t control their team by frequently joining the conferencing rooms or making unilateral decisions. On the other hand, the product owner should respect the self-organizing nature of the Agile team and not intervene in their work processes.

Answer 422

Data analysisCorrect answerData gatheringData representationDecision makingOverall explanationIn this case, the project is currently in the Collect Requirements process, which involves identifying and documenting the needs and requirements of stakeholders. Data gathering takes part in the Collect Requirements process to obtain stakeholders’ requirements. It puts in use tools and techniques like benchmarking, brainstorming, focus groups, interviews, questionnaires, and surveys.

Answer 423

Correct selectionReduce customer uncertaintyCorrect selectionAllow early feedbackEliminate change requestsSimplify work for the teamOverall explanationAt the end of every increment, the customer reviews a subset of deliverables to provide feedback. Thus, their uncertainty about the final result will decrease over time. Change requests cannot be eliminated by following an incremental delivery, if anything you will actually become more receptive to change. Incremental delivery doesn’t simplify work for your team either, since splitting work to demonstrate an increment every time to the customer may result in some overheads.

Answer 424

Inform the product owner that the sprint is time-boxed and should continue till its predefined end dateAsk their team to just finish the work in progress and then terminate the sprintCorrect answerImmediately cancel the sprintAsk the product owner to provide a clear explanation of their decision in order to cancel the sprintOverall explanationThe product owner has the authority to cancel an ongoing sprint for any reason they think is valid. There is no sense to continue working on something that is not needed anymore. The project manager should terminate the sprint immediately, but they need to do their best to understand what caused this extreme decision; dissatisfaction, obsolete sprint backlog items, canceled project, etc.

Answer 425

Ask the product owner to approve the action itemsAsk the scrum master to prioritize the action itemsPrioritize the previous iteration’s unfinished user storiesCorrect answerDecide which action items should be prioritized for the next iterationOverall explanationThe keyword in the question is “several”. Ideally, the team should identify a limited list of improvement action items and focus on addressing and prioritizing them, rather than considering too many improvements and eventually losing focus. In a retrospective meeting, feedback concerning ways to improve work processes should be provided by the team, neither by the scrum master nor the product owner. The retrospective is a meeting intended to address lessons learned rather than plan for the next sprint or prioritize pending user stories.

Answer 426

Not waste more time and simply replace the vendorInvolve a third party for arbitration or mediationCorrect answerCollaborate directly with the vendor to resolve the issueConduct a procurement auditOverall explanationWorking with the vendor to reach an agreement is a more direct problem-solving approach, and therefore should be the project manager’s first choice. If direct negotiation fails, then the project manager and the vendor can involve a third party for mediation and arbitration. Obviously, this will be more costly, risky, and time-consuming. The procurement audit was most probably carried out before the issue occurred. Besides, it doesn’t address the vendor’s complaints about payment delays.

Answer 427

Correct answerData, Information, Report, PracticeInformation, Data, Report, PracticeInformation, Report, Data, PracticeData, Information, Practice, ReportOverall explanationTask A is not yet complete: Data. Work performance data is the raw measurements and observations made during project execution (PMBOK 6th edition, page 26). Task B is not accepted because of a security issue: Information. When data is analyzed, it becomes information. Task C had a huge impact on the burndown chart: Report. Examining the whole picture in a burndown chart is a form of reporting. Task D is added to the product backlog based on customer feedback: Practice. The activity of creating, refining, estimating, and prioritizing product backlog items is one of the agile practices. Please note that in the real exam such a question usually comes in the form of “matching”.

