Udemy 4 Flashcards
Question 155:
An organization assigned an agile coach to assist a project manager and their team with the transition to Scrum project management. During a training session, the agile coach explained the nature of the relationship between the development team and the customer along with both parties’ responsibilities in a Scrum project, stating that:
The development team is responsible for determining which features should be addressed first
The customer is responsible for determining how to carry on the project work
The customer is responsible for defining value and assessing the user experience
The development team is responsible for prioritizing features
The development team is responsible for determining which features should be addressed firstThe customer is responsible for determining how to carry on the project workCorrect answerThe customer is responsible for defining value and assessing the user experienceThe development team is responsible for prioritizing featuresOverall explanationThe Scrum framework explicitly defines the role and responsibilities of the development team, the product owner, the customer, and other stakeholders. The customer or the product owner are the ones responsible for defining the product scope and features, prioritizing the derived user stories according to their values, and deciding which will be generated first. The development team, on the other hand, is responsible for determining how to carry out the work (the approaches and the techniques that will be implemented and followed for the development process). Upon completing and delivering the development work, it is up to the customer to review and assess the user experience in order to confirm whether the delivered product meets their needs and expectations.
Question 156:
A team member was assigned to add an “upload” button to a website’s support page so that users can attach files when reporting any issues. During the iteration review, the team member proudly demonstrated that they did not only add the button, but also included the possibility of uploading files through “drag and drop”. How do you describe the team member’s behavior?
This is “delivering value”, which should be encouraged
This is “customer obsession”, which should be encouraged
This is “scope creep”, which should be avoided
This is “gold plating”, which should be avoided
This is “delivering value”, which should be encouragedThis is “customer obsession”, which should be encouragedThis is “scope creep”, which should be avoidedCorrect answerThis is “gold plating”, which should be avoidedOverall explanationGold plating entails adding more features that are not included or agreed upon in the scope or product backlog, in order to please the customer. This does not involve scope creep because the customer didn’t request the change. Customer obsession consists of hyperfocus on customers’ requirements through consistently collecting their feedback to improve their user experience. The product owner should foreground what customers want by prioritizing their requirements in the product backlog. The iterative and incremental aspects of the agile approach ensure the continuous delivery of value to the customer.
Question 157:
One of the cross-functional team members took an urgent unplanned leave, putting the rest of the team under a lot of pressure in order to meet the sprint goal. How should the agile project manager address this issue?
Ask team members to take their time finishing tasks with no need to rush
Ask the functional manager to assign a replacement for the leaving team member
Ask team members to work extra hours
Ask the product owner to extend the sprint duration in order to give the team more time to finish the sprint backlog
Correct answerAsk team members to take their time finishing tasks with no need to rushAsk the functional manager to assign a replacement for the leaving team memberAsk team members to work extra hoursAsk the product owner to extend the sprint duration in order to give the team more time to finish the sprint backlogOverall explanationEmergency leaves are a common risk that can occur anytime in any type of project. Taking into consideration that agile promotes a work-life balance, team members should be encouraged to work according to their available capacity to keep everyone motivated and avoid draining their energy. Therefore, working extra hours is not an option. Asking for a replacement won’t be practical for a short period of time since it’ll take them more time to learn about the project. Sprint duration is time-boxed and should not be extended.
Question 158:
In predictive projects, the scope baseline, which is usually used as a basis for future comparisons, can only be modified through formal change control procedures. What are the components of the scope baseline?
Scope statement, WBS, and WBS dictionary
Scope management plan and WBS
WBS and WBS dictionary
Project charter and Scope management plan
Correct answerScope statement, WBS, and WBS dictionaryScope management plan and WBSWBS and WBS dictionaryProject charter and Scope management planOverall explanationScope Baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary (PMBOK 7th edition, page 188).
Question 159:
When working on the WBS, a project manager disagrees with the project team about whether to use numbers or letters when indicating the highest level of the Work Breakdown Structure. The project manager believes that with a lot of levels in the WBS, A.1.2.2 will be more clear and easier to read than 1.1.2.2. What is this disagreement mainly about?
Code of accounts
Control accounts
Work packages
Scheduling software
Correct answerCode of accountsControl accountsWork packagesScheduling softwareOverall explanationCode of accounts is the identifier of the WBS components. Control accounts, planning packages, and work packages are components of the WBS rather than identifiers. Control accounts present the highest level of the WBS, while work packages are the lowest level.
Question 160:
A project manager had already assembled a team for a new project when they got promoted to a portfolio manager position. The project manager informed their successor that the majority of the team needs training. In order to be able to provide the team members with the suitable type of training, the succeeding project manager should refer to:
Resource Management Plan
Responsibility Assignment Matrix
Work performance reports
Work Breakdown Structure
Correct answerResource Management PlanResponsibility Assignment MatrixWork performance reportsWork Breakdown StructureOverall explanationThe Resource Management Plan covers staffing acquisition, timetable, training needs, recognition and rewards, release criteria, compliance, and safety. On the other hand, the Responsibility Assignment Matrix (RAM) is a useful tool for ensuring a clear division of roles and expectations. The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
Question 161:
A team has 100 story points in the product backlog and a velocity of 30 points per iteration. Taking into consideration that the iteration is two weeks long, how many weeks does the team need to complete the backlog?
4 weeks
6 weeks
8 weeks
10 weeks
4 weeks6 weeksCorrect answer8 weeks10 weeksOverall explanationIt will take the project team 3.3 iterations to complete the backlog work items (100 story points / 30 story points = 3.3 iterations). It would take 4 iterations to complete the work because the timebox of the iteration shouldn’t be changed. Since the question specifically asks how many weeks are needed for completing work, then 8 weeks is the right answer.
Question 162:
A project manager is leading a Hybrid project using a Kanban board for executing activities. During a regular monthly retrospective meeting, a new team member stated that the cycle time is high compared to the last project they worked on. What does the team member mean by “cycle time”?
The duration of the project iterations
The time required to review a task
The time from the moment the team starts working on a task to the moment they complete it
The time from the moment a task is added to the kanban board to the moment it’s completed
The duration of the project iterationsThe time required to review a taskCorrect answerThe time from the moment the team starts working on a task to the moment they complete itThe time from the moment a task is added to the kanban board to the moment it’s completedOverall explanationThe cycle time is how long it takes for the team to complete a task. It’s measured from the time they start working on the task. Lead time, on the other hand, starts from the moment the task is added to the board (Agile Practice Guide, page 64).
Question 163:
A project manager is trying to control the costs of the project they are working on. Thus, the project manager decides to calculate the _______________ in order to define the value of the completed work, based on its pre-approved assigned budget.
Planned Value
Earned Value
Schedule Variance
Cost Variance
Planned ValueCorrect answerEarned ValueSchedule VarianceCost VarianceOverall explanationEarned Value (EV) refers to the value of completed work, based on the approved budget assigned to that work. Cost Variance (CV) is the amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the Actual Cost (AC). Schedule Variance (SV) is a measure of schedule performance expressed as the difference between the earned value and the Planned Value (PV).
Question 164:
An organization intends to form a change control board for assessing and managing change requests. What is the most appropriate selection of members to form the change control board?
Project sponsor and product owner
Project manager and project team members
Project sponsor, project manager, and project team members
Product owner and scrum master
Project sponsor and product ownerProject manager and project team membersCorrect answerProject sponsor, project manager, and project team membersProduct owner and scrum masterOverall explanationThe change control board is established within an organization to review all change requests and decide whether to approve or reject them. The appropriate board structure should involve the project manager, project team members, and the sponsor. Along with these members, the change control board (CCB) could also include key stakeholders such as subject matter experts and consultants. The product owner and Scrum master are roles under the scrum framework, which doesn’t include a change control board.
Question 165:
A project manager is leading a construction project that consists in adding a number of bungalows to a seaside hotel. Since they need to procure the required construction materials, the project manager is responsible for issuing all of the following documents, except:
Proposals
Source selection criteria
Request for quotes
Purchase order
Correct answerProposalsSource selection criteriaRequest for quotesPurchase orderOverall explanationAs the buyer, the project manager is responsible for issuing the source selection criteria, Request For Quotes (RFQ), and Purchase Order (PO) as procurement documents. Proposals, which involve all information required in the request for quotes, are created by the seller. Source selection criteria are set by the buyer and used to choose the most convenient provider. A request for quote (RFQ) is used to solicit selected suppliers to submit quotes and bids for certain tasks or products. A purchase order (PO) is issued by the buyer for the seller in order to indicate the ordered products or services’ quantity, type, and prices.
Question 166:
A project manager works in an IT company that strictly complies with the Agile Software Development Manifesto. All of the following are values of the Agile Manifesto, with the exception of:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Following an iteration over following a plan
Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationCorrect answerFollowing an iteration over following a planOverall explanationThe correct value is “Responding to Change over Following a Plan”. All of the other alternatives are the right values of the Agile Manifesto (Agile Practice Guide, page 8).
Question 167:
After shortlisting vendors, a project manager is in the process of preparing the contract. What type of contract should the project manager opt for if they want to terminate the project in case they’re not satisfied with the delivered incremental shippable product?
Fixed Price
Cost Reimbursable
Fixed Price with Incentive
Time & Materials (T&M)
Fixed PriceCost ReimbursableFixed Price with IncentiveCorrect answerTime & Materials (T&M)Overall explanationThe project manager should choose a Time and Materials (T&M) contract. This type of agreement allows them to only pay the contractor for the actual cost of the invested time (usually involves specific hourly rates), as well as the actual cost of the used materials and equipment.
Question 168:
A project manager is leading a project with some remote team members. The project manager recently received a complaint from these members, claiming that they are being treated as second-class employees. What should the project manager do next?
Review team charter
Conduct a performance survey to evaluate the efficiency of remote work
Invest more in collaboration tools
Perform a root cause analysis
Review team charterConduct a performance survey to evaluate the efficiency of remote workInvest more in collaboration toolsCorrect answerPerform a root cause analysisOverall explanationIdentifying the main cause of the issue by performing a root cause analysis is what the project manager should do in the first place, as there is no mention in this scenario of why remote team members feel like they are treated as second-class employees. For instance, they might be feeling isolated due to a lack of collaborative tools or they might be feeling discriminated against due to cultural differences. After finding out the root cause of the issue, the project manager can discuss the matter with the concerned members to come up with an appropriate solution.
Question 169:
Which of the following is an example of an information radiator?
Prototype
Milestone
Kanban board
Brainstorming
PrototypeMilestoneCorrect answerKanban boardBrainstormingOverall explanationInformation radiators, such as the Kanban board, are a visible display of up-to-date information concerning the team’s work status. A milestone is a point or an event in the project that does not display status information. Brainstorming, on the other hand, is a data-gathering technique, whereas a prototype is a method of getting early feedback on requirements.
Question 170:
During the sprint, the scrum master asked two senior members whether the remaining work in the sprint backlog could be completed to achieve the sprint goal. The team members replied by saying that they were not supposed to track such data. What should the scrum master do next?
Take disciplinary action against them
Take charge of tracking the sprint backlog progress
Inform team members that tracking sprint backlog is the responsibility of the agile team and guide them through the process
Ask them about the sprint backlog progress during the next standup instead
Take disciplinary action against themTake charge of tracking the sprint backlog progressCorrect answerInform team members that tracking sprint backlog is the responsibility of the agile team and guide them through the processAsk them about the sprint backlog progress during the next standup insteadOverall explanationThe scrum master needs to coach the two senior team members and bring to their attention that the scrum team is responsible for tracking the total work remaining in the sprint backlog as an indicator of whether or not they will achieve the sprint goal. They can also attend the standup meeting in order to detect any bottlenecks and help tackle and remove them. In order to get a clear idea about the sprint backlog progress, the scrum master can simply check the burndown chart, but it’s not their responsibility to continuously track the sprint backlog work progress.
Question 171:
A new project manager was excited to lead a project for the first time. However, their enthusiasm faded away as soon as they realized that, despite their position, they had limited control over the project. In which type of organization would the project manager have the most control as a project manager?
Projectized organization
Weak matrix organization
Balanced matrix organization
Strong matrix organization
Correct answerProjectized organizationWeak matrix organizationBalanced matrix organizationStrong matrix organizationOverall explanationA projectized organization allows project managers to have the most control over their projects. In this type of organization, the project manager is responsible for making practically all of the decisions as all organizational units report directly to the project manager. Furthermore, most of the organization’s resources are fully dedicated to project work.
Question 172:
A project manager is working on a project for creating and testing a new piece of software. The project is following a predictive approach and is currently behind schedule and under budget. The project manager estimated that it will take another 2 weeks to complete the testing activity. The program manager asked the project manager to only dedicate one week to the testing activity. What should the project manager do in this situation?
Crash the project to complete the testing activity in one week
Fast-track the project to complete testing in one week
Submit a change request to complete testing in one week
Complete the testing activity in two weeks as planned and inform the program manager that they cannot compromise the testing phase
Correct answerCrash the project to complete the testing activity in one weekFast-track the project to complete testing in one weekSubmit a change request to complete testing in one weekComplete the testing activity in two weeks as planned and inform the program manager that they cannot compromise the testing phaseOverall explanationSince the project is already behind schedule and under budget, the project manager can consider crashing it by compressing the testing phase and adding more resources. If this is not feasible due to any potentially arising complexity or lack of resources, they need to decline the program manager’s request and complete the testing in two weeks as they previously planned. The project manager shouldn’t submit a change request to squeeze testing activities in one week as it will result in lowering the product quality. Even if it means completing the project behind its initial schedule, it is important to perform all of the project aspects that were agreed upon by the customer. Fast-tracking means performing multiple activities concurrently, so it’s not intended to reduce a certain activity’s duration.
Question 173:
A Change Control Board (CCB) is composed of 4 members: two members representing the performing organization: the project manager and the functional manager, and two members representing the client: the product manager and the sponsor. During the last week of the project, the product manager and the sponsor requested a change. What should the project manager do next?
Refuse to implement the change since it was requested late in the project’s life span
Evaluate the change with the project team, then decide whether to proceed with it or not
Evaluate and discuss the change internally, then call for a CCB meeting
Discuss the change with the functional manager, then decide whether to proceed with it or not
Refuse to implement the change since it was requested late in the project’s life spanEvaluate the change with the project team, then decide whether to proceed with it or notCorrect answerEvaluate and discuss the change internally, then call for a CCB meetingDiscuss the change with the functional manager, then decide whether to proceed with it or notOverall explanationNo matter how late a change request is made, it should be considered as long as the project is still running. Refusing or accepting is beyond the project manager’s authority; it falls under the Change Control Board (CCB) responsibilities. The project manager should evaluate and discuss the change request with relevant stakeholders before presenting it to the CCB in order to argue whether it should be implemented or refused.
Question 174:
A project sponsor assigned a product owner to an agile project. After a few iterations, the sponsor announced that since the product owner seemed to be oblivious to their role and responsibilities, they will be replaced by someone else. What did the first product owner probably do wrong?
Tell the agile team what work they should do
Tell the agile team how they should do their work
Tell the agile team when the work needs to be done
Tell the agile team why the work is needed
Tell the agile team what work they should doCorrect answerTell the agile team how they should do their workTell the agile team when the work needs to be doneTell the agile team why the work is neededOverall explanationIt’s not among the product owner’s responsibilities to tell a self-organizing agile team how to do their work. However, it’s among their responsibilities to let them know what they should do through defining requirements and user stories, when they should do it by defining priorities, and why they do it by defining a vision.
Question 175:
An organization decides to develop an innovative system to control the quality of its products. The project manager assigned to the project opted for an Agile approach. Why did the project manager make this choice?
To avoid change requests as much as possible
To avoid scope creep as much as possible
To get feedback as early as possible
To complete the project as early as possible
To avoid change requests as much as possibleTo avoid scope creep as much as possibleCorrect answerTo get feedback as early as possibleTo complete the project as early as possibleOverall explanationSince it’s based on short development iterations, Agile approaches allow for early and frequent feedback by delivering a working piece of the product at the end of each iteration to the customer. Since traditional projects can only obtain customer feedback at the end, it is often too late to incorporate the feedback or fix any issues at that stage, unlike Agile projects where new changes are welcomed and integrated into the product development process.
Question 176:
Agile team members are estimating a complex user story. Which of the following items the agile team should not include in their estimations?
Research time
Troubleshooting time
Testing time
Waste time
Research timeTroubleshooting timeTesting timeCorrect answerWaste timeOverall explanationWaste time involves the time lost due to interruptions, unproductive meetings, low internet speed, server connection latency, etc. User story estimates should not include waste time; they should only include all known activities needed to complete the story such as research, execution, troubleshooting, testing, etc.
Question 177:
A scrum master is leading a project with two-week sprints. The cross-functional team, which is composed of five members, had a disagreement about the maximum duration of a standup meeting. While some believe it should be 15 minutes, others think that 10 minutes are sufficient. The scrum master interfered to inform them that the maximum duration of the daily standup is:
10 minutes, since each team member needs 2 minutes for their status update
10 minutes, since it’s a 2-week sprint and they should dedicate 5 minutes for each week
15 minutes, since 3 minutes should be allocated for each team member
15 minutes, regardless of the team size and iteration length
10 minutes, since each team member needs 2 minutes for their status update10 minutes, since it’s a 2-week sprint and they should dedicate 5 minutes for each week15 minutes, since 3 minutes should be allocated for each team memberCorrect answer15 minutes, regardless of the team size and iteration lengthOverall explanationThe duration of a daily Scrum meeting is time-boxed as 15 minutes; it does not change depending on the length of a Sprint or the size of the team (Agile Practice Guide, page 53).
Question 178:
During a training session, and in order to clearly explain what a project can be, a project management coach gave their trainees the following example:
Saving an endangered species of rhinos from extinction
A weekly clean-up of the local park
A shoe factory that produces 1000 pairs monthly
Preparing pasta for your family every Monday
Correct answerSaving an endangered species of rhinos from extinctionA weekly clean-up of the local parkA shoe factory that produces 1000 pairs monthlyPreparing pasta for your family every MondayOverall explanationSaving an endangered species of rhinos from extinction is the only correct example of a project since it has a unique outcome and a limited time frame. Governments and NGOs usually lead this kind of project which can take years. However, activities occurring after the project is complete, such as routinely keeping track of the endangered species population, could be considered operations. Periodically cleaning the local park, cyclically producing shoes, or routinely preparing dinner are all examples of operations rather than projects.
Question 179:
A project manager is pitching an innovative project idea in an entrepreneurial event to get the needed investment. To ensure that they engage both the audience and the jury during the pitch, the project manager should:
Point her finger
Make eye contact
Wave her hands
Stand up straight
Point her fingerCorrect answerMake eye contactWave her handsStand up straightOverall explanationIn order to establish a proper connection with the audience and jury, the project manager should make eye contact. It is critical to maintain eye contact with the receiving part of the communication process. The project manager should confidently look at the audience, without focusing on one person. Instead, they should make a sweeping glance at the audience from the left to the right and from the front to the back of the room to try and hold the attention of each member of the audience.
Question 180:
A scrum master suggested facilitating the first backlog refinement session since the product owner and some of the development team are new to the agile method. After a quick intro, what should the scrum master ask the participants to do?
Only add more details to the product backlog items
Only add initial estimates and more details to the product backlog items
Only add more details to the product backlog items and define their priorities
Add initial estimates and more details to the product backlog items and define their priorities
Only add more details to the product backlog itemsOnly add initial estimates and more details to the product backlog itemsOnly add more details to the product backlog items and define their prioritiesCorrect answerAdd initial estimates and more details to the product backlog items and define their prioritiesOverall explanationDuring backlog refinement, the team helps the product owner create or review emergent product backlog items as well as progressively refine larger ones. The team also estimates the size of product backlog items and helps the product owner prioritize them. As a general rule, the development team should allocate up to 10% of its time in each sprint to assisting the product owner with refinement activities (Essential Scrum by Rubin, Kenneth S, page 106).
Question 1:
While reviewing an important Epic, members of the self-organizing team had different interpretations of how it should be broken down, which revealed a lack of common understanding of the project’s purpose. What should the project manager do?
Ask the team to check the release plan
Ask the team to check the acceptance criteria of the Epic
Remind the team of the sprint goal
Remind the team of the project vision
Ask the team to check the release planAsk the team to check the acceptance criteria of the EpicRemind the team of the sprint goalCorrect answerRemind the team of the project visionOverall explanationThe project manager should remind the team of the project’s vision since the team seems to lack a common understanding of the project’s purpose. The sprint goal only states and clarifies the vision of the iteration, not the overall project vision. Likewise, referring to the release plan can only help the team understand the goal of that specific release. Epic’s acceptance criteria are the conditions that have to be met to be approved by the product owner. Even though these conditions can help the team understand the Epic and how to break it down, they can’t help them get a clear understanding of the project’s purpose.
Question 2:
After 8 years of experience in the same position, a project manager gets promoted to a Portfolio manager role. A portfolio is:
A number of projects, programs, or operations that are all managed as a collection with the aim to achieve the organization’s strategic goals
Analyzing IT requirements and ensuring regulatory requirements are followed
Following methods, processes, and tools to ensure that projects are managed as designed
Creates a common vision and helps senior management to see the potential strategic implications of corporate decisions
Correct answerA number of projects, programs, or operations that are all managed as a collection with the aim to achieve the organization’s strategic goalsAnalyzing IT requirements and ensuring regulatory requirements are followedFollowing methods, processes, and tools to ensure that projects are managed as designedCreates a common vision and helps senior management to see the potential strategic implications of corporate decisionsOverall explanationA portfolio is a grouping of projects and programs. A portfolio’s purpose is to establish centralized management and oversight for a number of projects and/or programs. It also helps establish standardized governance across the organization. By creating and managing a portfolio, you’re ensuring that the organization is choosing the right projects that align with its values, strategies, and goals (PMBOK 7th edition, page 244).
Question 3:
A junior marketing consultant aspires to be a project manager. However, she often gets confused about what project management involves. To clear up the confusion, her mentor tells her that project management is:
An undertaken temporary endeavor to create a unique service, product, or result
The application of a set of knowledge, skills, tools, and techniques to project activities to meet the project requirements
The collection of programs that have been grouped to achieve strategic business goals
An organizational structure that aims to standardize project-related governance processes
An undertaken temporary endeavor to create a unique service, product, or resultCorrect answerThe application of a set of knowledge, skills, tools, and techniques to project activities to meet the project requirementsThe collection of programs that have been grouped to achieve strategic business goalsAn organizational structure that aims to standardize project-related governance processesOverall explanationProject management involves applying a set of processes, skills, knowledge, experience, and methods, to attain a number of predefined project objectives and requirements according to predetermined acceptance criteria (PMBOK 7th edition, page 17).
Question 4:
A project manager performs a cost-benefit analysis before embarking on a new project to assess its potential costs and revenues. The analysis results will determine whether the project will be profitable or whether the organization should choose another project instead. The project manager finds out that the project’s Benefit-Cost Ratio is 1.3. What does this mean?
The project’s revenue is 1.3 times its profit
The project’s cost is 1.3 times its profit
The project’s profit is 1.3 times its cost
The project’s revenue is 1.3 times its cost
The project’s revenue is 1.3 times its profitThe project’s cost is 1.3 times its profitThe project’s profit is 1.3 times its costCorrect answerThe project’s revenue is 1.3 times its costOverall explanationA benefit-cost ratio (BCR) is a monetary or qualitative metric that shows the relationship between potential project costs and benefits. If the BCR is greater than 1.0, its revenue will potentially outweigh its cost and if it’s less than 1.0, the costs outweigh the gains (PMBOK 7th edition, page 102). The benefit-cost ratio (BCR) formula is as follows: the sum of the project’s benefits divided by the sum of its costs. In this situation, 1.3 means that revenue is 1.3 times the cost. The term “benefit”, in the Benefit-Cost Ratio, refers to all the cash flow or income generated from the project, unlike “profit” which represents the net income after deducting all expenses and operating costs.
Question 5:
In a weak matrix organization, employees work across multiple projects and with various departments within the company to increase employee interaction and promote teamwork spirit. In the event that additional employees are needed, who is in charge of the hiring process under this matrix?
The project manager
The sponsor
The project team
The functional manager
The project managerThe sponsorThe project teamCorrect answerThe functional managerOverall explanationThe functional manager is the one in charge of managing resources under a weak matrix. This matrix form has a huge resemblance to a traditional workplace hierarchy. A functional manager is a project’s main decision-maker as they supervise all of its aspects. Although the project manager also serves as a point of authority, they primarily report back to the functional manager.
Question 6:
A project manager is assigned to lead a digital marketing project. Some stakeholders don’t support the project, and others want the entire project to be planned out before it starts. The sponsor, on the other hand, is looking for a quick win to get the support of the majority of stakeholders and ensure the project’s continuation. What approach should the project manager adopt in such circumstances?
An agile approach, as it would please the majority of stakeholders
An agile approach, as it would produce functioning deliverables quickly
A predictive approach, as it would give more clarity to the project
A predictive approach, since agile is only used for software development projects
An agile approach, as it would please the majority of stakeholdersCorrect answerAn agile approach, as it would produce functioning deliverables quicklyA predictive approach, as it would give more clarity to the projectA predictive approach, since agile is only used for software development projectsOverall explanationSince the sponsor is looking for a quick win, then the project manager should adopt an agile approach. The agile approach introduces working functionalities early in the project, which could help the project manager/sponsor win the stakeholders’ support and avoid project discontinuation. Certain stakeholders wanted the entire project to be planned out before it starts, so they would be pleased with using a predictive approach for the project implementation. This approach gives more clarity to the work scope. However, the risk of losing stakeholders’ support along the way is very high since the project manager won’t be able to introduce tangible results until the end of the project (PMBOK 7th edition, page 46). Finally, agile is applicable to various fields, not just in the software industry (Agile Practice Guide, page 1).
Question 7:
A project manager was assigned to develop a mobile app with a team of five members. Which of the following project life cycles can be adopted by the project manager?
Initiation, planning, executing, monitoring and controlling, and closing
Wireframing, prototyping, designing, developing, testing, and deploying
Development, introduction, growth, maturity, and decline
Forming, storming, norming, performing, and adjourning
Initiation, planning, executing, monitoring and controlling, and closingCorrect answerWireframing, prototyping, designing, developing, testing, and deployingDevelopment, introduction, growth, maturity, and declineForming, storming, norming, performing, and adjourningOverall explanationThe project life cycle that can be adopted for developing a mobile app project is: Wireframing, prototyping, designing, developing, testing, and deploying. A project life cycle comprises the different development phases that a project goes through from its start to its completion. Depending on different factors, a project lifecycle often includes Feasibility, Design, Build, Test, Deploy, and Close phases (PMBOK 7, pages 33 - 42). Initiation, planning, executing, monitoring and controlling, and closing are process groups rather than project lifecycle phases. Forming, storming, norming, performing, and adjourning are team development phases according to Tuckman’s theory.
Question 8:
An organization went through a transformation to adopt the Kanban approach for managing its new projects. The Kanban board includes four columns: To do, Doing, Testing, and Done. How should the project manager deal with the items on these different lists?
Limit the items in the To-do list
Limit the items in the Testing list
Increase the number of items in the Testing list
Increase the number of items in the Doing list
Limit the items in the To-do listCorrect answerLimit the items in the Testing listIncrease the number of items in the Testing listIncrease the number of items in the Doing listOverall explanationIn Kanban, the project manager should limit Work In Progress (WIP), meaning work under the “Doing” and “Testing” columns. This helps boost performance, which automatically leads to increasing items in the “Done” list. On the other hand, items on the ”To do” list should be increased so the team won’t be blocked waiting for the next items to work on.
Question 9:
A few days after introducing a new release to the market, the Product Owner received a complaint from a user, claiming that the product has an annoying defect. What should the Product Owner do next?
Create a task to fix the defect, add it to the product backlog, then prioritize it
Ask the development team to fix the defect immediately since the product is already released
Estimate the effort required to fix the defect, then decide what to do accordingly
Ask the development team to roll back the last release in order to work more on exploring undetected defects
Correct answerCreate a task to fix the defect, add it to the product backlog, then prioritize itAsk the development team to fix the defect immediately since the product is already releasedEstimate the effort required to fix the defect, then decide what to do accordinglyAsk the development team to roll back the last release in order to work more on exploring undetected defectsOverall explanationIn Scrum, any change request, whether to implement a new requirement or fix a defect, should be inserted in the Product Backlog and then prioritized by the Product Owner. If the defect is critical, the Product Owner can prioritize it to be tackled in the upcoming sprint. The fact that the product is already on the market doesn’t mean that discovered defects should be immediately fixed. Additionally, going to an older version (i.e., rollback) is not a wise decision taking into consideration that only one defect was detected. Finally, the product owner is not the one responsible for estimating efforts; it’s the responsibility of the development team.
Question 10:
Halfway through a sprint, the development team realized that they planned for more work than they could possibly complete. What should the project manager advise the development team to do next?
Ask the product owner to remove some work items from the sprint backlog
Collaborate with the product owner to reprioritize the product backlog items
Continue work and put off discussing this issue to the sprint retrospective
Inform the product owner during the sprint review that some features could not be completed
Correct answerAsk the product owner to remove some work items from the sprint backlogCollaborate with the product owner to reprioritize the product backlog itemsContinue work and put off discussing this issue to the sprint retrospectiveInform the product owner during the sprint review that some features could not be completedOverall explanationFirst, the development team should collaborate with the product owner in order to remove some work items from the sprint backlog. The sprint backlog is a living artifact that should be updated whenever something new is learned or discovered. Afterward, in the sprint retrospective, the team should discuss how they can improve their estimations. The agile team should be proactive and should not wait for the sprint review in order to inform the product owner that they couldn’t complete the affected work. Reprioritizing the product backlog items won’t help solve this problem. This activity is often undertaken during the refinement sessions with the purpose of making user stories ready for the following iterations.
Question 11:
A project manager is leading a software project. The project team finished all of the tasks in the iteration backlog early and decided to work on code clean-up for the rest of the iteration. In spite of their intention to decrease technical debt, which will save the customer maintenance fees in the future, neither the customer nor the project manager seems to be happy. What could be the reason behind the customer’s dissatisfaction?
They wanted to avoid scope creep
They wanted to avoid gold plating
They wanted to prioritize the scope
They wanted to minimize costs by ending the iteration earlier
They wanted to avoid scope creepThey wanted to avoid gold platingCorrect answerThey wanted to prioritize the scopeThey wanted to minimize costs by ending the iteration earlierOverall explanationThe probable reason for customer dissatisfaction is there are more prioritized items in the product backlog that the team could have worked on instead of the code clean-up activity. Stakeholders are the ones responsible for defining and prioritizing the scope and requirements for the project team (PMBOK 7th edition, page 14). Since the customer didn’t ask for the code clean-up work, then it could not be considered scope creep. What the team did is “gold plating”, which implies doing additional activities that were neither agreed upon nor included in the iteration backlog, with the intention to please the customer. By definition, gold plating entails providing extra value to the customer. However, the customer can get more value by prioritizing the product backlog. In such a scenario, the customer expects to get notified when the project team completes all of the iteration backlog items. In an adaptive approach, the scope is variable while the project cost and schedule are fixed. Consequently, the customer would not be interested in ending a pre-approved iteration earlier.
Question 12:
A contracted project manager is leading a project using a predictive approach. The project sponsor is disappointed with the progress so far, claiming that a critical deliverable has been overlooked. Although they approved all project stages to date, they asked the project manager to put the project on hold until they reassess the situation. To reach an agreement, the project manager decided to use arbitration and mediation as: (Select two)
Dispute resolution techniques
Coaching techniques
Assisted negotiation techniques
Direct negotiation techniques
Correct selectionDispute resolution techniquesCoaching techniquesCorrect selectionAssisted negotiation techniquesDirect negotiation techniquesOverall explanationArbitration and mediation imply reaching an agreement through the intervention of an arbitrator or a mediator. When direct negotiation fails to produce a satisfactory result, indirect or assisted negotiation methods like mediation or arbitration should be considered. An arbitrator examines the legal aspect of a dispute while a mediator attempts in good faith to narrow discrepancies. Litigation is another dispute resolution technique that involves going to court as a last resort when every other resolution method fails. Arbitration and mediation are not coaching techniques; they’re rather used to help others be more effective and productive at work by setting an example, giving praise, providing constructive criticism, etc.
Question 13:
Shortly after joining a new organization, a project manager noticed a lack of collaboration within the team. What is the best course of action for creating a cooperative work environment?
Conducting soft skills development training
Opting for a pull-based system for work assignments
Organizing team-building activities
Adopting an agile work approach
Conducting soft skills development trainingOpting for a pull-based system for work assignmentsCorrect answerOrganizing team-building activitiesAdopting an agile work approachOverall explanationTeam-building activities foster a cooperative working environment when continuously implemented throughout the project lifecycle and especially in its early stages when barely any relationships among team members are developed. Carrying out soft-skills training could improve your team’s ability to better communicate and collaborate, but it’s less effective compared to team-building activities. Opting for a pull-based system for work assignments, i.e., a lean or a Kanban method, has the main purpose of improving productivity and decreasing delivery times rather than promoting collaboration. Plus, following an agile approach should not be done just to increase collaboration among team members, as the project may not be suitable for such an approach in the first place.
Question 14:
A project manager strives to build a work environment that promotes creativity, innovation, and ideas sharing. They set up regular meetings with the team to discuss project risks and issues. What type of leadership is the project manager applying?
Transactional
Interactional
Transformational
Laissez-faire
TransactionalInteractionalCorrect answerTransformationalLaissez-faireOverall explanationTransformational leadership is when the project manager empowers the team by encouraging their ideas and creating an atmosphere that promotes innovation and creativity. A transactional leader, however, is in favor of rules and procedures as they rely on the reward and punishment powers to run the team. Interactional leadership is a hybrid of transformational and transactional leadership. Laissez-faire leaders, on the other hand, adopt a hands-off approach by fully trusting and relying on the team to set their own rules and make decisions on their own.
Question 15:
A project manager works for a kitchen equipment manufacturer. Their superiors decided to adopt Lean practices, informing the project manager to start preparing for this transition. What type of power is being used by the project manager’s superiors?
Legitimate
Referent
Expert
Situational
Correct answerLegitimateReferentExpertSituationalOverall explanationLegitimate power (aka formal, authoritative, or positional) is derived from someone’s position or formal title. The project manager’s superiors’ decision stems from their position as there are no indications that they used other forms of power in the described situation. Referent power implies a leader’s ability to influence their followers through admiration, respect, or identification with the leader. Expert power, however, is based on employees’ perception that the leader has a high level of knowledge or a specialized set of skills making him/her an expert. On the other hand, situational power implies being appreciated and respected for stepping up and saving the project or the team in a certain situation.
Question 16:
The table below presents a number of techniques used for collecting project requirements. What techniques correspond to A, B, C, and D respectively?
Focus groups, Nominal group, Brainstorming, Benchmarking
Focus groups, Brainstorming, Nominal group, Benchmarking
Nominal group, Focus groups, Brainstorming, Benchmarking
Nominal group, Brainstorming, Focus groups, Benchmarking
Focus groups, Nominal group, Brainstorming, BenchmarkingCorrect answerFocus groups, Brainstorming, Nominal group, BenchmarkingNominal group, Focus groups, Brainstorming, BenchmarkingNominal group, Brainstorming, Focus groups, BenchmarkingOverall explanationA. Focus groups involve an interactive group discussion facilitated by a moderator
B. Brainstorming is a group discussion to quickly generate a large number of ideas
C: Nominal group is a group discussion to produce ideas and prioritize them through voting
D: Benchmarking involves a comparison of ideas, products, processes, practices, etc.
Question 17:
In a retrospective meeting, a development team expressed their desire to get training in Python programming. The project manager was checking some well-known training providers when they found a new provider that offers the same training for really interesting prices. The project manager was hesitant about getting the training from this new provider since they weren’t sure about the quality. What should the project manager do in order to mitigate the risk?
Enroll one developer to assess the training quality before enrolling the rest of the team
Share the risk with senior management and let them decide
Look for another accredited training agency that has a good reputation
Get the training for all of the team since it’s not expensive
Correct answerEnroll one developer to assess the training quality before enrolling the rest of the teamShare the risk with senior management and let them decideLook for another accredited training agency that has a good reputationGet the training for all of the team since it’s not expensiveOverall explanationTo mitigate the risk, the project manager can enroll one developer to assess the training quality before enrolling the rest of the team. Sharing the risk with senior management and letting them decide is considered as risk escalation. Looking for another accredited training agency that has a good reputation is considered as risk avoidance. Getting the training for all of the team since it’s not expensive is considered as risk acceptance.
Question 18:
A project has been hampered by many quality issues, putting the project at risk. Which meeting should the project manager conduct with the team to figure out how to avoid or deal with such problems in the future?