Answer 428

Disregard the project’s unsupportive stakeholdersUse the autocratic leadership style to be able to lead the projectCorrect answerCreate an effective communication management plan and stakeholder engagement planRefuse to work on a project that might lead to job lossesOverall explanationThe best course of action for the project manager to handle unsupportive stakeholders is to create an efficient communication plan as well as a stakeholder engagement plan. As a project manager, you can’t disregard or ignore any stakeholders regardless of their attitude towards your project. If anything, you should give more attention and put more effort into engaging unsupportive ones in case they have a key role or big influence on your project. An efficient communication management plan and stakeholder engagement plan will help you identify these unsupportive stakeholders’ level of interest and power and plan your communication and the way you’re going to engage them accordingly, making it easier to ensure their collaboration and even possible to win their support. Refusing to manage the project doesn’t mean the project will be canceled, thus it won’t change the fact that certain stakeholders will still lose their jobs. Moreover, since the project was chosen for execution, it’s intended to bring added value in spite of its downside for some involved stakeholders.

Answer 429

Risk registerCorrect answerIssue logChange logStakeholder registerOverall explanationThe issue log is the right document to note all issues and the way they were resolved (PMBOK 7th edition, page 185).

Answer 430

BrainstormingStory mappingCorrect answerBacklog refinementIteration planningOverall explanationBacklog refinement provides a chance for the product owner along with the team to discuss and address anything associated with the stories’ requirements. This can involve discussing requirements, potential approaches, and even some estimations in order to eventually build a clear idea of how to approach stories.

Answer 431

Eliminating wasteSeeing the wholeCorrect answerDeciding promptlyDelivering fastlyOverall explanationLean advocates making decisions as late as possible. Decisions should be made based on as much information as can reasonably be gathered. Keep all your options open until you must make a decision. There are seven guiding principles of lean practices: Eliminate waste, Amplify learning, Decide as late as possible, Deliver as fast as possible, Empower the team, Build integrity in, and See the whole. Reference: Effective Project Management Traditional, Agile, Extreme, Hybrid by Robert K. Wysocki, pages 360-361.

Answer 432

Corrective actionPreventive actionCorrect answerDefect repairGold platingOverall explanationChange requests that get approved involve either a defect repair or a corrective or preventive action. The situation implies that some of the buttons on the wireless controller developed by the project team are not functioning as required. This is considered a defect repair since the team has taken immediate action to correct the defective product components due to their non-conformance with requirements. This is neither a preventive nor a corrective action since it’s not tackling an inconsistency with the agreed-upon project baseline. It’s not a case of gold plating either, as changing non-functioning buttons was carried on to meet the product’s initial specifications, not to enhance it or satisfy the customer.

Answer 433

Create the project scope and break it down into work packages during the project planning phaseCorrect answerOpt for an iterative and incremental approach for the project executionSet up a firm change control system that will only approve critical changes to be implementedCreate an activity list using the currently known information and opt for a Kanban board to convert those activities into tasksOverall explanationThe requirements, in this case, were vague due to the project’s nature. Thus, they can only be expressed at a high broad level. This can present a challenge when collecting requirements and, more importantly, when decomposing work during the project planning phase. Iterative and incremental approaches are quite suitable for projects with a high level of uncertainty, as they allow the scope to develop along the course of the project. In order to ensure that the product will be aligned with stakeholders’ requirements, the incremental approach permits the delivery and demonstration of partial increments, thus allowing for continuous feedback. All of the other suggested actions are not suitable for a project with ambiguous requirements and a high degree of uncertainty.

Answer 434

Correct answerStefaniaMichelleTusharSamarthOverall explanationAccording to the RACI chart, Stefania is accountable for the activity of writing the RFP. Therefore, the project manager needs to talk to Stefania in order to investigate the issue. Michelle is the one responsible for writing the RFP, but she should not be held accountable if something goes wrong, as this situation implies.

Answer 435

Ask the scrum master to allocate more resources to the teamDiscuss the issue in the next sprint retrospectiveMake more effort and even consider working overtime to finish the selected tasksCorrect answerInform the product owner that some items should be removed from the sprintOverall explanationSince the Sprint hasn’t yet started, the cross-functional team can still make changes to the Sprint Backlog items. During sprint planning, if the team realizes that they might not be able to accomplish the selected items, they can decide to remove some of them in consensus with the Product Owner, since they’re the only person in charge of approving the sprint backlog items.