Kick-off
Lessons learned
Risk review
Team building
Kick-offCorrect answerLessons learnedRisk reviewTeam buildingOverall explanationLessons learned meetings are collaborative retrospective sessions for discussing, documenting, and soliciting feedback about the project’s successes and missteps. These meetings are a must for the project team to learn from previous mistakes and improve future processes and projects. Lessons learned meetings should be held whenever needed, to review the way a project has been progressing, note important learnings, and set new ways for amelioration. Team building activities aim to increase collaboration among team members. Kick-off meetings are meant for communicating the objectives of the project and ensuring the stakeholders’ commitment to the project. Risk review meetings are used to verify the status of existing risks and identify new ones (PMBOK 7th edition, page 180). However, capturing lessons learned from current or closed risks commonly happens in the lessons learned meetings.
Question 19:
A project experienced a significant team conflict during the final sprint. Nonetheless, the agile team succeeded in delivering a product that was accepted by the customer. What should the project manager do at the end of the sprint?
Conduct a retrospective meeting with the team to discuss what happened
Meet individually with the involved team members to express concerns regarding their behavior
Disregard the conflict since the project is coming to an end
Disregard the conflict since the team succeeded to achieve the project goals
Correct answerConduct a retrospective meeting with the team to discuss what happenedMeet individually with the involved team members to express concerns regarding their behaviorDisregard the conflict since the project is coming to an endDisregard the conflict since the team succeeded to achieve the project goalsOverall explanationEven though the project is going to be closed soon, the project manager should hold a retrospective meeting to openly discuss what happened during the last sprint. This allows the agile team to understand what went well and what actions to take in the future to improve work processes and collaboration. Lessons learned is an important process not only for the ongoing project but also for the organization. Thus, the project manager should openly discuss the conflict, rather than disregard it.
Question 20:
During a retrospective meeting, some agile team members stated that it sometimes gets confusing to check who is working on each work item and at what stage they are. What can the project manager do to solve this problem?
Coach the team on how to be more attentive during the daily standup meeting
Guide the team on how to use the kanban board and update it regularly
Send a daily status report to all team members to remove the impediment
The project manager shouldn’t do anything since agile teams are self-organizing
Coach the team on how to be more attentive during the daily standup meetingCorrect answerGuide the team on how to use the kanban board and update it regularlySend a daily status report to all team members to remove the impedimentThe project manager shouldn’t do anything since agile teams are self-organizingOverall explanationIn the case of unclear work assignments or work progress, the project manager should help their team by using a Kanban board to display the flow of work (Agile Practice Guide, page 58). A kanban board could be already used, but team members might not be updating it properly; they’re not self-assigning tasks or they’re not moving work items to the right column. The project manager should ensure that all team members know how to properly handle the kanban board. Even though the problem raised by the team is considered an impediment, it’s not practical for the project manager to solve it by sending a daily status report to everyone. It’s also not sufficient to coach the team to pay more attention during standups, as it’s difficult to keep in mind the status of all items throughout the day, thus an up-to-date information radiator is needed. Self-organizing teams work autonomously by assuming responsibility for achieving the product increment. However, they still need the project manager’s help to adjust work processes and support them so that they can focus on achieving deliverables without interruptions or hindrances.
Question 21:
The project team is suffering from low morale since the departure of a key project stakeholder, who was a big support and motivation source for them. What should the project manager do first?
Understand the team’s needs and what motivates them
Perform team building activities to strengthen team bonds
Try to prevent the departure of the key stakeholder
Set objectives and encourage the team to attain them
Correct answerUnderstand the team’s needs and what motivates themPerform team building activities to strengthen team bondsTry to prevent the departure of the key stakeholderSet objectives and encourage the team to attain themOverall explanationThe project manager should first identify the incentives of their team members. Knowing what each team member needs will help the project manager provide them with the necessary conditions to reach their potential, create a productive work environment, and keep them encouraged in the long run. In most cases, the project manager cannot prevent the departure of a stakeholder if they decide to. Instead, the project manager should set a long-term motivation policy to avoid having their team’s morale depend on the presence of certain members or factors. Setting objectives or performing team-building activities won’t probably solve this team’s issue since they might be missing other motivational factors that the key stakeholder was providing, such as recognition for instance.
Question 22:
In order to ensure that their agile team is cross-functional, a project manager hires a new team member who is more inclined towards testing tasks. After a few days, the new member informs the project manager that they are unable to do their work properly because they don’t have the necessary permission to access a portion of the code. What should the project manager do next?
Ask the team member to raise the issue during the retrospective meeting
Tell the team member to adjust the acceptance criteria of their pending tasks and then inform the product owner
Explain to the team member that they cannot access the whole code due to security restrictions
Reach out to the appropriate stakeholder to either confirm or update the team member’s privilege
Ask the team member to raise the issue during the retrospective meetingTell the team member to adjust the acceptance criteria of their pending tasks and then inform the product ownerExplain to the team member that they cannot access the whole code due to security restrictionsCorrect answerReach out to the appropriate stakeholder to either confirm or update the team member’s privilegeOverall explanationBeing a servant leader, the project manager should reach out to the appropriate stakeholder in order to verify why the new member doesn’t have access to that portion of the code. It could be for security reasons, or because the concerned stakeholder is unaware of the nature of the new member’s duties. In an Agile work environment, a project manager should listen to their team members and act to solve the impediments they’re facing. If the new member’s permission can’t be changed, the project manager should explain this to them and to the product owner in order to update the tasks’ acceptance criteria. Retrospective meetings are set up to improve processes rather than remove impediments.
Question 23:
Mid-sprint, an agile team encountered too many impediments to the point it became impossible to produce any working increments by the end of the sprint. What should the project manager do next?
Cancel the sprint
Proceed with resource leveling or smoothing
Ask the development team to work on the less difficult work items first
Continue supporting the development team even though the sprint goal will not be achieved
Cancel the sprintProceed with resource leveling or smoothingAsk the development team to work on the less difficult work items firstCorrect answerContinue supporting the development team even though the sprint goal will not be achievedOverall explanationIn agile, the project manager should be a servant leader. Therefore, the right course of action in the described scenario is to support the development team by helping them remove existing and new impediments, regardless of being able to achieve the sprint goal or not. However, the project manager should not dictate what the agile team should work on during the sprint. The project manager cannot cancel the sprint either, since it’s up to the product owner to take such a decision. Resource leveling or smoothing are two schedule compression techniques used in a predictive work environment.
Question 24:
A scrum team initiates a sprint zero to perform some preliminary work before the actual start of their new project. All of the following items can be defined by the scrum team during this stage, except:
Baselined product backlog
Product roadmap
Product vision statement
Release plan
Correct answerBaselined product backlogProduct roadmapProduct vision statementRelease planOverall explanationThere are no baselines in agile since the scope is variable by nature. Baselining is used in the predictive approach to refer to a finalized plan (cost, schedule, scope, etc.) that would be followed during project execution and used for evaluating the actual performance. During sprint zero, the scrum team can work on the product vision statement, product roadmap, product backlog, and release plan.
Question 25:
When an agile team was discussing the technical choices of their new project during the zero sprint, a senior team member recalled a similar past project that went through some big challenges and ended up being over budget and behind schedule. What should the project manager do next?
Look for the performance details of the mentioned past project in the Organizational Process Assets (OPAs)
Look for the performance details of the mentioned past project in the Enterprise Environmental Factors (EEF)
Look for the performance details of the mentioned past project in the issue log
Since the mentioned past project followed a predictive approach, its performance details are irrelevant
Correct answerLook for the performance details of the mentioned past project in the Organizational Process Assets (OPAs)Look for the performance details of the mentioned past project in the Enterprise Environmental Factors (EEF)Look for the performance details of the mentioned past project in the issue logSince the mentioned past project followed a predictive approach, its performance details are irrelevantOverall explanationOrganizational Process Assets (OPAs) include organizational processes and procedures, and corporate knowledge base. To know more about the past project’s performance, the project manager could check the concerned project files such as its scope, schedule, cost, and quality baselines, in addition to its administrative documentation, stakeholder register, issue log, and any other relevant documents. These form the corporate knowledge base, and only checking the issue log might not be sufficient to figure out why the previous project went through a lot of difficulties. Additionally, you cannot find the details of the past project’s performance in the Enterprise Environmental Factors (EEF) since the latter represent the conditions that have an influence on the project but are beyond the team’s control. Even though the new project is agile and the previous one is predictive, it’s recommended to take advantage of its documented lessons learned. Eventually, the challenges that the previous project went through might not be even linked to its adopted approach.
Question 26:
In the project initiation phase, the sponsor asked the project manager to provide an approximate cost estimate for the project by the end of the day. What should the project manager do in this situation?
Create the product backlog items, estimate how many iterations are required to complete the items, then sum up the cost estimate of each iteration
Create the WBS and sum up the cost estimate of each work package
Create the cost management plan
Provide an estimate based on similar past projects
Create the product backlog items, estimate how many iterations are required to complete the items, then sum up the cost estimate of each iterationCreate the WBS and sum up the cost estimate of each work packageCreate the cost management planCorrect answerProvide an estimate based on similar past projectsOverall explanationSince the sponsor requested the cost estimate on short notice, in an early stage of the project with little to no information available to conduct cost estimations, the most practical method for the project manager to respond to the sponsor’s query is to rely on similar past projects’ data to estimate their current project cost. This entails using analogous estimating to calculate the project costs based on the known costs of a similarly completed project. Along with historical data, this technique relies on the project manager’s expert judgment. The only person responsible for creating the product backlog items is the product owner, so the first option can’t be realized by the project manager. Developing the Work Breakdown Structure (WBS) is not an option too, since it requires the project team’s involvement in the process and it’s improbable for it to be done in one day.
Question 27:
In one of the project initial meetings, a stakeholder informed the project manager that the video editing software they plan to develop should include a free subscription plan. They explained that this plan should only allow users to edit videos of less than 5 minutes and that all of their exported videos should be watermarked. Where should this information be captured? (Select two)
Project charter
Product backlog
Project scope statement
Scope management plan
Project charterCorrect selectionProduct backlogCorrect selectionProject scope statementScope management planOverall explanationSince the described scenario does not include any indication as to which approach is being used for the project implementation, both possibilities should be considered: If it’s an adaptive approach, then the stakeholder requirements should be incorporated in the product backlog. All product features, changes, bug fixes, and all other types of activities that the team should work on to deliver the final outcome should all be added to the product backlog. However, if the project is following a predictive approach, then the communicated requirements should be included in the project scope statement. This document should comprise all project scope elements such as requirements, assumptions, acceptance criteria, etc. The project charter is the document that officially authorizes the existence of the project, and it only includes a high-level description of the project rather than detailed requirements or features. The scope management plan describes how the scope will be defined, developed, monitored, controlled, and validated, rather than what’s in the scope.
Question 28:
At the end of a sprint retrospective, a team member stated that the meeting output is almost the same as the previous ones and suggested canceling it or at least reducing its frequency. What should the Scrum Master do in this case?
Extend the sprint timebox in order to allow for more improvements to be discussed in the retrospective
Reduce the frequency of retrospectives to once every two sprints
Go with voting, and if all team members agree, then skip retrospectives
Keep the same frequency of retrospectives and reflect on how to make them more relevant and actionable
Extend the sprint timebox in order to allow for more improvements to be discussed in the retrospectiveReduce the frequency of retrospectives to once every two sprintsGo with voting, and if all team members agree, then skip retrospectivesCorrect answerKeep the same frequency of retrospectives and reflect on how to make them more relevant and actionableOverall explanationThe sprint retrospective is one of the main scrum events, which aims to help the team adjust and improve their work processes over time. The scrum master’s role is to maintain scrum practices, therefore they should neither cancel the retrospective meeting nor reduce its frequency. On the other hand, extending the sprint timebox denotes smoothing the problem rather than trying to solve it. Instead, the scrum master should reflect on why the retrospective meeting is not driving the intended value to the team. The scrum master may need to better facilitate the meeting, engage team members, solicit and collect more feedback, check various metrics, and use different investigation techniques such as the why-why method to help them take future actionable measures accordingly. The scrum master can also use ESVP, for instance, which is a short activity for assessing participants’ engagement. This technique entails asking team members to describe anonymously their attitude toward the retrospective as being an Explorer, Shopper, Vacationer, or Prisoner.
Question 29:
A project manager selected a seller to provide certain services. Both parties agree to use a Fixed Price Incentive Fee contract (FPIF). What should be defined next? (Select two)
The extra financial incentive the seller will get and when they will get it
How much the seller will get for their predetermined services
What hourly, daily, or weekly rate the seller will charge
What legitimate costs will be reimbursed by the buyer
Correct selectionThe extra financial incentive the seller will get and when they will get itCorrect selectionHow much the seller will get for their predetermined servicesWhat hourly, daily, or weekly rate the seller will chargeWhat legitimate costs will be reimbursed by the buyerOverall explanationThe Fixed Price Incentive Fee contract (FPIF) implies that the buyer pays the seller a predetermined fixed fee, plus a bonus if the seller meets a defined set of performance criteria (PMBOK 7th edition, page 335). In Time & Materials contracts (T&M), the two parties discuss and set the seller’s hourly, daily, or weekly rate. In Cost-Reimbursable contracts (CR), the two parties determine which legitimate costs are to be reimbursed by the buyer.
Question 30:
A scrum master is facilitating a retrospective meeting when a team member suggested changing the sprint timebox from three weeks to two weeks. What should the scrum master do?
Investigate the cause behind the team member’s suggestion to tailor the process
Accept the implementation of any suggestion provided by self-organizing team members
Decline the team member’s suggestion since it can reduce the team’s velocity
Decline the team member’s suggestion since the sprint timebox is set at the beginning of the project and should never be changed
Correct answerInvestigate the cause behind the team member’s suggestion to tailor the processAccept the implementation of any suggestion provided by self-organizing team membersDecline the team member’s suggestion since it can reduce the team’s velocityDecline the team member’s suggestion since the sprint timebox is set at the beginning of the project and should never be changedOverall explanationThe scrum master should investigate the cause behind the team member’s suggestion to tailor the process. This might reveal other problems that the team is facing that can be fixed by taking a different action rather than changing the sprint timebox. The scrum master’s role is to create and maintain good working processes. Therefore, they should examine and challenge new ideas along with the team members before moving on with their implementation. Changing the sprint timebox is possible during the project, but it should not be frequently done. Such a decision should be made thoroughly and should involve the product owner too since the scrum events’ frequency will be changed too. Often, the higher the risk and the unpredictability, the shorter the sprint should be. Consequently, rejecting or accepting such a decision should not be based on the team’s velocity.
Question 31:
During one of the meetings with their remote team, a project manager was not able to clearly hear a particular team member. At first, the project manager thought that it was an internet or equipment issue. But when asked, the team member turned off their cooling fan and the voice became more clear. What kind of knowledge is being used by the team member to fix the problem? (Select two)
Implicit knowledge
Explicit knowledge
Codified knowledge
Tacit knowledge
Correct selectionImplicit knowledgeExplicit knowledgeCodified knowledgeCorrect selectionTacit knowledgeOverall explanationTacit knowledge, aka implicit knowledge, is the know-how embedded knowledge that the team member acquires through experience, insights, intuitions, etc. Unlike explicit knowledge, this type of knowledge is difficult to extract and codify.
Question 32:
A project manager is assigned to lead a huge construction project. When conducting procurements, they wanted to ensure that all potential providers fully and clearly understand the project procurement requirements and specifications. How can the project manager achieve this?
Conduct face-to-face meetings with each seller
Conduct a negotiation meeting with each seller
Conduct a virtual meeting with each seller
Conduct a bidder conference
Conduct face-to-face meetings with each sellerConduct a negotiation meeting with each sellerConduct a virtual meeting with each sellerCorrect answerConduct a bidder conferenceOverall explanationThe best way to clearly explain a project’s procurement needs and how the whole process is going to take place is through a bidder conference. This event allows all potential providers to get a better common understanding of the project as well as clarifications to any of their inquiries, allowing them to submit properly prepared proposals. Bidder conferences ensure that all sellers have an equal chance to win the contract. Therefore, individual or virtual meetings contradict the conference’s main goal, along with being less practical and efficient. Negotiation meetings are conducted with the selected provider to discuss their contract terms.
Question 33:
A stakeholder added a user story to the product backlog. The user story seemed clear to the scrum team. However, during execution, the assigned member gets confused about one of its implementation scenarios. What should the development team member do in this case?
Ask the stakeholder for clarification
Ask the product owner for clarification
Convey their confusion to the scrum master, who will help get clarification from the product owner
Wait for the next standup meeting to report the issue to the scrum master or product owner if they do attend the meeting
Ask the stakeholder for clarificationCorrect answerAsk the product owner for clarificationConvey their confusion to the scrum master, who will help get clarification from the product ownerWait for the next standup meeting to report the issue to the scrum master or product owner if they do attend the meetingOverall explanationDuring sprint execution, the product owner should be available to respond to questions raised by the development team. The product owner represents the customer and stakeholders, which means that the development team should refer only to the product owner if they have any inquiries. Since the blocker concerns the clarification of a user story, the development team can reach out directly to the product owner without the intermediation of the scrum master. In agile, the development team is self-organizing, thus they’re responsible for ensuring the achievement of the sprint work. Waiting till the next standup meeting to get clarifications is not proactive and can reflect a lack of ownership.
Question 34:
During the planning phase, the project manager speculated that there will be no changes in the composition of the project steering committee. But, since any change could be very critical to the project, the project manager assigned a team member to monitor for triggers. Where should the name of the person responsible for monitoring the steering committee be recorded?
Risk register
Issue log
Change log
Stakeholder register
Correct answerRisk registerIssue logChange logStakeholder registerOverall explanationA risk register contains a list of all identified risks, their description, planned responses, probability, impact, risk owner, etc. (PMBOK 7th edition, page 185). In the described scenario, the change in the composition of the steering committee is considered a risk and the name of the person responsible for managing it should be noted in the risk register. Once the risk occurs, it becomes an issue. Since the described situation doesn’t involve any issues yet, the issue log is not the correct answer. The situation doesn’t involve any change requests either. Therefore, a change log is not the right option. The stakeholder register includes information about the project stakeholders and their classification. Unlike the stakeholder engagement plan, the stakeholder register doesn’t contain action items for when, how, and who should monitor and engage stakeholders.