Answer 436

Ask the sponsor to issue a change request involving their decision not to hire the companyHire the company anyway in order to achieve the project goalCorrect answerEvaluate the consequences of the sponsor's decision and discuss with them the other possible solutionsTrain the project team to internally perform the air conditioning studyOverall explanationThe best course of action would be to have a meeting with the sponsor to further discuss the different options, such as finding another company, negotiating the price, reducing the study scope of the study, etc., as well as the consequences of skipping the study. If the sponsor is still determined on skipping the study, a change request should be issued. Likewise, if it’s feasible to train the project team to carry out the study, formal approval should be acquired in order to go with this option. The project manager should not ignore the sponsor’s request and hire the company: the sponsor is a key stakeholder and their feedback should be highly considered.

Answer 437

Correct answerThe value of the itemsThe complexity of the itemsThe size of the itemsThe risk associated with the itemsOverall explanationThe product backlog should be prioritized and organized based on the value that each item brings to the product and project. This value depends on several factors such as the item’s complexity, criticality, and the risk associated with it. However, these factors are not the basis to determine the items’ value. Each item’s value is dictated by the Product Owner as well as the items’ sequence in the product backlog.

Answer 438

Promoting team members' professional growthPrioritizing the team needs ahead of everything elseSuccession planning by developing future servant leadersCorrect answerTaking instructions from the team concerning project workOverall explanationA servant leader promotes team growth, prioritizes their needs, and plans for successors by developing future servant leaders. This leadership style, however, does not entail that the project manager has to take instructions from their team.

Answer 439

Correct answerProject charterWork Breakdown Structure (WBS)User storiesEpicsOverall explanationThe project manager should refer to the project charter to find a ‘high-level description‘ of the project. The project charter is a formal document that describes the project in its entirety, including its objectives, involved stakeholders, and the way its work will be carried out. This is a project planning document that can be used throughout the whole project’s lifecycle. User stories and epics only represent the detailed requirements, not the entire high-level description of the project scope. The Work Breakdown Structure (WBS) also outlines the detailed requirements of projects that follow a predictive life cycle.

Answer 440

Project coordinatorProject managerProgram managerCorrect answerPortfolio managerOverall explanationA portfolio manager coordinates and manages a group of related or non-related projects and programs.

Answer 441

Plan scope managementCollect requirementsCorrect answerDefine scopeDefine requirementsOverall explanationIn the “Define scope” process, the project manager decides what should be included in the study and what should not. The “Plan scope management” process, on the other hand, describes how the offshore study will be deﬁned, validated, and controlled. The “Collect requirements” process is already done since the project manager noted down the stakeholders’ requirements earlier. The process of “Define requirements” is a made-up term.

Answer 442

Power and interestPower, urgency, and legitimacyCorrect answerUnaware, resistant, neutral, supportive, leadingUpward, downward, outward, and sidewardOverall explanationThe engagement assessment matrix classifies stakeholders into five groups based on their engagement level: unaware, resistant, neutral, supportive, and leading. The power/interest grid classifies stakeholders according to their levels of power and interest. The salience model, however, classifies stakeholders based on their power, urgency, and legitimacy. Directions of influence, on the other hand, classiﬁes stakeholders according to their type of inﬂuence on the project: upward, downward, outward, and sideward.

Answer 443

Risk impactPresent valueCorrect answerExpected monetary valueContingency reserveOverall explanationThe Expected Monetary Value is calculated by multiplying the risk probability by the risk impact (PMBOK 7th edition, page 176): EMV = 0.7 X $10,000 = $7,000. In this question, the risk impact is $10,000. The contingency reserve comprises the sum of all the EMVs. Present value is rather used in the cost-benefit analysis.

Answer 444

Correct answer10%20%25%30%Overall explanationThe project profit = Revenue - Operational cost - Tax liability = $15,000 - $5,000 - $5,000 = $5,000. Return on the invested capital = Project profit / Invested capital = $5,000 / $50,000 = 10%

Answer 445

It identifies and authorizes the Project Manager to launch the projectIt is a detailed project schedule defining the tasks and their dependencies, as well as key milestonesCorrect answerIt is a formal document that defines how the project will be managedIt is part of the “Executing” process groupOverall explanationA project management plan is a formal document that defines how a project is going to be carried out (PMBOK 7th edition, page 186). The project plan is created during the planning phase of the project life cycle, and it must be approved by stakeholders before the project can move on to execution. The project charter is a document that is meant to identify and authorize the Project Manager to start the project. The project management plan is created as part of the planning process group.