Question 35:
A senior software engineer has recently been assigned to manage a project using the Agile approach. To ensure that they successfully deliver the project, the project manager should first:
Identify all risks
Determine all of the sprints’ activities
Define the project success criteria
Define quality metrics
Identify all risksDetermine all of the sprints’ activitiesCorrect answerDefine the project success criteriaDefine quality metricsOverall explanationTo ensure the successful delivery of the project, the project manager should first define success criteria with the sponsor. Agreeing upon the project’s success criteria will reduce the possibilities of its failure and reinforce its success odds. When determining the project success criteria, you should avoid using unclear and general terms and focus on being precise and clear. It’s recommended to be specific by saying, for instance: “the product should be completed by November 30th” instead of saying “the product should be completed as soon as possible”.
Question 36:
In order to ensure that the project is performed in accordance with the organization’s requirements, the project manager carries out a tailoring process. Under this context, Tailoring is:
The knowledge and practices which are applicable to most projects in most cases
The application of a set of knowledge, skills, tools, and techniques to the project activities in order to meet its requirements
The selection of the appropriate processes, inputs, tools, techniques, and life cycle phases for managing a project
The application of knowledge, skills, tools, and techniques needed for meeting a program’s requirements
The knowledge and practices which are applicable to most projects in most casesThe application of a set of knowledge, skills, tools, and techniques to the project activities in order to meet its requirementsCorrect answerThe selection of the appropriate processes, inputs, tools, techniques, and life cycle phases for managing a projectThe application of knowledge, skills, tools, and techniques needed for meeting a program’s requirementsOverall explanationTailoring involves the selection of the appropriate processes, related inputs and outputs, techniques, and life cycle phases in order to manage a project (PMBOK 7th edition, page 6). Project management is the application of a set of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Program management, on the other hand, is the application of knowledge, skills, tools, and techniques to meet the program requirements.
Question 37:
A project member notices that certain members of the team confuse projects and operations and oftentimes consider operations to be ongoing projects. Therefore, the project manager explains that there’s no such thing as an ongoing project, emphasizing the difference between a project and an operation by defining operations as:
An undertaken temporary endeavor with the aim of making a distinctive product, service, or result
The application of a set of skills, knowledge, tools, and techniques in a project to meet its requirements
A collection of programs that have been grouped to achieve strategic business goals
Ongoing endeavors that generate repetitive outputs
An undertaken temporary endeavor with the aim of making a distinctive product, service, or resultThe application of a set of skills, knowledge, tools, and techniques in a project to meet its requirementsA collection of programs that have been grouped to achieve strategic business goalsCorrect answerOngoing endeavors that generate repetitive outputsOverall explanationOperations are ongoing endeavors that produce repetitive outputs. Operations are the continuous execution of activities according to an organization’s procedures to produce the same result or a recurrent service. Operations are permanent in nature as they involve all of the common business functions: production, manufacturing, and accounting are examples of operations.
Question 38:
A project manager is attending a meeting to present her project to the company’s committee for approval. The committee members, including senior managers and subject matter experts, are asking her tough and critical questions. Which project selection technique does this scenario describe?
Brainstorming
Scoring model
Murder board
Benefit analysis
BrainstormingScoring modelCorrect answerMurder boardBenefit analysisOverall explanationA murder board is a committee of experts that critically evaluates project proposals. Project representatives have to answer the critical questions raised by the committee members in what looks like an oral exam. The murder board scrutinizes the project by looking for and pointing out reasons why the project should not be considered. The main responsibility of the murder board is to critically and aggressively review the proposed project, while it’s the proposer’s mission to reply to each and every query of the board members to prove the worth of the project.
Question 39:
An Agile team wants to examine the visual overview of all of the product’s required features and functionality. Thus, the project manager suggests they look at:
Themes
Epics
Product backlog
Story map
ThemesEpicsProduct backlogCorrect answerStory mapOverall explanationA story map is used by the agile team to get a visual overview of the product development “Big Picture” including an outline of its features and functionalities (PMBOK 7th edition, page 285). The Product Backlog lists all of the product’s required features and functionalities, but they’re not displayed visually. Themes and epics only represent high-level requirements with no specification of the exact features that will be developed.
Question 40:
An agile project manager is concerned about the amount of time their team spends on planning. Which of the following planning activities the team shouldn’t be involved in?
Iteration planning
Daily planning
Release planning
Portfolio planning
Iteration planningDaily planningRelease planningCorrect answerPortfolio planningOverall explanationAgile teams should not be involved in portfolio planning since it falls under the sponsor or product owner’s responsibilities. Portfolio planning or portfolio management involves determining which projects are a good fit for the organization, in which sequencing they’re going to be managed, and for how long. Agile teams are only concerned with these three levels of work planning: Release planning, iteration planning, and daily planning. Release planning handles user stories that will be developed in the new release of the product. The next level is iteration planning which is conducted at the start of each iteration. Finally, daily planning or daily stand-up meetings are used to coordinate work and synchronize daily efforts.
Question 41:
During the process of hiring an electrical engineer, a project manager only conducted one behavioral interview. Later on, they discovered that the candidate’s technical skills do not meet the job requirements. Therefore, they decided that henceforth they will support the recruitment process with a technical test and an additional technical interview. What risk response strategy did the project manager apply?
Mitigate
Accept
Transfer
Avoid
Correct answerMitigateAccept Transfer Avoid Overall explanationIn the described scenario, hiring an unqualified engineer is the risk. Since they were aware of this risk, the project manager took measures to mitigate it. Mitigation involves decreasing the probability of a risk occurrence, or lowering its impact when it does occur (PMBOK 7th edition, page 123). Even with the addition of a technical test and an interview, there is still a chance that the candidate might not meet the job requirements (the test could be too easy or generic for instance), that’s why “Avoid” can’t be the right answer.
Question 42:
A project manager was asked to lead a project of a flight booking website development. The airline requested that the website should be able to support one thousand visitors per hour. This condition is also known as a(n): (Select two)
Requirement
Scope
Acceptance criterion
Deliverable
Correct selectionRequirementScopeCorrect selectionAcceptance criterionDeliverableOverall explanationThe condition of supporting one thousand visitors per hour is considered a requirement and an acceptance criterion for the project. A requirement is defined as “a condition or capability that is necessary to be present in a product, service, or result to satisfy a business need.” (PMBOK Guide 7th edition, page 82). Acceptance criteria are conditions required to be met before deliverables are accepted. This condition cannot be considered a deliverable or scope on its own. Deliverables refer to quantifiable products or services that must be delivered by the end of the project, i.e., the flight booking website. The project scope, on the other hand, represents the overall amount of work required to achieve the project’s main objectives.
Question 43:
In order to gather end-user feedback, a senior project manager of an Enterprise Resource Planning (ERP) project discusses several ideas with the project team and then they draw the following diagram. What tool are they using?
Mind map
Affinity diagram
Decision tree
Data representation
Correct answerMind mapAffinity diagram Decision tree Data representationOverall explanationThe project manager and their team used the mind mapping technique. In a mind map, several options get discussed and then visually organized. The illustrated diagram is not a decision tree because it doesn’t display or help the team choose the best decision among the different alternatives for gathering end-user feedback. On the other hand, this diagram is not an affinity diagram either, as it does not classify a large number of ideas into groups. Options A, B, and C are all data representation methods, which makes option D “Data representation” too generic to be considered the correct answer.
Question 44:
After releasing the product, the organization faced poor quality claims from the customer. What kind of non-conformance costs the organization might incur?
Internal costs
Appraisal costs
External costs
Risks and issue response costs
Internal costsAppraisal costsCorrect answerExternal costsRisks and issue response costsOverall explanationMoney spent during or after the project execution due to poor quality is referred to as the Cost of Non-Conformance. Internal and External Failure Costs fall under Non-Conformance Costs. Internal failure costs are failure costs that are associated with defects found by the project team before the product gets released, such as Rework or Scrap costs. External Failure Costs, on the other hand, are failure costs associated with defects found by the customer, meaning costs incurred after the product is delivered to the customer, such as costs of Warranty work, Liabilities, Lost business, etc.
Question 45:
A project manager is leading a high-risk project that has recently suffered from fluctuating performance and a high defect rate. During a meeting, the sponsor asks for an overview of work performance and where the project is currently standing. Which of the following documents should the project manager send to the sponsor?
Quality report
Status report
Risk report
Project management plan
Quality report Correct answerStatus reportRisk report Project management planOverall explanationThe status report is a work performance report that includes information on the project’s progress and status (PMBOK 7th edition, page 190). Even though the project is at high risk and is encountering quality issues, the sponsor didn’t explicitly request a detailed risk or quality report. The sponsor asked for work performance information to help them gain insight into the project situation and make better decisions. A status report can include information about Earned Value (EV), trend lines and forecasts, reserve burndown charts, defect and risk summaries, etc. The project management plan is not a reporting document; it’s a planning document that is elaborated in the project planning phase.
Question 46:
Astral Bank is well-known for offering excellent online services to its customers. As part of their new project, customers will be able to electronically submit a loan request. Three weeks into project execution, the project manager discovers that an important resource has been over-allocated. This project is in need of:
Resource leveling
Resource smoothing
Resource calendar
Resource loading
Correct answerResource levelingResource smoothingResource calendarResource loadingOverall explanationResource leveling is the process of balancing resource use in order to address resource over-allocation. Resource smoothing, on the other hand, is performed to achieve a more consistent resource utilization over a period of time. Even though resource leveling and resource smoothing are both resource optimization techniques, they are used for different reasons. If the Astral Bank project should not exceed certain predefined resource limits, then smoothing would be the right technique to use. A Resource calendar showcases team members’ availability. Resource loading is the total assigned hours of work divided by the number of hours required to complete it. In the described scenario, the key resource is over-allocated, so their load is over 100%. The project manager could use a resource calendar and resource loading as tools and techniques to help them achieve resource leveling.
Question 47:
An experienced project manager never initiates a project without conducting a kick-off meeting. What’s the purpose of conducting such a meeting?
Informing and engaging stakeholders to ensure their commitment
Obtaining approval to proceed with project execution
Ensuring the allocation of the required project resources
Reassuring the stakeholders that execution is on track
Correct answerInforming and engaging stakeholders to ensure their commitmentObtaining approval to proceed with project executionEnsuring the allocation of the required project resourcesReassuring the stakeholders that execution is on trackOverall explanationA project kickoff meeting is an opportunity to get the project team, sponsor, and stakeholders all on the same page. Its purpose is to communicate the objectives of the project, ensure the team’s commitment to the project, and explain the roles and responsibilities of each stakeholder (PMBOK 7th edition, page 179). In a large project, the kick-off meeting is usually associated with the end of the planning phase and the start of project execution. However, for small projects, this meeting can take place shortly after initiation, in the Planning Process Group. It’s an informational rather than a decisional meeting, which means that the project manager doesn’t seek approval to proceed with the execution during this meeting.
Question 48:
A product owner selected a number of user stories with a total of 110 points for the next release. Knowing that the team’s velocity is 20 story points, what’s the estimated duration to complete the release?
5 sprints
5.5 sprints
6 sprints
It’s not possible to calculate the estimated number of sprints to complete a release in Agile
5 sprints5.5 sprintsCorrect answer6 sprintsIt’s not possible to calculate the estimated number of sprints to complete a release in AgileOverall explanationA release of 110 story points takes 6 sprints to be completed by a team that has 20 story points’ velocity. Even though dividing 110 by 20 equals 5.5 sprints, the number of iterations should be an integer since the predetermined timebox of a sprint should not be changed. In Scrum, it’s possible to calculate the estimated number of sprints as long as the velocity of the team and the estimation of the workload are known. But, you need to keep in mind that this is an estimation rather than a commitment since changes could happen along the way.
Question 49:
To see where each team member stands regarding a certain decision, a project manager uses the fist of five voting technique. When the team starts voting, one member holds up five fingers. What does it mean?
They want to intervene in order to further discuss the decision
They are totally against the decision
They totally support the decision
They want to refrain from taking part in the voting
They want to intervene in order to further discuss the decisionThey are totally against the decisionCorrect answerThey totally support the decisionThey want to refrain from taking part in the votingOverall explanationThe fist of five or fist to five is a voting technique that agile teams use to help them achieve consensus during decision-making meetings or sessions. This method is used as follows: The facilitator states the decision or action the team is going to vote on and then asks each one of the attendees to hold up a number of fingers that corresponds to their level of support for the stated decision. A closed fist signifies full objection whereas five fingers mean full support for the decision. Until everyone holds up three or more fingers, the voting goes through multiple rounds to achieve consensus.
Question 50:
A product owner who’s new to the agile approach created the following user story: “As a customer, I want a new functionality so that I can achieve a 50% increase in sales”. The project manager found the user story to be deficient. So, they reached out to the product owner to explain to them that:
The user story should follow a common structure
The user story should be specific and testable
The user story should not include financial values
The user story should be time-bounded
The user story should follow a common structureCorrect answerThe user story should be specific and testableThe user story should not include financial valuesThe user story should be time-boundedOverall explanationThe user story written by the product owner is not specific and cannot be tested. Even if it’s written in a user story format it’s vague and unclear. The product owner must specify what new functionality they were looking to develop. It’s possible to include financial values in a user story as long as they contribute to making it more clear and more understandable. A goal can be time-bound, i.e., a SMART goal, but a user story is not bounded by time.
Question 51:
A project manager is examining the investment efficiency of two potential projects. Knowing that the discount rate is unknown, what should the project manager do?
Select the project with the highest ROI
Select the project with the lowest ROI
Select the project with the highest NPV
Select the project with the lowest NPV
Correct answerSelect the project with the highest ROISelect the project with the lowest ROISelect the project with the highest NPVSelect the project with the lowest NPVOverall explanationCalculating a project’s Net Present Value (NPV) requires knowing its discount rate (i):
Net Present Value (NPV) = Future payment (F) / [ (1 + Discount rate (i) ) ^ number of periods in the future the cash flow is (n) ]. Since this is not an option in the described scenario, the project manager should rely on the Return On Investment (ROI) and pick the project with the highest value.
Question 52:
A project manager is leading an agile project using a virtual team. Their daily 15-minute standup is at 9 am. In the last meeting, the project manager noted a 5-minute delay. Then, the team spent another 5 minutes chit-chatting before they actually started the meeting. At the end of the standup, an additional 5 minutes were spent brainstorming an issue that had surfaced the day before. What is the total cycle time of this event?
10 minutes
15 minutes
25 minutes
30 minutes
10 minutes15 minutes25 minutesCorrect answer30 minutesOverall explanationCycle time is the total elapsed time it takes one unit to get through a process (PMBOK 7th edition, page 58). The cycle time of the standup event in the described scenario is 30 minutes (5 minutes delay + 5 minutes chatting + 15 minutes standup meeting + 5 minutes problem solving).
Question 53:
After facing multiple quality issues, the project manager decided to identify top priority defects by applying the 80/20 rule (aka the Pareto Chart). What should the project manager do next?
Find out the impact of each quality issue
Find out the frequency of each quality issue
Find out the urgency of each quality issue
Find out the cause of each quality issue
Find out the impact of each quality issueCorrect answerFind out the frequency of each quality issueFind out the urgency of each quality issueFind out the cause of each quality issueOverall explanationA Pareto diagram is a histogram that ranks issues from the ones with the highest frequency to the ones with the lowest frequency. The diagram is created according to Pareto’s Law, which states that 80 percent of the problems come from 20 percent of the issues (also known as the 80/20 rule).
Question 54:
A project manager is leading a project using an adaptive approach. During the sprint review, the product owner asks for an acceptance document to sign off in order to demonstrate their approval of the deliverables. What should the project manager do?
Create an acceptance document and share it with the product owner to sign off
Ask the product owner to create a task in the product backlog and prioritize it, so that the development team can create the acceptance document
Ask the product owner to create the acceptance document and sign it off
Inform the product owner that an acceptance document is unnecessary
Create an acceptance document and share it with the product owner to sign offAsk the product owner to create a task in the product backlog and prioritize it, so that the development team can create the acceptance documentAsk the product owner to create the acceptance document and sign it offCorrect answerInform the product owner that an acceptance document is unnecessaryOverall explanationA sprint review is conducted to demonstrate the accomplished work, solicit feedback, and foster collaboration rather than seeking formal approval through an acceptance document sign-off (Essential Scrum by Rubin, Kenneth S, page 372). Besides, formal approvals are more common in predictive environments.
Question 55:
A project manager is leading a team that is not familiar with the adaptive approach. After several weeks, the project has reached a point where there is an accumulation of Work In Progress (WIP). What should the project manager do to figure out whether the team is properly following procedures?
Perform a process evaluation
Review the notes of the previous retrospective meetings
Check the Kanban board
Check relevant Key Performance Indicators (KPIs)
Correct answerPerform a process evaluationReview the notes of the previous retrospective meetingsCheck the Kanban boardCheck relevant Key Performance Indicators (KPIs)Overall explanationProcess evaluation involves quality assurance activities and process audits to ensure procedures and processes are being followed and are generating the intended outcomes (PMBOK 7th edition, page 72). Process evaluation can also include reviewing the notes of the previous retrospective meetings as they can reflect the type of issues that were encountered in the past and how they were handled. Therefore, process evaluation involves more than just reviewing the previous retrospective meetings’ notes. KPIs and the Kanban board can only determine whether WIP is beyond the acceptable level, without identifying the causes. Finally, process evaluation can take place during a retrospective meeting or a lessons learned session, and it can require further investigation that could go beyond those meetings.
Question 56:
An organization asked the project manager to send a report on the cost of quality. The report stated that the total cost was $30,000, detailed as follows:
According to the above table, how much is the appraisal cost of the project?
$2,000
$3,000
$5,000
$10,000
$2,000$3,000Correct answer$5,000$10,000Overall explanationAppraisal costs, also known as inspection costs, are part of the Cost of Conformance as they represent the costs of identifying defective products before they are delivered to clients. This comprises testing, inspecting, auditing, evaluating, and measuring the deliverables, product, or service the project is producing. Appraisal costs are set up to implement a series of activities to determine work results’ degree of conformance to quality requirements. Meaning the project appraisal cost involves inspection costs which are $5,000. Training falls under prevention activities. Rework and scrap costs, on the other hand, are part of the Internal Failure Costs, whereas Warranty charges fall under External Failure Costs.
Question 57:
Mid-project, a project manager is notified by the information security department that they just came to know about the design changes that were made lately. They also expressed their concern about these changes’ compliance with the organization’s standards since they did not take part when these changes were made. What should the project manager do to overcome this issue?
Undo all design changes since the information security department wasn’t involved in the process
Allow the information security department team to attend all of the following daily stand-ups to ensure all made changes comply with security requirements
Ask the information security department to raise the issue to the product owner
Conduct a meeting with the information security department to go over all design changes and ensure their compliance with the organization’s standards
Undo all design changes since the information security department wasn’t involved in the processAllow the information security department team to attend all of the following daily stand-ups to ensure all made changes comply with security requirementsAsk the information security department to raise the issue to the product ownerCorrect answerConduct a meeting with the information security department to go over all design changes and ensure their compliance with the organization’s standardsOverall explanationThe project manager should first try to resolve the issue through collaboration by conducting a meeting with the information security department to go over the design changes and implement the appropriate process to ensure their compliance with security requirements. If certain design changes are found to be critical and unfixable, then those should be reverted. The product owner could be involved in the problem resolution process, but transferring the issue to them wouldn’t work since compliance with the organization’s standards requires understanding security concerns and setting up the appropriate processes by the project manager and their team. Standup meetings are used for daily work synching between team members, not for examining changes.
Question 58:
During the sprint review of the project’s last iteration, the product owner expressed their satisfaction with the product and described it as “fit for purpose”. However, a senior team member stated that another iteration is needed to fix some bugs and improve the user experience. The sponsor, who is also attending the meeting, said that further work on the product will resume if they get more funding in the next quarter. What should the project manager do next?
Close the project, but keep one developer to fix any major bugs
Keep the project open since work could be resumed in the next quarter
Continue work on fixing bugs to satisfy the client, then close the project
Release all resources
Close the project, but keep one developer to fix any major bugsKeep the project open since work could be resumed in the next quarterContinue work on fixing bugs to satisfy the client, then close the projectCorrect answerRelease all resourcesOverall explanationSince the client requested the project closure, even though they are aware of the bugs and the required improvements, the project manager should proceed with the decision. Properly closing the project entails releasing all resources. Continuing work on bugs after the project closure is inappropriate. Plus, working on bugs to satisfy the client is considered gold plating. A project cannot be kept open until receiving new funding. It should be closed and, when funding is obtained, a new project should be launched in the next quarter to fix bugs and do whatever the customer requires.
Question 59:
The project sponsor informed the project manager that they have doubts about whether the resulting product will satisfy business demands. Therefore, they are looking to keep costs to a minimum. What should the project manager do?
Identify and implement the requirements for making a Minimum Viable Product (MVP)
Gather all requirements and execute the project using an incremental approach
Exclude certain stakeholders from the scope definition process in order to limit requirements
Sign with the sponsor a fixed cost contract in order to limit project costs
Correct answerIdentify and implement the requirements for making a Minimum Viable Product (MVP)Gather all requirements and execute the project using an incremental approachExclude certain stakeholders from the scope definition process in order to limit requirementsSign with the sponsor a fixed cost contract in order to limit project costsOverall explanationThe Minimum Viable Product (MVP) is used to define the scope of the first release by identifying the requirements that would deliver value to customers (PMBOK 7th edition, page 243). An incremental approach is not suitable for the described scenario since the client won’t get a usable product until the end of the project. It’s not appropriate to exclude certain stakeholders in order to limit requirements. The project manager should involve all stakeholders in the process of collecting and prioritizing product features. Finally, a fixed-cost contract will not solve the problem in the described scenario since the main concern of the sponsor is verifying the product’s business demand.
Question 60:
Mid-project, the project manager noticed that stakeholders’ engagement was fading out and felt the need to measure their satisfaction. What tools or techniques could the project manager use? (select two)
Net Promoter Score
Mood chart
Power/interest grid
Engagement assessment matrix
Correct selectionNet Promoter ScoreCorrect selectionMood chartPower/interest gridEngagement assessment matrixOverall explanationStakeholder satisfaction can be measured with surveys or by looking at related metrics such as Net Promoter Score (NPS) and Mood chart (PMBOK 7th edition, page 103). The Net Promoter Score is a numerical measure of the stakeholder’s satisfaction with your product, service, or workplace and their willingness to recommend it to others. The score ranges from -100 to +100. A high promoter score reflects high business loyalty and job satisfaction. Mood charts, on the other hand, are used to track the daily mood of certain key stakeholders, where they can use colors, emojis, or numbers to express how they’re feeling. This method can help the project manager anticipate and identify potential issues and work on improving certain areas, such as in the described scenario where engagement is fading. The power/interest grid is created in order to categorize stakeholders based on their power or influence levels and has nothing to do with measuring their satisfaction. The Engagement Assessment Matrix is a stakeholder management technique that is used to monitor the engagement levels of stakeholders and therefore identifies involvement issues. This tool might have helped the project manager detect the stakeholders’ engagement problem but it can’t help them figure out satisfaction levels.
Question 61:
A project manager is leading the second phase of a project using a hybrid approach. In order to build a common ground between involved stakeholders and appease any differences, the project manager proceeds with defining the project requirements through:
Sending a questionnaire to all of the involved stakeholders in order to determine the project requirements
Setting up a meeting with each stakeholder to identify their needs
Inviting all concerned stakeholders to a requirements workshop to develop user stories
Conducting a survey of the project’s current users
Sending a questionnaire to all of the involved stakeholders in order to determine the project requirementsSetting up a meeting with each stakeholder to identify their needsCorrect answerInviting all concerned stakeholders to a requirements workshop to develop user storiesConducting a survey of the project’s current usersOverall explanationThe project manager is collecting requirements for the second phase of the hybrid project. So, requirements could be captured in the form of user stories. Facilitating a workshop is the best option in this situation to identify the project requirements and appease stakeholder differences. The interaction occurring during a workshop can help the project manager build a common ground between the stakeholders and establish consensus. Sending a questionnaire, setting up one-on-one meetings, and conducting surveys could help collect data and get insights, but stakeholders should communicate with one another to bridge any disagreements.
Question 62:
Halfway through the project, the sponsor designates an inspector to check the quality of the deliverables so far. The project manager doesn’t know the inspector in person, but they overheard that they are not flexible and working with them is usually hard. What is the best way for them to handle the situation?
Ask the sponsor to designate another inspector
Ignore the inspector’s designation since they are an external stakeholder
Collaborate with the inspector and provide them assistance when needed
Use their soft skills to talk the inspector into looking past any quality issues and not reporting them to the sponsor
Ask the sponsor to designate another inspectorIgnore the inspector’s designation since they are an external stakeholderCorrect answerCollaborate with the inspector and provide them assistance when neededUse their soft skills to talk the inspector into looking past any quality issues and not reporting them to the sponsorOverall explanationWhen a new stakeholder is identified, they should be analyzed, prioritized, engaged, and then monitored (PMBOK 7th edition, page 12). In the described situation, the project manager should engage the inspector by collaborating with them. Regardless of the situation, stakeholders should never be ignored. On the other hand, it’s not appropriate to ask the sponsor to replace the inspector without a solid reason. Plus, the project manager should certainly avoid influencing the inspector’s work or decisions as it can undermine the project quality and lead to corruption.
Question 63:
A customer informed their project manager that they are going to launch a new project and they will assign it to the same product owner of the current ongoing project. How should the project manager react in response to the customer’s decision?
Ask the customer to reconsider their decision since a product owner should handle one product at a time
Ask the customer to reconsider their decision to avoid a conflict of interests situation
It’s ok to have the same product owner for both products as long as they can fulfill their duties
Ask the customer to add another product owner to the current project as a backup
Ask the customer to reconsider their decision since a product owner should handle one product at a timeAsk the customer to reconsider their decision to avoid a conflict of interests situationCorrect answerIt’s ok to have the same product owner for both products as long as they can fulfill their dutiesAsk the customer to add another product owner to the current project as a backupOverall explanationA product should only have one product owner, considering they’re the one responsible for deciding which features to build and in which order (Essential Scrum by Rubin, Kenneth S, page 15). When there are multiple products being developed, it’s possible to either have a product owner for each of them or have one product owner for all of them. This depends on the projects’ size as well as other factors such as the connection between projects. But, in all cases, the product owner should fulfill their role and be available to respond to queries from the development teams.
Question 64:
During product validation, a key stakeholder refuses to sign off the acceptance document, claiming that some of the functionalities do not meet their expectations. What should the project manager have done to avoid this situation?
Involve the key stakeholder during the quality control phase
Involve the key stakeholder during the project initiation phase
Involve the key stakeholder during the planning phase
Involve the key stakeholder during all project phases
Involve the key stakeholder during the quality control phaseInvolve the key stakeholder during the project initiation phaseInvolve the key stakeholder during the planning phaseCorrect answerInvolve the key stakeholder during all project phasesOverall explanationStakeholders need to get involved early on during project planning and sometimes during the project initiation as well. Key stakeholders should also be involved during the quality control phase so that they can assess the project deliverables and recommend any changes before the official acceptance. Since the concerned key stakeholder is responsible for signing off the acceptance document, their power is considered high. Therefore, stakeholders who are identified to have high power using the power/interest grid should be managed closely and/or kept satisfied throughout the whole project.
Question 65:
While working on identifying risks, a project manager noticed that there is a disagreement among team members concerning the appropriate way to execute an important work item. What can the project manager do to mitigate this risk?
Outsource the concerned work item
Enroll the team in a training about the technologies related to executing that work item
Let the team self-organize and figure out how to execute the work item
Escalate the issue to the functional manager
Outsource the concerned work itemCorrect answerEnroll the team in a training about the technologies related to executing that work itemLet the team self-organize and figure out how to execute the work itemEscalate the issue to the functional managerOverall explanationProviding training on technologies related to the work item will help the team fully understand how it should be executed. This strategy aims to mitigate the risk by reducing conflict between team members. The other options involve either avoiding the risk by outsourcing the work item, accepting it by letting the team figure out a solution on their own, or escalating the risk to the functional manager.
Question 66:
A project manager is in charge of a software development project that follows an Agile approach. During the project execution, they receive a request from the customer to alter a requirement. What should the project manager do?
Block the change request
Welcome the change request
Avoid the change request
Take the change request to the Change Control Board (CCB)
Block the change requestCorrect answerWelcome the change requestAvoid the change requestTake the change request to the Change Control Board (CCB)Overall explanationFlexibility is one of the most important aspects of the Agile approach; the scope of work can change in response to new requirements. An Agile, adaptive, or change-driven approach encourages collecting feedback from stakeholders on a regular basis. Unlike the predictive approach, the Agile approach doesn’t involve a Change Control Board (CCB).
Question 67:
A project manager joins a project to replace the former project manager who has abruptly left the organization. During the first week, they notice that team members do not trust or support each other’s ideas and that the work climate is counterproductive. According to Tuckman’s model, at which development stage is this team?
Adjourning
Norming
Forming
Storming
AdjourningNormingFormingCorrect answerStormingOverall explanationThe project manager’s team is in the storming phase. Tuckman’s team development ladder identifies five stages: forming, storming, norming, performing, and adjourning (PMBOK 7th edition, page 166). Storming is the most difficult and critical stage a team can go through. Different personalities emerge during this phase, resulting in conflict and rivalry. At this point, the team’s performance will suffer tremendously since their energy is diverted to disputes and arguments. Forming is the first stage of a team’s development where members are starting to know each other and form first impressions. Team members usually avoid controversies or conflicts in this phase. The norming stage comes after storming; this is when team members begin to work together and trust each other. In the performing phase, teams begin to function as a unit; they get the job done smoothly and effectively without inappropriate conflicts or the need for supervision. In the adjourning phase, tasks are completed, the team breaks up, and members move on to other assignments.
Question 68:
A project manager is in charge of leading a ground-breaking medical research project. During a meeting with the sponsor, the project manager discusses how he’s going to handle the project, explaining that he wants to encourage self-awareness, listening, and coaching. The project manager adds that helping the project team grow is among his top priorities. What type of leadership does the project manager intend to adopt?
Servant leadership
Authentic leadership
Transactional leadership
Transformational leadership
Correct answerServant leadershipAuthentic leadershipTransactional leadershipTransformational leadershipOverall explanationThe project manager intends to adopt a servant leadership style. The Agile Practice Guide distinguishes servant leadership with the following characteristics: promoting self-awareness, listening, serving teammates, assisting people in their development and growth, coaching rather than controlling, and promoting security, respect, and trust. Servant leaders prioritize the needs of others, helping them reach their best performance and potential (PMBOK 7th edition, pages 17-18). Authentic leaders focus on the self-development of themselves and their followers. Transactional leaders, on the other hand, focus on supervision, organization, and performance, using incentives and penalties as motivation tools. Transformational leaders focus on motivation as well as creating an atmosphere of innovation and creativity.
Question 69:
A project manager who works in a national bank decides to use the power/interest grid to plan stakeholder engagement. How should he deal with an interested stakeholder with little authority?
Monitor
Manage closely
Keep informed
Keep satisfied
Monitor Manage closelyCorrect answerKeep informedKeep satisfiedOverall explanationThe project manager should keep stakeholders with high interest and low authority informed. He should proactively plan how to regularly communicate the project status to this group of stakeholders and check in with them to make sure they are not experiencing any issues or problems. Additionally, the project manager should closely manage stakeholders with high levels of power and interest, keep stakeholders with high power and low interest satisfied, and monitor stakeholders with low levels of power and interest.
Question 70:
A project manager is managing a branding project for a fast-food restaurant chain. During the project, two team members have an argument about a design task. The project manager decides to have a meeting with the two members. Upon discussing the issue, they all come to the conclusion that the best course of action would be outsourcing this activity. Which conflict resolution technique did the project manager use?
Forcing
Collaborating
Compromise
Smoothing
ForcingCorrect answerCollaboratingCompromiseSmoothingOverall explanationSince the project manager chose to meet with the concerned team members to discuss their conflict and make the best decision accordingly, then the situation implies problem-solving or collaboration, which leads to a win-win situation (PMBOK 7th edition, page 168).
Other problem-solving 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.
Compromising: which leads to a lose-lose situation.
Reference: Guan, D. (2007). Conflicts in the project environment. Paper presented at PMI Global Congress 2007.
Question 71:
Organizations often attempt to deliver projects with limited budgets and incomprehensive requirements. An Agile approach can be adopted to address such complexities. However, without proper communication, this approach won’t achieve its goals. Under this context, how should a project manager communicate?
Informally
Formally
Frequently
Daily
InformallyFormallyCorrect answerFrequentlyDailyOverall explanationAgile frameworks are known for their frequent and straightforward communication where a project manager is continuously checking in with the team to accordingly decide what could be alternatively done to improve the work pace and boost the team’s morale. Daily communication should not be confused with daily standup. Daily standup meetings are held by the agile team members who follow a scrum framework. The project manager or scrum master is not required to attend this meeting, but even if they do, the daily standup meeting should not be their only channel of communication with the team. Whether you adopt a predictive or an adaptive approach for your project, you have to use formal and informal communication according to the situation.
Question 72:
A senior project manager works for a medical devices firm, which has recently undergone significant organizational changes. A key team member expresses her concerns to the project manager about a new member, whom she believes lacks the technical proficiency to properly accomplish their assigned work. Since the project manager has confidence in the team member’s judgment, what should they do about this new team member?
Release the new team member
Nothing should be done since the concerned team member has already been assigned
Provide the new member with training and mentoring
Keep the new team member, but reassign their tasks to someone else
Release the new team memberNothing should be done since the concerned team member has already been assignedCorrect answerProvide the new member with training and mentoringKeep the new team member, but reassign their tasks to someone elseOverall explanationThe project manager should provide the new member with the needed training and mentoring. When you realize a team member lacks the required competencies or skills, the first step is to use mentorship and training in order to improve their competencies (PMBOK 7th edition, page 18). Doing nothing or reassigning their tasks to someone else will not help the team member improve their competency; it will only lead to their demotivation and negatively impact the project. Releasing the team member should be the last resort when every other option fails to put them on track.
Question 73:
Shortly after starting a new project, a project manager noticed that a team member who was on their last project is not as productive as she used to be. The project manager invited her to a one-on-one meeting, where she admitted that her frustration is due to the fact that she had expected a performance bonus in the last project, but did not receive it. What theory is manifested in this situation?
Theory X
Theory Y
Anticipation Theory
Expectancy Theory
Theory XTheory YAnticipation TheoryCorrect answerExpectancy TheoryOverall explanationThe Expectancy Theory states the following: employees believe that when they make more effort, their performance will improve, leading to being rewarded, which they value, and this motivates them to continue being productive. However, if they don’t get rewarded, such as in the described case, they lose their incentive to be productive. Theory X states that employees are incompetent, lazy, and untrustworthy. Theory Y, on the other hand, recognizes employees as being competent, responsible, and trustworthy. The situation describes neither Theory X nor Y since the team member is described as being competent, but her performance declined as a result of not getting the bonus she was expecting. Anticipation theory is a made-up term.
Question 74:
One month into project execution, the project manager notices that the sponsor is always late for their weekly meetings. However, the project manager chooses not to address the sponsor’s behavior. Instead, they document the frequent tardiness in the meetings’ notes. Which conflict resolution technique is the project manager using?
Problem-solving
Smoothing
Information recording
Withdrawal
Problem-solvingSmoothingInformation recordingCorrect answerWithdrawalOverall explanationThe unwillingness to deal with a conflict is referred to as withdrawing. This conflict resolution technique is acceptable when some time to cool off is needed in order to achieve a better understanding of the situation, or when the other party is unassailable or uncooperative (PMBOK 7th edition, page 169). The situation does not imply problem-solving since the project manager didn’t point out the issue to the sponsor in order to find a solution. The project manager didn’t smooth the conflict either since there was no discussion with the sponsor to diminish their differences. Information recording, taking notes, or documenting the situation is not a conflict resolution technique.
Question 75:
A project manager is in charge of an educational project. After analyzing the power level of each of the project’s four stakeholders, they find out that Monica and Markus have high power, while Ravi and Sergio have low power. For a deeper insight, the project manager created the stakeholder engagement assessment matrix below.
Based on this analysis, which stakeholder should be prioritized in terms of engagement?
Monica
Markus
Ravi
Sergio
MonicaCorrect answerMarkusRaviSergioOverall explanationThe priority in engagement should be given to stakeholders with a high level of power (PMBOK 7th edition, page 12). Monica and Markus have high power, but Monica is Neutral, while Markus is unaware. Having an unaware stakeholder with a high level of power is more dangerous than a neutral stakeholder with a high level of power since the first type can cause a lot of trouble when they become aware at a late stage of the project. The project manager should prioritize engaging Markus by sharing the project details with him. Then, they should try to win his support and bring him to the leading level if possible. Monica and Sergio should be the project manager’s second priority. It’s preferable to have either supportive or leading high-power stakeholders. So, the project manager needs to make more effort to bring Monica to one of these two levels. On the other hand, even though Sergio has low power, the project manager needs to work on moving him out from the resistant level since his level of power can change at any time throughout the project.