Answer 446

FeatureCorrect answerEpicReleaseMilestoneOverall explanationBig user stories or large-scale features are known as Epics. Epics usually involve a high-level feature, requirement, or customer request with a few lines of description, as they might only depict the final desired output. Epics could expand over months and even take over an entire release or several releases (Essential Scrum by Rubin, Kenneth, page 86).

Answer 447

Retain the supplier who noticed the missing requirementRetain the supplier who addressed the missing requirement in their responseExtend the deadline to receive more proposals and have more choicesCorrect answerSend an adjusted RFQ comprising the missing requirement to all suppliers and give them the opportunity to resubmit their proposalsOverall explanationSending the altered RFQ to all suppliers, highlighting the requirement that was previously missing, and allowing them to send updated responses to the RFQ would be fair to all suppliers. Moreover, in this situation, formal written communication is highly recommended as verbal communication might be misunderstood or forgotten. Extending the deadline without re-issuing the RFQ will not address the issue.

Answer 448

Correct selectionInquire whether any other meeting attendees could answer the stakeholder’s questionChange the subject to avoid respondingConfess that they don’t know the answer, claiming that the question was irrelevant to the meeting’s topicCorrect selectionAdmit that they don’t know the answer and promise to get back to the stakeholder after checking with the project teamOverall explanationIt is important not to immediately respond to a difficult question without first taking some time to think about the answer. Repeating the question and asking for clarification will help the project manager take enough time to consider their response. It would be impolite to claim that the question was irrelevant to the meeting’s topic. If the meeting is running late, the project manager could ask the stakeholder to discuss the topic after the meeting. Escaping the question is not a good idea either.

Answer 449

Sprint execution, Sprint retrospective, Sprint planning, Sprint reviewCorrect answerSprint execution, Sprint review, Sprint retrospective, Sprint planningSprint review, Sprint execution, Sprint retrospective, Sprint planningSprint execution, Sprint review, Sprint planning, Sprint retrospectiveOverall explanationA. Inspects progress towards the sprint goal = Sprint executionB. Presents the project’s performance to the stakeholders = Sprint reviewC. Discusses the improvements that can be applied in the upcoming sprints = Sprint retrospectiveD. Provides estimates of the required effort to complete user stories = Sprint planningPlease note that in the real exam such a question usually comes in the form of “drag & drop”.

Answer 450

It’s the first valueIt’s the last valueIt’s the most repetitive valueCorrect answerIt’s the average valueOverall explanationFor sprint planning, and in order to estimate how much work the team can accomplish, you should measure the work that has been previously done, meaning you should rely on the team’s average velocity: (30 + 34 + 30 + 26 + 30) / 5 = 30. By evaluating the velocity in the past sprints, you will be able to estimate how much work can be delivered in a particular duration or by a particular date and how many story points can your team commit to finishing in a sprint. Using the first or the last velocity is meaningless since one value is not enough to represent a team’s velocity. Using the most repetitive value isn’t accurate either since the repetitive pattern does not represent the average (for example, this series 30, 35, 30, 35, 30 has an average of 32 points even though 30 is the most repetitive value).

Answer 451

Congratulate the team when they do a good jobCorrect answerListen to the team for any faced impedimentsAsk each team member what they accomplished since the last daily standupThis meeting is for team members only, the Scrum Master should not attendOverall explanationDuring the daily standup, the scrum master listens to the team members for any faced impediments and provides support in case of need. It’s recommended that the standup meeting is facilitated by any team member rather than the project manager to ensure it does not turn into a status meeting. Ideally, it is a time for the team to self-organize and make commitments to each other (Agile Practice Guide, page 54).