Question 76:
An organization in need of accounting software conducts a make or buy analysis. The organization decides to go for in-house development since the analysis shows a payback period of fewer than 3 years. However, when acquiring resources, the project manager finds out that the developer’s rate included in the make-or-buy analysis is only half the current rate in the market. What should the project manager do first?
Submit a change request
Inform the sponsor about their findings
Nothing; as long as the project’s SPI and CPI are on track, this shouldn’t be a problem
Update the make-or-buy analysis report
Submit a change requestCorrect answerInform the sponsor about their findingsNothing; as long as the project’s SPI and CPI are on track, this shouldn’t be a problemUpdate the make-or-buy analysis reportOverall explanationThe project manager should notify the sponsor of any identified risks that may impact the business value of the project. Business value measurements are used to ensure that the project deliverables remain consistent with the business case and benefits realization plans. Business value can be financial or non-financial (PMBOK 7th edition, page 102). A make-or-buy analysis is considered a tool for measuring financial business value. The sponsor can determine whether to continue the investment or not if the payback period turns out to be more than 3 years after updating the make-or-buy analysis. The project manager should not update the make or buy analysis report without consulting or referring to the sponsor first. If the project is following a predictive approach, it can show assuring SPI and CPI, especially at the beginning of its execution. However, since the developer’s rate was underestimated, the project will get off-track in terms of cost later on. If the sponsor agrees to carry on the project and increase its budget according to the new findings, then a change request should be issued. However, when following an adaptive approach, no change requests, SPI, or CPI are used. In this case, the project manager should inform the sponsor or the product owner about their findings and discuss whether it’s still possible to achieve the project goals or not.
Question 77:
Two agile teams are working on developing the same product. Team A is made of 5 members and uses 2-week sprints, while Team B involves 4 members and uses 3-week sprints. Team A completed all sprint backlog items with a velocity of 50 story points. Team B, on the other hand, reached 70 story points, without completing all of the sprint’s backlog. Which team has better performance?
Team A, since they completed all sprint backlog items
Team A, taking into consideration their velocity, they can achieve 75 story points in a 3-week sprint, which is better than what team B achieved
Team B, since they have a better velocity
Team B, since they achieved more story points with fewer team members
Correct answerTeam A, since they completed all sprint backlog itemsTeam A, taking into consideration their velocity, they can achieve 75 story points in a 3-week sprint, which is better than what team B achievedTeam B, since they have a better velocityTeam B, since they achieved more story points with fewer team membersOverall explanationThe team that has better performance is the team that fulfills its sprint engagement by completing all of its backlog items. This means that the performance of team A was better than the performance of team B. Velocity should not be used to compare teams’ performance. Likewise, the number of completed user stories per sprint and team size can not indicate whether a team’s performance is good or not.
Question 78:
During a project status meeting, the project manager updated the sponsor on the project performance by informing them that the SPI is 0.75 and the CPI is 1.05. What does this indicate?
The project is over budget but on schedule
The project is within budget but behind schedule
The project is on schedule and within budget
The project is behind schedule and over budget
The project is over budget but on scheduleCorrect answerThe project is within budget but behind schedule The project is on schedule and within budgetThe project is behind schedule and over budgetOverall explanationA Schedule Performance Index (SPI) of less than 1 indicates that the project is behind schedule. A Cost Performance Index (CPI) greater than 1 means that the project is within the predetermined budget.
Question 79:
A product owner and team members have different interpretations of a particular user story. To resolve the disagreement, the project manager suggests the creation of personas. What’s the most probable reason for creating personas?
To use it as a wireframe to help clarify project outcomes
To engage stakeholders who don’t know much about the project
To help the development team empathize with the users of the solution
To identify and describe real users of the solution
To use it as a wireframe to help clarify project outcomesTo engage stakeholders who don’t know much about the projectCorrect answerTo help the development team empathize with the users of the solutionTo identify and describe real users of the solutionOverall explanationA persona is a fictional representation of the ideal potential users of a product or service. This description helps the team understand and empathize with the users’ need for the solution. Thus, the team can better adapt the solution to help and satisfy its users in real-life situations. Persona does not have a role in stakeholder engagement, nor is it a wireframe for clarifying project outcomes. Even though a persona involves a set of real-life characteristics, it does not identify or describe the real users of the solution.
Question 80:
After introducing a new foreign developer to the team, the project manager noticed that a certain senior team member seems to be avoiding any interaction with them. What should the project manager do about this issue?
Talk to the senior team member privately to try and find out the reason behind their behavior while making it clear that discrimination is neither tolerated nor accepted
Notify the functional manager of the senior team member’s behavior and ask them to take the appropriate disciplinary action
Look past the senior team member’s behavior since no conflict between the two has occurred and work seems to be going just fine
Address the issue in the next team meeting by scolding the senior team member and lecturing everyone about the importance of an inclusive work environment
Correct answerTalk to the senior team member privately to try and find out the reason behind their behavior while making it clear that discrimination is neither tolerated nor acceptedNotify the functional manager of the senior team member’s behavior and ask them to take the appropriate disciplinary actionLook past the senior team member’s behavior since no conflict between the two has occurred and work seems to be going just fineAddress the issue in the next team meeting by scolding the senior team member and lecturing everyone about the importance of an inclusive work environmentOverall explanationThe project manager should talk to the senior project manager privately to get to know the reason behind their behavior. Besides, the project manager should be clear about not tolerating any kind of discriminating behavior towards the new team member and the potential consequences and disciplinary procedures the senior team member will face in case their behavior persists. The project manager should talk directly to the concerned party with no need for escalating the issue to the functional manager at this stage. Such behavior should not be ignored, even when it seems to have no tangible impact on work progress. On the other hand, it’s not appropriate nor professional to scold a team member in a meeting and in the presence of their colleagues, regardless of their behavior.
Question 81:
An organization recently transitioned to the agile approach. However, project team members always wait for the project manager to assign them work. How can the project manager help their team be self-organized?
Take a few weeks off to force the team to act on their own
Mentor the team on how to make their own decisions
Ensure that the team includes different functional expertise
Support the team by removing encountered impediments
Take a few weeks off to force the team to act on their ownCorrect answerMentor the team on how to make their own decisionsEnsure that the team includes different functional expertiseSupport the team by removing encountered impedimentsOverall explanationThe project manager can help their team get self-organized by mentoring them on how to make their own decisions. This will empower them to pick their own tasks without waiting for assignments or asking for permission or direction from the project manager every time. Taking a vacation is a passive approach to dealing with the problem and it won’t solve it since the team will get back to relying on the project manager as soon as they come back. Ensuring that the team includes different functional expertise will help the team be cross-functional rather than self-organizing. Supporting the team by removing encountered impediments is part of the agile project manager’s duties and won’t help make the team self-organizing.
Question 82:
A project manager is leading a multi-year software project. After a few months, a senior team member started losing motivation and complaining that their assigned work can be easily done by a junior team member. What should the project manager do in this case?
Incentivize the senior team member by increasing their salary or rate
Increase the engagement of the senior team member by holding team-building activities
Be proactive and start looking for a replacement for the senior team member
Find more challenging tasks for the senior team member to tackle
Incentivize the senior team member by increasing their salary or rateIncrease the engagement of the senior team member by holding team-building activitiesBe proactive and start looking for a replacement for the senior team memberCorrect answerFind more challenging tasks for the senior team member to tackleOverall explanationThe reason behind the team member’s demotivation is intrinsic. The senior team member is looking for challenging work and will respond well to stretch goals and problem solving (PMBOK 7th edition, page 25). Increasing their salary or holding team-building activities will not help address the original problem. Looking for a replacement should be the last resort if all other options fail to motivate the concerned team member.
Question 83:
A project manager is facilitating a meeting attended by his project team as well as key stakeholders to prioritize all product backlog items according to their business value and risk level. Where should each items’ category be placed in the product backlog (from top to bottom)?
A, B, C, D
B, A, D, C
A, B, D, C
D, C, B, A
A, B, C, DB, A, D, CCorrect answerA, B, D, CD, C, B, AOverall explanationItems of high priority and high risk should be on top as completing them sooner generates more new knowledge, which eliminates uncertainty and reduces risk. Items of high value and low risk should be tackled next. These items are great for achieving quick wins. The project team can then consider working on low-value and low-risk items. Finally, items of low value and high risk should be put off and placed at the bottom of the product backlog since they are not worth the effort. To sum up, the right order is: A, B, D, and then C from top to bottom.
Question 84:
A project manager is contractually engaged to present a monthly report on what was done the previous month and what preventive measures will be taken the following month. The project manager used to deliver the status update presentation themselves, but now that they are on vacation, a team member has volunteered to replace them. Later, the project manager received feedback from key stakeholders saying that the latest presentation was not good. What should the project manager do to address the situation with their team member?
Reproach the team member to let them know how disappointed they are
Send an email to the team member to use their reply as a justification for any ulterior decisions
Ask the team member what happened with the presentation that resulted in the stakeholders’ dissatisfaction
Ignore the issue since it only occurred once and it won’t happen again now that they’ll be back to delivering the upcoming status presentations
Reproach the team member to let them know how disappointed they areSend an email to the team member to use their reply as a justification for any ulterior decisionsCorrect answerAsk the team member what happened with the presentation that resulted in the stakeholders’ dissatisfactionIgnore the issue since it only occurred once and it won’t happen again now that they’ll be back to delivering the upcoming status presentationsOverall explanationThe best way to address this issue is to have an informal discussion with the team member to understand what happened and provide them with the appropriate guidance. Since the issue is neither severe nor recurrent, it does not necessitate formal communication. It’s not appropriate for the project manager to reproach the team member and express their disappointment. They also shouldn’t ignore the situation because it’s their responsibility as the project manager to develop, coach, and mentor their team.
Question 85:
During the last three daily standup meetings with the team, the project manager notices that a new team member is struggling with one of their assigned tasks as they seem to be making no progress towards completing it. What should the project manager do?
Ask an experienced team member to take over the task
Check whether other team members can help their new colleague with the task after the standup meeting
Express their disappointment to the new team member and encourage them to make more effort
Ask the new team member to check the team ground rules
Ask an experienced team member to take over the taskCorrect answerCheck whether other team members can help their new colleague with the task after the standup meetingExpress their disappointment to the new team member and encourage them to make more effortAsk the new team member to check the team ground rulesOverall explanationAsking another team member to help mentor the new member and guide them through getting their task completed and overcoming the challenging aspects of their assignment is the right course of action. Since the member is new and they might lack certain skills or experience dealing with certain types of tasks, they will get the chance to learn and overcome any impediments by collaborating with more experienced team members. Assigning someone else to get the task done will only have a bad impact on their self-esteem and motivation and make them miss out on a learning opportunity. Similarly, expressing their disappointment at the new member’s performance will do more harm than actually resolving the issue. Checking the team ground rules is irrelevant to this situation.
Question 86:
A project manager is leading a project within a functional organization. Halfway through the project implementation, a team member left the organization. What should the project manager do first?
Collaborate with the functional manager to get a replacement
Update the project’s resource breakdown structure
Reassign their workload to the project team member
Evaluate the impact of the team member’s departure on the project
Collaborate with the functional manager to get a replacementUpdate the project’s resource breakdown structureReassign their workload to the project team memberCorrect answerEvaluate the impact of the team member’s departure on the projectOverall explanationFirst, the project manager should understand the impact of the team member’s departure on the project. It might have a big impact therefore the leaving member needs to be promptly replaced with an experienced member. Or, their departure might have a limited impact and the project can proceed without their contribution. Based on the evaluation findings, a decision should be taken on whether to get a replacement or reassign the workload. The project’s resource breakdown structure should be updated later on to reflect the new changes.
Question 87:
Before starting the project, and after identifying all of the individuals and groups involved or affected by the project, the project manager took a step further by classifying stakeholders according to their level of power, interest, and influence. This step is referred to as:
Stakeholder analysis
Stakeholder identification
Stakeholder monitoring
Stakeholder engagement
Correct answerStakeholder analysisStakeholder identificationStakeholder monitoringStakeholder engagementOverall explanationSince the question states that stakeholders were already identified and that the project didn’t start yet, stakeholder analysis is the right answer. Stakeholder analysis refers to the classification of all project stakeholders in order to ensure efficient engagement later on. Stakeholder engagement takes place in the execution process group and it involves: communicating and collaborating with stakeholders to meet their expectations, addressing issues, and fostering appropriate stakeholder involvement. Stakeholder monitoring implies assessing stakeholders’ satisfaction and whether their engagement plan is effective or it needs to be updated (PMBOK 7th edition, pages 11-12-14).
Question 88:
A project manager is developing the business case of a green transportation project. To do so, they decide to use the SWOT technique. How should the project manager apply this technique?
Follow a Plan-Do-Check-Act cycle (PDCA Cycle)
Assess the business model using expert judgment
Identify the project’s strengths and weaknesses
Conduct a benefit/cost analysis
Follow a Plan-Do-Check-Act cycle (PDCA Cycle)Assess the business model using expert judgmentCorrect answerIdentify the project’s strengths and weaknesses Conduct a benefit/cost analysisOverall explanationSWOT stands for Strengths, Weaknesses, Opportunities, and Threats. It’s a tool that project managers use to assess the opportunities and threats they might face, as well as their projects’ strengths and weaknesses (PMBOK 7th edition, page 177). Assessing the project’s business model or conducting a benefit/cost analysis could be part of developing the business case, but both methods have a different purpose from the SWOT technique. The PDCA cycle is a quality management technique to control and continuously improve processes and products.
Question 89:
A project manager is managing an online e-learning platform. The project team is following the Scrum framework and every few weeks they release a new version that includes more features, user interface changes, bug fixes, security patches, etc. In order to avoid confusing users with the continuous changes, the project manager decides to make all release information accessible to the platform members under the “News” section on the website. What type of communication is the project manager intends to use?
Push communication
Interactive communication
Pull communication
Proactive communication
Push communicationInteractive communicationCorrect answerPull communicationProactive communicationOverall explanationThe described scenario involves an example of pull communication. PMBOK defined three types of communication: interactive, push, and pull. Proactive communication is a made-up term. Pull communication is a communication type where access to the information is provided, however, the receiver must proactively seek out and retrieve this information. When the communication is solely for informative purposes, pull communication should be used. It will have little to no impact on the project if the recipients do not read it. According to the PMBOK guide: “Pull communication is used for large complex information sets, or for large audiences, and requires the recipients to access the content at their own discretion subject to security procedures. These methods include web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories.” (PMBOK Guide, 6th Edition, page 374).
Question 90:
A project manager canceled a Lessons learned review meeting due to time constraints. The potential consequences of this decision might implicate:
Issues faced through the project could reoccur due to the missed opportunity to identify preventive actions
Project management will get more difficult
Project cost will be greater
The project may not be accepted by the Project Management Office (PMO)
Correct answerIssues faced through the project could reoccur due to the missed opportunity to identify preventive actionsProject management will get more difficultProject cost will be greaterThe project may not be accepted by the Project Management Office (PMO)Overall explanationThe knowledge acquired from the process of carrying out a project is referred to as “lessons learned.” This covers both the positive and negative aspects. The aim is to replicate good practices and avoid repeating errors. By failing to examine or go over past lessons learned, the project manager risks making the same errors as in previous projects. Therefore, the earlier the lessons are identified and embedded into a project, the more value they will provide. So ideally, a project manager should conduct reviews on an ongoing basis to allow for continuous improvement. Such a review will capture in-depth inputs from the project team, sponsors, stakeholders, etc. Capturing and going over lessons learned on a regular basis helps keep the project on track. In the long term, it will also help organizations continuously develop and enhance the way they conduct projects.
Question 91:
Even though the project management plan was perfectly elaborated, the project manager thinks that unforeseen events could have a big impact on the whole project. What should the project manager do next?
Identify these events and update the project management plan
Ensure that a management reserve is allotted
Discuss these events with the sponsor in order to develop a fallback plan
Perform a qualitative risk assessment to define the priority of each of these events
Identify these events and update the project management planCorrect answerEnsure that a management reserve is allottedDiscuss these events with the sponsor in order to develop a fallback planPerform a qualitative risk assessment to define the priority of each of these eventsOverall explanationUnforeseen events are “unknown unknowns”, meaning that they cannot be previewed or identified beforehand. Therefore, it is not possible to discuss or prioritize these events. The only action to take against this type of risk is to set up a management reserve to respond to these events when they occur.
Question 92:
During a planning session, a project management team determined that they need to purchase new equipment in November. The project manager thought it would be a good idea to take advantage of Black Friday’s discounts since it takes place in the last week of November. How should the project team deal with this opportunity?
Exploit
Share
Enhance
Accept
Correct answerExploitShareEnhanceAcceptOverall explanationThe project team should exploit this opportunity by taking specific actions and preparing the required conditions to take advantage of the opportunity (PMBOK 7th edition, page 220). For example, before Black Friday, the project team can prepare a list of sellers, contact them to verify if they’re planning to have any Black Friday discounts, subscribe to their newsletters to be notified of any opportunities, etc. The project team can exploit this opportunity without having to share it with a third party. Since the project team doesn’t have any control over the opportunity, they cannot enhance it by increasing its occurrence probability or impact. Finally, accepting the opportunity without taking any action means that the team can end up buying the equipment at any time during November and they can miss the opportunity, i.e., the Black Friday discounts.
Question 93:
An agile team is working on developing an innovative digital product. The product owner added a user story in the product backlog and noted that it should be implemented in the next release. During a refinement session with the product owner, the development team stated that they are not sure about the user story implementation since it requires particular inputs from the current release. What should the development team do next?
Further study the different implementation scenarios of the user story
Prioritize the user story since it involves a high level of ambiguity and risk
Stop spending more time trying to figure out how to implement the user story until they collect more information
Give the user story a final estimation based on the current understanding and available information
Further study the different implementation scenarios of the user storyPrioritize the user story since it involves a high level of ambiguity and riskCorrect answerStop spending more time trying to figure out how to implement the user story until they collect more informationGive the user story a final estimation based on the current understanding and available informationOverall explanationThe agile approach follows Lean principles. Among these principles is “deciding as late as possible”; when it’s difficult to make a decision or plan an activity, you should delay it or postpone it until you have enough information or data for you to be able to make an educated decision. This practice is known as the last responsible moment concept. In this case, since determining how to implement the concerned user story requires inputs from the current release, the development team should wait until they’re able to know more about these inputs. Final estimates are usually assigned during sprint planning, or whenever the user story implementation is clearly decided upon. On the other hand, the product owner is the one responsible for prioritizing work. Needless to say that prioritizing user stories should be based on values in addition to their ambiguity or risk.
Question 94:
A project manager is leading a project with remote team members in different geographical areas. During a virtual fortnightly retrospective meeting, the project manager finds out that some members either forgot, missed, or did not fully understand what was discussed in the previous meeting. What can the project manager do to address this issue? (Select two)
Ask all team members to try to speak English with an American accent
Create a new group norm requiring meeting attendees to raise their hands when they don’t understand something
Record meeting sessions and send the recordings to everyone involved
Change the meeting frequency to weekly rather than fortnightly so that team members do not forget what has been discussed
Ask all team members to try to speak English with an American accentCorrect selectionCreate a new group norm requiring meeting attendees to raise their hands when they don’t understand somethingCorrect selectionRecord meeting sessions and send the recordings to everyone involvedChange the meeting frequency to weekly rather than fortnightly so that team members do not forget what has been discussedOverall explanationTo solve the issue, the project manager can create a group norm inciting attendees to raise their hands when they have questions. They can also record meeting sessions and send recordings to all attendees. Raising hands is practical in physical meetings as well as in video conferences. If a team member raises their hand to ask a question and still didn’t understand a particular point, or if they missed part of the discussion, they can refer back to the recording. The project manager cannot force team members to speak with an American accent. If someone has an unclear accent, then the project manager could offer to provide them with training, if the team member is willing, in order to improve their accent. The meeting frequency should not be changed just because participants tend to forget meeting outputs. Meeting minutes and recordings are effective tools to address such an issue.
Question 95:
A PMP-certified project manager has a wide knowledge of project management and over 20 years of experience as a designer in the automotive industry. Her last assignment consisted in managing a group of designers to develop a new design for a futuristic car model. Knowing that the team trusts her decisions, which of the following powers does the project manager possess?
Referent
Expert
Formal
Persuasive
ReferentCorrect answerExpertFormalPersuasiveOverall explanationThe project manager possesses expert power. Being PMP-certified and having years of experience in the automotive design field demonstrate that she has an advanced level of knowledge that prompts the team’s respect. Other forms of power include referent, formal, and persuasive. Referent power is when team members respect or admire the leader for their personal qualities, such as their kindness or intelligence. Followers tend to admire these qualities, making them consider the leader a role model. Formal power is derived from the position that one holds in the organization. Persuasive power implies a person’s ability to provide arguments that influence people to take a particular decision or action.
Question 96:
Since switching to the agile approach, a project manager has been encouraging their team to be self-organizing by allowing them to decide on how to execute their assigned work. What is the main aspect of a self-organizing team?
It gives more responsibility to the project manager
It gives more responsibility to the Agile team
It allows the team to deliver a working product without external dependencies
It gives team members higher visibility of the product
It gives more responsibility to the project managerCorrect answerIt gives more responsibility to the Agile teamIt allows the team to deliver a working product without external dependenciesIt gives team members higher visibility of the productOverall explanationUnlike conventional teams, self-organizing teams do not wait for their supervisors to assign them tasks. Instead, they determine which tasks must be accomplished, prioritize those tasks, and handle their schedules and deadlines on their own. Self-organizing teams tend to have a greater sense of ownership, engagement, and responsibility (PMBOK 7th edition, page 249). A Cross-functional team, on the other hand, consists of team members with all the needed skills to produce a working product without external dependencies. Higher visibility of the product could only be developed by the product owner through backlog refinement.
Question 97:
A project manager works for an organization that uses extrinsic motivators to improve team morale and productivity. What incentives should the project manager offer the team in order to comply with the company’s policy? (Select three)
Create an “Employee of the month” award
Offer a $10,000 bonus for the most performant team members
Allow team members to work on tasks they enjoy
Praise team members for their hard work
Correct selectionCreate an “Employee of the month” awardCorrect selectionOffer a $10,000 bonus for the most performant team membersAllow team members to work on tasks they enjoyCorrect selectionPraise team members for their hard workOverall explanationExtrinsic motivation is described as actions motivated by external factors such as grades, popularity, money, and praise. This form of motivation arises from external factors, as opposed to intrinsic motivation, which comes from within the person. Allowing each team member to work on things that they genuinely love to do presents a form of intrinsic motivation (PMBOK 7th edition, page 24).
Question 98:
Now that the project is nearly finished, a key stakeholder asked the project manager whether they were nervous about the project deliverables approval process, to which the latter replied that they were confident that the customer will be satisfied with the result. What can ensure the satisfaction of the project’s customer?
The project’s low running costs
How good the project manager’s relationship is with the project’s end-users and stakeholders
The efficiency of the warranty service
Delivering value and conforming to project requirements
The project’s low running costsHow good the project manager’s relationship is with the project’s end-users and stakeholdersThe efficiency of the warranty serviceCorrect answerDelivering value and conforming to project requirementsOverall explanationIt’s not enough to complete a project on time and under budget. You need to deliver value by creating a suitable product for your stakeholders’ needs. Customer satisfaction is about making sure that the people who are paying for the end product are happy with what they ultimately get. Conformance to requirements and usability of deliverables is the basis of customer satisfaction as they allow you to measure how well your product meets expectations.
Question 99:
4 months into project execution, the project manager noticed that the performance of some of the team members was deteriorating, while others continued to perform well. What should the project manager do to get the whole team back on track?
Openly discuss the poor performance of certain team members with the whole team in order to come up with a joint solution
Motivate underperforming team members by incorporating a competitive reward system that offers a bonus for top performers
Avoid interfering in order to give team members a chance to improve their performance
Identify the causes of bad performance, solicit systematic feedback and implement adequate solutions based on findings
Openly discuss the poor performance of certain team members with the whole team in order to come up with a joint solutionMotivate underperforming team members by incorporating a competitive reward system that offers a bonus for top performersAvoid interfering in order to give team members a chance to improve their performanceCorrect answerIdentify the causes of bad performance, solicit systematic feedback and implement adequate solutions based on findingsOverall explanationThe project manager’s objective should be to understand why a once competent team member is now struggling. They should first recognize the symptoms, reach out to the underperforming team members, talk to them to try to find out the cause, offer whatever help they can, monitor and measure progress, and be sure to share their feedback.
Question 100:
A project manager presented a stadium construction project that they believe will benefit the community tremendously. Despite the mayor’s agreement to carry out the project, the project manager encountered strong resistance from various stakeholders since the beginning. What should the project manager do to resolve this problem?
Create a Responsibility Assignment Matrix (RAM) to indicate which stakeholder is responsible for what aspects of the project and who needs to be consulted or informed
Create an organizational diagram to assign each stakeholder to the appropriate project role, allowing or disallowing certain lines of communication
Schedule a meeting with the concerned stakeholders to thoroughly explain the project, discuss and establish ground rules, ensure their involvement, and identify any personal or organizational issues that might surface later on
Avoid contacting these stakeholders at the start of the project and instead create a “faits accomplis” to pressure them to support the project due to a lack of alternatives
Create a Responsibility Assignment Matrix (RAM) to indicate which stakeholder is responsible for what aspects of the project and who needs to be consulted or informedCreate an organizational diagram to assign each stakeholder to the appropriate project role, allowing or disallowing certain lines of communicationCorrect answerSchedule a meeting with the concerned stakeholders to thoroughly explain the project, discuss and establish ground rules, ensure their involvement, and identify any personal or organizational issues that might surface later onAvoid contacting these stakeholders at the start of the project and instead create a “faits accomplis” to pressure them to support the project due to a lack of alternativesOverall explanationThe project manager should schedule a meeting with the concerned stakeholders to present the project, discuss and establish ground rules, ensure their involvement and identify any personal or organizational issues. The project manager can overcome stakeholder resistance by simply listening to their concerns. The purpose is to see things from their perspective. The project manager should understand what drives and motivates the stakeholder in order to establish common ground and understand the reason behind such resistance.
Question 101:
A project involves dozens of stakeholders. Most of them need high-level information and updates about the project status, while the rest need more detailed information and frequent updates. To respond to these different requirements, what should the project manager create?
Power/interest grid
Salience Model
Stakeholder engagement plan
Stakeholder engagement assessment matrix
Power/interest gridSalience ModelCorrect answerStakeholder engagement planStakeholder engagement assessment matrixOverall explanationA stakeholder engagement plan sets up strategies and actions to ensure the positive and effective involvement of all stakeholders in the project (PMBOK 7th edition, page 187). The power/interest grid, Salience Model, and stakeholder engagement assessment matrix are tools and techniques to analyze stakeholders and assess their level of engagement. Unlike the stakeholder engagement plan, these tools do not generate or comprise practical information on how to engage and monitor stakeholders such as the frequency of official meetings, recipients of status reports, communication channels, etc.
Question 102:
During the sprint review, the product owner informs the scrum team that the meeting is being recorded in order to send it to a key stakeholder. A day later, the stakeholder contacted the product owner to express their disappointment with the product, claiming that it is nothing like what they had in mind. What should the scrum master do next?
Facilitate a meeting between the product owner and the concerned stakeholder
Meet the stakeholder to review the product backlog items
Ask the development team to have more frequent backlog refinement sessions with the product owner
Ask the development team to collaborate with the key stakeholder
Correct answerFacilitate a meeting between the product owner and the concerned stakeholderMeet the stakeholder to review the product backlog itemsAsk the development team to have more frequent backlog refinement sessions with the product ownerAsk the development team to collaborate with the key stakeholderOverall explanationSince the product doesn’t meet the expectation of the key stakeholder, then there is no alignment between the product owner and the stakeholder. The product owner is responsible for gathering and prioritizing requirements. The feedback of the stakeholder indicates that the product owner didn’t involve them enough in the process. As an agile project manager or scrum master, you can help the product owner, who is the stakeholder representative, while also protecting your team from dealing with such issues. Additionally, the development team should collaborate with the product owner, who in turn should review the product backlog items with the key stakeholder, being their point of contact in the project. Plus, it’s not the scrum master’s responsibility to review the product backlog items.
Question 103:
A project manager is leading an adaptive project using an online project management system that displays the real-time progress of the iterations and the overall project through different charts. However, a key stakeholder prefers to receive an email with the weekly status report instead. What should the project manager do in this case? (Select two)
Add a small recurring task of “1” story point in the product backlog to send the weekly report
Take this in charge in order to let the team focus on achieving deliverables
Check if there is a way to automatically send the weekly report through the project management system
Ignore the stakeholder request since they have access to the online system and therefore can easily check the project status
Add a small recurring task of “1” story point in the product backlog to send the weekly reportCorrect selectionTake this in charge in order to let the team focus on achieving deliverablesCorrect selectionCheck if there is a way to automatically send the weekly report through the project management systemIgnore the stakeholder request since they have access to the online system and therefore can easily check the project statusOverall explanationThe project manager should remove impediments that slow down the team’s progress towards achieving the iteration goal. This can be done by taking this task in charge, whether by sending the status reports manually or by finding a way to automate it. Furthermore, the project manager can remind the key stakeholder that they have real-time access to the project status. Their request to receive weekly status reports by email should not be ignored or dismissed since it’s critical to particularly engage key stakeholders by using whatever communication channels they prefer.
Question 104:
A project manager keeps receiving negative feedback concerning one of the project suppliers. The conflicts between the project team and the supplier’s team are getting worse recently and are starting to have a negative impact on the project. What should the project manager do next?
Send an email to the supplier’s team manager explaining the alarming situation
Meet with the supplier’s team manager to discuss the issue
Call the supplier’s team manager and urge them to commit to the procurement agreement
Proceed with Alternative Dispute Resolution (ADR)
Send an email to the supplier’s team manager explaining the alarming situationCorrect answerMeet with the supplier’s team manager to discuss the issueCall the supplier’s team manager and urge them to commit to the procurement agreementProceed with Alternative Dispute Resolution (ADR)Overall explanationWhen you want to resolve a conflict, a face-to-face meeting is always the best first step. Hence, the project manager should meet with the manager of the supplier’s team to discuss the issue and try to find a solution. Other communication methods, such as sending an email or having a phone call, are less effective than an in-person meeting. If direct negotiation fails, then the project manager should proceed with Alternative Dispute Resolution (ADR), such as mediation or arbitration.
Question 105:
During the planning of a call center project, a stakeholder mentions that since the used internet cable (DSL) can be slow, it should be considered a high risk to the project. However, based on their previous projects, the project manager thinks that the cable internet would work just fine for the project. Another stakeholder intervenes to explain that the internet cable speed and reliability vary depending on the geographical location. What should the project manager do next?
Analyze and prioritize the risk by using a probability and impact matrix
Set a contingency reserve to install fiber Internet cables if the threat occurs
Perform a qualitative risk analysis by developing a risk mitigation plan
Perform a quantitative risk analysis to determine the risk exposure
Correct answerAnalyze and prioritize the risk by using a probability and impact matrixSet a contingency reserve to install fiber Internet cables if the threat occursPerform a qualitative risk analysis by developing a risk mitigation planPerform a quantitative risk analysis to determine the risk exposureOverall explanationThe project manager should first perform a qualitative risk analysis to assess risk occurrence, probability, and impact. After that, they should further analyze the prioritized risks using quantitative risk analysis. With this type of risk analysis, the project manager will be able to determine the risk exposure level, develop a risk mitigation plan, or define a contingency reserve. Option C is incorrect because qualitative risk analysis is performed by using a probability and impact matrix, not by developing a risk mitigation plan.
Question 106:
A project manager receives a document from the customer containing the new project’s requirements. When going through the document, the project manager finds it difficult to understand certain requirements, outputs, and most importantly the project’s ultimate goal. What should the project manager do next?
Ask the customer for clarifications
Reject the new project as it involves a lot of ambiguity
Start planning the first iteration
Acquire a team to help analyze the project requirements
Correct answerAsk the customer for clarificationsReject the new project as it involves a lot of ambiguityStart planning the first iterationAcquire a team to help analyze the project requirementsOverall explanationIn case of ambiguity, the project manager should first ask for clarifications from the customer before making any further decisions. The project involves unclear requirements and objectives. Thus, it’s not appropriate to start planning project work or acquire a team without first creating a clear vision of what the project consists of.
Question 107:
During project execution, the project team had an issue with an unreliable vendor. Since the incident had a high impact on the project scope, the project manager decided to terminate the vendor’s contract and never deal with them again in the future. Where should the project manager record this issue?
Lessons learned register
Change log
Risk register
Issue log
Lessons learned registerChange logRisk registerCorrect answerIssue logOverall explanationThe Issue Log is a project document where all information concerning faced issues is recorded and monitored (PMBOK 7th edition, page 336). Even though the described scenario involves lessons learned (never to deal with the unreliable vendor in the future), the question only inquires about where to record the issue.
Question 108:
As part of his job, and through his multiple visits to many countries, a project manager learned that he needs to avoid being ethnocentric. What does ethnocentrism mean?
Being unfriendly to strangers
Inability to get adjusted to the culture of a new place
The belief that your own culture is superior to others
The initial shock of arriving in a foreign country
Being unfriendly to strangersInability to get adjusted to the culture of a new placeCorrect answerThe belief that your own culture is superior to othersThe initial shock of arriving in a foreign countryOverall explanationEthnocentrism plays a significant role in the tension and division that exist among members of various ethnicities, races, and religious groups. It is the presumption that one’s racial group is superior to another. Ethnocentric people feel they are superior to others because of their ethnic heritage. Clearly, this practice results in racism and prejudice problems.
Question 109:
A team member has shown exceptional technical skills and an ability to complete all their tasks in a timely manner. As a result, the company’s CEO decided to promote the team member to a project manager role. The CEO’s behavior is an example of the:
Herzberg Theory
Expectancy Theory
McGregor’s Theory of X and Y
Halo Effect
Herzberg TheoryExpectancy TheoryMcGregor’s Theory of X and YCorrect answerHalo EffectOverall explanationThe CEO’s behavior is an illustration of the Halo effect. The Halo Effect implies making a decision based on a person’s attribute or performance in one specific area. The team member has great technical skills which gave the CEO the impression that they can be a great project manager. Apart from their technical skills, there is no tangible evidence proving that the team member is able to lead a project. Herzberg’s Theory recognizes two categories of worker satisfaction factors: hygiene agents and motivating agents. The expectancy Theory states that people behave based on what they expect as a result of their behavior. McGregor’s theory states that management believes there are two types of workers: Y represents those who are self-motivated and enjoy their work and X represents those who dislike their work.
Question 110:
A project manager makes sure that their team has a healthy work environment by providing safe working conditions, job security, and rewarding salaries, with an emphasis on work appreciation. According to Herzberg, which of the following options are examples of hygiene factors? (Select three)
Job security
Salary
Safe working conditions
Appreciation
Correct selectionJob securityCorrect selectionSalaryCorrect selectionSafe working conditionsAppreciationOverall explanationAccording to Herzberg’s Motivation Theory model (aka Two Factor Theory), there are two catalysts for creating job satisfaction: hygiene factors and motivating factors. Hygiene factors don’t encourage employees to work harder but their absence causes employees to become unmotivated. Hygiene factors include clean and safe work conditions, salary or paycheck, and job security (PMBOK 7th edition, page 158). Appreciation is not a hygiene factor, it’s considered a motivating factor.
Question 111:
A project manager attended a meeting to finalize a procurement that was still in the negotiation stage. However, they noticed that discussions tend to drift to various irrelevant topics, with attendees occasionally going back to the meeting’s main topic. What is this meeting missing? (Select two)
Minutes
An agenda
An objective
A facilitator
MinutesCorrect selectionAn agendaAn objectiveCorrect selectionA facilitatorOverall explanationThe meeting probably does not have either a clear agenda or a facilitator. An agenda organizes and structures a meeting’s discussions, while a facilitator ensures that the agenda is being followed and respected. Minutes of Meeting, aka MoM, is a summary of what happened during a meeting. MoM serve as a written record for future reference, thus they cannot be what caused this meeting to be chaotic. The meeting already has an objective; concluding a procurement in the negotiation phase. But, since no one is assigned to facilitate the meeting, it’s probable that the objective was not appropriately communicated to all attendees in the first place, resulting in the described chaos.