Answer 452

Large projectCorrect answerInternal projectAgile projectTraditional projectOverall explanationAn internal project is a project in which the customer is a person or department within your company. An external project, however, is a project in which the customer is an external party, whether it is a person or an organization. The customer or the client is the person, department, or organization that is supporting the project’s development financially. The end-user of a product is not necessarily the project client or customer. Some corporations focus almost entirely on internal projects. Internet and software companies, for instance, primarily create internal projects in which they are their own client and their end-user is the general public (Fundamentals of Technology Project Management by Colleen Garton, Erika McCulloch, page 84). There is no indication in the question that the project is large or that it adheres to a traditional or agile approach.

Answer 453

Correct answerThe documentation is kept to a bare minimum to only respond to regulatory requirementsAgile projects do not require any documentation as they only focus on delivering added valueDocumentation in agile projects is only carried out for completed functionalitiesAgile requires sophisticated documentation that they are lagging behind to produceOverall explanationCreating exhaustively detailed formal documentation is considered a waste of time and effort in projects following the agile approach. According to the Agile Manifesto, delivering software that conveys the required value is prioritized over creating documentation. However, documentation is still necessary, thus, it should be created within the limits of fulfilling regulatory requirements or conformance checks when dealing with safety-critical products.

Answer 454

Scrum masterCorrect answerTeam membersProduct ownerProject sponsorOverall explanationIn Agile, team members determine how plans and components should be integrated in order to deliver the final work (Agile Practice Guide, page 91).

Answer 455

Correct answerCompromiseForceCollaborateSmoothOverall explanationThe compromise approach to conflict resolution is characterized by searching for solutions that bring a certain level of satisfaction to all parties involved in order to temporarily or partially resolve the conflict (PMBOK 7th edition, page 168). In the question, a temporary solution was suggested to ensure some degree of satisfaction for both the project manager and the functional manager (a lose-lose situation). On the other hand, smoothing emphasizes areas of agreement rather than areas of difference, leading to a yield-lose situation.

Answer 456

Welcome the change by creating a user story and adding it to the ongoing sprintCreate the user story, but add it to the next sprint to protect the team from disruptionsCorrect answerCreate the user story and let the product owner decide its priorityNot create the user story since the request should come from the product owner, not the sponsorOverall explanationIt is the responsibility of the Product Owner to maintain and refine the backlog. Upon receiving a new requirement, it should be added to the backlog and then prioritized for implementation. Any stakeholder, not just the product owner, can submit a request.

Answer 457

Correct answerIn the next sprint backlogIn the Product BacklogIn the Retrospective Improvement BacklogNone of the above. The team should just carry on this work in the next sprintOverall explanationIn order to implement the determined improvement actions in the upcoming sprint, they should be placed in the next sprint backlog. This step requires the consent of the Product owner, who should allow some work related to process improvements within the sprint. If not, they should be persuaded of the importance of continuous improvement as a crucial part of the Agile approach.

Answer 458

Correct answerThe iteration is behind scheduleThe iteration is on scheduleThe iteration is ahead of scheduleNone of the above. The schedule should not be controlled in AgileOverall explanationIn the burndown chart, the trend line shows how much work is pending. When the actual progress line is above the projected line, it indicates that there is more work pending than initially planned. Agile self-organized teams use empirical and value-based measurements, such as the burndown chart, to monitor the iteration status. Controlling the schedule when following an agile approach is different than when using the predictive approach; the team is responsible for completing iterations on time. Besides, if the iteration ends without completing all the work, no change requests can be issued since the schedule is fixed and the scope is variable in Agile.

Answer 459

BrainstormingCorrect selectionAbility testsCorrect selectionFocus groupsTeam-buildingOverall explanationIndividual and team assessment tools include attitudinal surveys, speciﬁc assessments, structured interviews, ability tests, and focus groups. Team-building is used for team development, while brainstorming is mostly used for collecting project requirements.

Answer 460

Correct answerSpecificSimpleSmartSafeOverall explanationSMART is an acronym that stands for Specific, Meaningful, Achievable, Relevant, and Timely (PMBOK 7th edition, page 97). Each letter in SMART can have other alternatives, except the “S” which commonly refers to “Specific” or “Strategic and Specific”.

Answer 461

Assign one team member to answer all of the sponsor’s questionsCorrect answerInform the sponsor that any future questions should be brought to them being the scrum masterAsk the product owner to help the team deal with the sponsor’s questionsInform the team that they should ask for permission before discussing any details with the sponsorOverall explanationApart from being responsible for guiding the team, the Scrum Master is also responsible for protecting the development team from any interruptions or distractions. This situation requires the Scrum Master’s intervention on behalf of the team to ask the sponsor subtly to stop interrupting the team’s work.

Answer 462

Using a weighting system to select the best applicantsAdding a section for minimum qualifications in the job descriptionCorrect answerCreating a screening system to reduce the number of applications to treatRandomly selecting a few candidates and picking the best of themOverall explanationA screening system could be used to short-list applicants based on predefined criteria, such as technical capabilities, years of experience, location, etc. Since the number of applications is high, it would be better to resort to screening. By defining go/no-go criteria, the project manager will be able to reduce the number of applications to treat. Random selection is not a suitable option because it does not ensure the selection of eligible resources. On the other hand, using a weighting system requires a thorough examination of each application since a score will be attributed according to a set of predefined criteria. Hence, this option would be time-consuming. It could, however, be used after applying the screening system. Altering the job description is not the right action since the job offer had already been published, and applications had been received. Thus, the question addresses the resource selection phase.

Answer 463

Ask the product owner to assume the responsibility of refining the product backlog so that the development team can concentrate on their sprint workDo nothing since refining the product backlog is quite importantConstrain the team to their sprint work by canceling product backlog refinement meetingsCorrect answerCoach the team to better manage their time through refining the product backlog for the next sprint while remaining committed to their current sprintOverall explanationIn agile projects, the scrum team opts for a gradual method of work elaboration, in which they only refine the product backlog items that they intend to implement in the next sprint or in the near future. However, it’s important for the team to strike the right balance between product backlog refinement tasks and their sprint work.

Answer 464

Better change control and requirements management practices should be implementedThe project team is not well acquainted with the project requirementsCorrect answerThe project team is delivering value in a timely consistent mannerThe end users are indecisive about what they wantOverall explanationEarly delivery allows the team to obtain feedback in order to implement the necessary improvements accordingly.

Answer 465

Correct answerNo, velocity should not be used as a performance metric for rewards and recognitionsNo, velocity is only used for planning purposesNo, velocity is only used as a team diagnostic metricYes, velocity indicates which team gets more work done on each sprintOverall explanationVelocity should not be used as a performance metric for assessing the team’s productivity. When misused in such a scenario, velocity can result in imprudent and misleading behavior; team members might start to manipulate the system to show higher velocity numbers. They may also undermine quality to get more work “done” which will lead to increasing levels of technical debt (Essential Scrum by Rubin, Kenneth S, page 137). Velocity is used as a planning tool; for example, if your team’s velocity is 20 story points and you intend to achieve user stories of 100 story points, you’ll need 5 sprints to get all the work done. Velocity is also used as a team diagnostic metric since a consistent velocity is the hallmark of a healthy agile team.

Answer 466

Correct answerInform the customer of the potential cost and time changesHold this information since all cost savings are considered as an additional profitDo nothing since the customer will have access to all of these details at the end of the project and savings will be split according to the contract termsUse the saved time and money to add more features Overall explanationSince a Time and Material contract consists of quoting the spent and used labor and materials instead of determining a fixed price for the provided service and/or product, the customer should be informed of the schedule and budget changes in order to issue a correct invoice. Withholding similar information is considered unethical. On the other hand, adding more features requires the approval of the customer. Otherwise, this behavior will be considered Gold Plating. In T&M contracts, there are no incentive fees, unlike the Cost Plus Incentive Fee contract (CPIF) where savings are split between the two parties according to a pre-negotiated formula.