Question 112:
Match each communication method with its corresponding advantages in the table below:
Asynchronous, Virtual, Written, Face-to-face
Asynchronous, Face-to-face, Written, Virtual
Written, Virtual, Face-to-face, Asynchronous
Face-to-face, Asynchronous, Written, Virtual
Asynchronous, Virtual, Written, Face-to-faceCorrect answerAsynchronous, Face-to-face, Written, VirtualWritten, Virtual, Face-to-face, AsynchronousFace-to-face, Asynchronous, Written, VirtualOverall explanationA. Asynchronous communication: Increases flexibility and reduces pressure
B. Face-to-face communication: Builds connections and leads to more engagement
C. Written communication: Decreases ambiguity and ensures commitment
D. Virtual communication: Saves costs and limits interruptions
Question 113:
A project manager is leading a pharmaceutical manufacturing project that follows a predictive approach. The project management team regularly communicates with stakeholders to collect their feedback and assess their engagement. In which process group do stakeholders have the most influence over the project?
Initiating
Planning
Executing
Closing
Correct answerInitiatingPlanningExecutingClosingOverall explanationStakeholders have the most influence and impact on a predictive project at its early stages. Stakeholder influence is mostly perceived in the early stages of the project. The project is flexible at this stage and can be changed and stakeholders generally take advantage of this. Once it starts to progress, the project takes on momentum and power of its own, thus, the cost of stopping it or altering its direction becomes very high (Vogwell, D. (2003). Stakeholder management).
Question 114:
Upon the client’s request, a project manager of an e-commerce website development project agreed to extend the scope while committing to the same delivery date. In order to achieve that, the project team must work 24/7. What’s the best course of action for the project manager?
Starting a night shift for the collocated team members
Hiring virtual teams that work in different time zones and schedules
Crashing the project
Using the resource leveling technique
Starting a night shift for the collocated team membersCorrect answerHiring virtual teams that work in different time zones and schedulesCrashing the projectUsing the resource leveling techniqueOverall explanationThe project manager can rely on virtual teams that work in different time zones and on different days of the week. Hiring resources from different geographical zones allows the project to operate 24/7 without overworking the team. Since the project involves creating an e-commerce website, having virtual teams on the project is functional and practical. Constructing or manufacturing projects, on the other hand, can’t take advantage of hiring a virtual team. However, they can opt for night shifts as a workable alternative. Crashing the project is used to add more resources in order to simultaneously work on different activities. The project manager will certainly crash the project since they intend to accomplish more work within the same duration. But, crashing the project doesn’t necessarily mean that the project will be running 24/7, which makes this choice imprecise. Finally, the resource leveling technique implies distributing workload based on resources’ constraints. This technique is typically used in the schedule planning phase of a predictive project.
Question 115:
An agile coach was invited to assist an organization in its transition to the Scrum framework. After examining the current situation, the agile coach finds out that the cross-functional team lacks a Single Point Of Contact (SPOC) to refer to in case they have any questions about the product. Which of the following roles is missing in this situation?
Scrum Master
Sponsor
Product Owner
Project Manager
Scrum MasterSponsorCorrect answerProduct OwnerProject ManagerOverall explanationThe Product Owner, also known as the “voice of the customer,” is the one in charge of ensuring that the cross-functional team creates value. The Product Owner ensures that the product specifications are clearly communicated to the team, through the definition of Acceptance Criteria and ensuring that those criteria are met and satisfied. A Scrum team comprises three main roles: cross-functional team members, product owner, and team facilitator. The latter is also known as the project manager, scrum master, team lead, or team coach (Agile Practice Guide, pages 40-41).
Question 116:
A project manager is managing a project using a hybrid approach. After one week of the first iteration, the customer informs the project manager that they were dissatisfied with the deliverables. What should the project manager do next?
Ask the customer to submit a change request so that their dissatisfaction can be addressed
Use soft skills to convince the customer that the deliverables conform to project specifications
Investigate the cause of dissatisfaction and verify the deliverables
Implement adjustments and improvements in the next iteration
Ask the customer to submit a change request so that their dissatisfaction can be addressedUse soft skills to convince the customer that the deliverables conform to project specificationsCorrect answerInvestigate the cause of dissatisfaction and verify the deliverablesImplement adjustments and improvements in the next iterationOverall explanationThe first thing the project manager should do is listen to the customer, take note of the reasons behind their dissatisfaction, and verify the deliverables. Once this is done, the project manager will be equipped with all of the needed information to make the best decision. If they realize that it’s just a misunderstanding or the customer is missing some details regarding the project deliverables, then they can simply use their soft skills to explain and convince them that the deliverables are good. However, if the deliverables do not meet specifications or require improvement, then they should plan to implement changes in the upcoming iterations according to the priorities set by the customer. Since the project is hybrid, the project manager may also need to ask the customer to submit a change request if out-of-scope work is requested.
Question 117:
The project team includes the following members:
Member A: excited about the project and eager to put in more effort if required
Member B: always exceeds expectations
Member C: well-liked by the customer and is willing to put in more effort as needed
Member D: consistently achieves the project’s requirements
Who is the most valuable resource to the project?
Member A
Member B
Member C
Member D
Member AMember BMember CCorrect answerMember DOverall explanationTeam member D is the best project resource since they regularly meet project requirements. Even if Member A is excited and eager to put in more effort (Member A), exceeding expectations by spending additional time working on the project (Member B), or being well-liked by the customer (Member C), doesn’t mean that these team members can meet the project criteria.
Question 118:
At the end of the iteration, a graphic designer for a dairy brand informs the project manager that she wasn’t able to finish one of her assigned tasks due to an issue with her laptop. In order to prevent such a situation from occurring in the future, the project manager should:
Discuss the issue during the demonstration session
Address the issue during the following iteration planning meeting
Handle the issue during the next daily standup meeting
Discuss the issue during the retrospective meeting
Discuss the issue during the demonstration sessionAddress the issue during the following iteration planning meetingHandle the issue during the next daily standup meetingCorrect answerDiscuss the issue during the retrospective meetingOverall explanationAn Agile retrospective meeting takes place at the end of each iteration during which the team discusses what happened during the iteration and determines improvement areas for future iterations. The retrospective allows issues to be identified and discussed along with ideas for improvements. Retrospectives are a primary tool for managing project knowledge and developing the team through discussing what went well and what needs to be improved (PMBOK 7th edition, page 71).
Question 119:
During the planning phase, and in order to acquire physical resources, a project manager of a high-tech project received many proposals from qualified suppliers with whom they worked in previous projects, along with proposals from other suppliers. To compare the different suppliers and make the best choice, which of the following tools or techniques should the project manager use?
Procurement performance review
Selection criteria
Procurement audit
Make or buy analysis
Procurement performance reviewCorrect answerSelection criteriaProcurement auditMake or buy analysisOverall explanationIt’s essential for both the project manager and the project team to create selection criteria to rate and score proposals from the suppliers. In the case of a bid or quote, the price offered by the seller represents the main evaluation criterion. In other cases involving proposals, the evaluation criteria can include various aspects such as the seller’s experience, references, certifications, etc. In this scenario, the project manager has received proposals, so a make-or-buy analysis should have been already carried out at this point. An audit or a performance review should take place at a later stage to verify that all procurement processes were respected and that the purchased items conform to requirements.
Question 120:
Upon receiving vendors’ proposals for the new project they’re managing, and in order to minimize the effect of their personal prejudice on source selection, a project manager uses a quantifying method for qualitative data. This method is referred to as:
Weighting system
Screening system
Selecting system
All of the above
Correct answerWeighting systemScreening systemSelecting systemAll of the aboveOverall explanationA Weighting System is a method for quantifying qualitative data, which is often used to minimize any personal prejudice or judgment effect on the process of source selection. This method works as follows: the project manager assigns a numerical weight to each of the evaluation criteria, then rates the potential sellers according to each criterion. Next, they multiply the weight by rating and calculating the total of the resultant products to finally get an overall score for each seller. The weighing system method guarantees the award of the contract to the best seller. A screening system is usually used to short-list vendors based on predefined go/no-go criteria. A selecting system is a made-up term.
Question 121:
While monitoring the performance of a construction project, the project manager notices that the project is likely to drift away from the planned schedule. Therefore, they implement ______________ in order to ensure that the project is fully aligned with the agreed-upon project baselines.
Preventive actions
Corrective actions
Change request
Defect repairs
Correct answerPreventive actionsCorrective actionsChange requestDefect repairsOverall explanationWhen the project is likely to deviate from the planned scope, schedule, cost, or quality requirements, preventive actions must be taken. Such actions are based on a variance and trend analysis and they’re proactive in nature. Corrective actions, however, are reactive and are taken in order to bring the project performance back to the baseline when the project has already deviated from the scope, schedule, cost, or quality plan. Defect repair is implemented to adjust a nonconforming product or component. A change request, on the other hand, can be a corrective action, a preventive action, or even a defect repair (PMBOK 6th edition, page 96).
Question 122:
Managing an electric car manufacturing project, a project manager is facing a complicated quality problem that they don’t understand its source and causes. They set a meeting with their team to discuss the matter and to initially trace the problem source back to its root cause. For that, they use:
Pareto diagram
Chain diagram
Scatter diagram
Why Why diagram
Pareto diagramChain diagramScatter diagramCorrect answerWhy Why diagramOverall explanationThe Why Why diagram, known also as the Cause and effect diagram, fishbone diagram, or Ishikawa diagram, helps determine the primary or root cause of the problem by breaking down the causes of the issue into distinct branches. (PMBOK 6th edition, page 293).
Question 123:
A project manager was assigned to organize a national chess tournament. The tournament project has been planned and approved for execution. Three months separate the project manager from the big event, during which they will follow the scrum approach with 2-week long sprints. Before starting any work, they hold a meeting with the sponsor, project team, stakeholders, and key contractors. What kind of meeting did the project manager hold?
Sprint planning meeting
Kick-off meeting
Status meeting
Scoping meeting
Sprint planning meetingCorrect answerKick-off meetingStatus meetingScoping meetingOverall explanationA Project Kick-Off Meeting is considered the formal announcement of the project approval for execution. This meeting takes place at the beginning of the project, once the plan and the project itself get approved but before executing or starting any work (PMBOK 7th edition, page 179). The Project Kick-Off Meeting is usually attended by the sponsor, other managers, the project team, as well as contractors and vendors (Effective Project Management Traditional, Agile, Extreme, Hybrid by Robert K. Wysocki Pages 272, 273). The sprint planning meeting can’t be the correct answer for the given situation because the sponsor, stakeholders, and key contractors do not usually attend this meeting. The status meeting, on the other hand, is used to track project progress, when execution has already started. And finally, the scoping meeting is used to define the deliverables of the project, which in this case, should have already taken place since the tournament has been planned and approved for execution as mentioned.
Question 124:
A project manager is managing a project that consists in implementing an accounting application for a pet store. During a project performance review meeting, they presented the following figures:
AC = $4,000, PV = $5,000, and EV = $5,500. What does that indicate about the project?
Since both the CV and SV are positive, the project is under budget and ahead of schedule
These numbers are insufficient to calculate the project SPI and CPI
Since the CV is negative, the project manager has probably spent more than they initially planned to
Since the SV is negative, the project is behind schedule
Correct answerSince both the CV and SV are positive, the project is under budget and ahead of scheduleThese numbers are insufficient to calculate the project SPI and CPISince the CV is negative, the project manager has probably spent more than they initially planned toSince the SV is negative, the project is behind scheduleOverall explanationSince SV = EV – PV and CV = EV – AC then SV = $5,500 – $5,000 = $500 and CV = $5,500 – $4,000 = $1,500.
The Cost Variance (CV) is positive, which means that the project is under budget, and since the Schedule Variance (SV) is positive too, that means the project is also ahead of schedule.
Question 125:
An organization is deliberating over two potential projects that have exactly the same payback period. After doing a benefit measurement analysis, the project manager finds out that project A has a lower Internal Rate of Return (IRR) than project B. What project should the organization choose?
Project A
Project B
There is no difference
The available information is not enough to make a decision
Project ACorrect answerProject BThere is no differenceThe available information is not enough to make a decisionOverall explanationThe Internal Rate of Return is the annual rate of growth a project is expected to generate. The higher the IRR, the more desirable an investment is. Project B has a higher IRR, thus it will obviously be selected over Project A.
Question 126:
Which statement is true about the following chart?
The figure represents a burnup chart of the remaining story points
Throughout the iteration, the completed story points are always more than projected
The team planned 14 story points for the iteration which they completed
3 story points are unfinished at the end of the iteration
The figure represents a burnup chart of the remaining story pointsThroughout the iteration, the completed story points are always more than projectedThe team planned 14 story points for the iteration which they completedCorrect answer3 story points are unfinished at the end of the iterationOverall explanationAt the end of the seven-day iteration, 3 story points are left undone. The team planned 14 story points, but they were only able to finish 11. The figure represents a burndown chart and not a burnup chart. When the actual progress line of the chart is above the projected progress, it indicates that the team is finishing fewer story points than what they initially committed to.
Question 127:
A project manager is leading a complex project with a very demanding sponsor. The sponsor wants to stay on top of every project progress update as well as all planned subsequent work. What’s the best way for the project manager to communicate with the sponsor?
Send a comprehensive monthly report detailing all project progress aspects regarding scope, schedule, cost, risks, etc.
Schedule a monthly face-to-face meeting to discuss the project status
Schedule a meeting once or twice a week and let the sponsor know that they can also attend daily standups
Schedule a fortnightly meeting and give the sponsor access to the project management software so they can check real-time updates concerning the project status
Send a comprehensive monthly report detailing all project progress aspects regarding scope, schedule, cost, risks, etc.Schedule a monthly face-to-face meeting to discuss the project statusCorrect answerSchedule a meeting once or twice a week and let the sponsor know that they can also attend daily standupsSchedule a fortnightly meeting and give the sponsor access to the project management software so they can check real-time updates concerning the project statusOverall explanationSince the project is complex, frequent communication is required. Therefore, the best option is to schedule regular meetings once or twice a week, with the possibility of attending standup meetings to get daily updates. Monthly meetings, even if they’re face-to-face, are not efficient for complex projects. Giving access to the project management software is considered pull communication since the sponsor has to seek information themself. Pull communication might not be sufficient for high-power demanding stakeholders.
Question 128:
A project manager has just taken over an ongoing project for creating a newborns’ essentials brand. Items made of fabric are manufactured by external vendors. To get to know all vendors involved in the project, the project manager should check out:
RFQs
Stakeholder register
Vendors’ proposals
Stakeholder engagement plan
RFQsCorrect answerStakeholder registerVendors’ proposalsStakeholder engagement planOverall explanationThe stakeholder register document contains all relevant information concerning the project stakeholders including their influence, interest, involvement, and potential impact on the project’s success. External vendors are considered project stakeholders and therefore they should take part in the stakeholder register. The project manager should refer to this document whenever they need any information concerning both internal and external stakeholders.
Question 129:
An agile project manager noticed that several stakeholders have lost interest in the project; they rarely provide inputs, give feedback, or attend meetings. What can the project manager do to resolve this problem? (Select two)
Send a reminder before each meeting
Inform stakeholders that they can provide their feedback anonymously
Value and show appreciation of everyone’s ideas
Demonstrate the working increments
Send a reminder before each meetingInform stakeholders that they can provide their feedback anonymouslyCorrect selectionValue and show appreciation of everyone’s ideasCorrect selectionDemonstrate the working incrementsOverall explanationMost probably, stakeholders are losing interest in the project because their input or feedback is being disregarded, or they are not seeing any tangible progress. The project manager has to engage stakeholders by taking their feedback into consideration to show them that their ideas are valued. The project manager should also demonstrate working increments as early in the project lifecycle as possible. This is considered one of the advantages of the agile approach that stakeholders expect and appreciate. Sending reminders before each meeting or allowing for anonymous feedback does not yield more engagement as both options don’t address the root cause of the problem.
Question 130:
As part of the project, an outdoor ceremony event is planned. However, one day prior to the event, forecasts showed that it would be raining all week. Knowing that it’s not possible to change the event’s date, what can the project manager do to turn around the situation? (Select two)
Apply the risk response previously elaborated in the risk register
Get waterproof tents
Change the event location to an indoor space and inform all invitees of the new location
Ask all invitees to take the needed precautions by bringing their raincoats, umbrellas, etc.
Apply the risk response previously elaborated in the risk registerCorrect selectionGet waterproof tentsCorrect selectionChange the event location to an indoor space and inform all invitees of the new locationAsk all invitees to take the needed precautions by bringing their raincoats, umbrellas, etc.Overall explanationThe project manager can get waterproof tents or relocate the event to an indoor location. Turnaround is a response to an unplanned event. Consequently, a risk response was not elaborated in the risk register. Asking invitees to bring their raincoats is not a practical solution for spending hours in an outdoor ceremony event on a rainy day.
Question 131:
During the risk identification process, attrition of resources was identified as a major risk. As a response, the project manager decided to opt for financial incentives to motivate their team members. What type of risk response are they following?
Acceptance
Mitigation
Transference
Avoidance
AcceptanceCorrect answerMitigationTransferenceAvoidanceOverall explanationThe project manager is mitigating the risk of resource attrition. This type of risk response aims to diminish the probability and/or impact of a threat (PMBOK 7th edition, page 123).
Question 132:
A project manager got assigned to a new project. Prior to the project kick-off, the sponsor introduces the project manager to the organization’s C-level executives and reassures them that the project is bound to be a success. Who assumes responsibility for the project’s success?
Project sponsor
C-level executives
Project manager
All of the above
Project sponsorC-level executivesCorrect answerProject managerAll of the aboveOverall explanationWhile the project sponsor and eventually c-suite executives are accountable for the project, it is the project manager who assumes responsibility for achieving the project’s objectives and overall success.
Question 133:
A project manager is leading an agricultural project involving three stakeholders with high authority. By analyzing each of these stakeholders, the project manager identifies Stakeholder A as the one who has the most interest in the project. What strategy should the project manager use for managing Stakeholder A?
Manage closely
Keep satisfied
Keep informed
Monitor
Correct answerManage closelyKeep satisfiedKeep informedMonitorOverall explanationAccording to the power/interest grid, stakeholders with high power and high interest should be managed closely.
Question 134:
A project manager is in charge of a construction project. When they first started acquiring resources, the project manager asked the talent acquisition manager to conduct an MBTI (Myers–Briggs Type Indicator) Personality Test for the procurement manager position. The project manager requested that the talent acquisition manager only considers candidates who are comfortable approaching providers and communicating with them. Which personality type is the project manager referring to?
INFP
INFJ
ISTJ
ESTP
INFPINFJISTJCorrect answerESTPOverall explanationSince a procurement manager position requires an Extravert, ESTP would be a good fit. ESTP stands for Extraverted, Sensing, Thinking, Perceiving. ESTP indicates a person who enjoys spending time with others (Extraverted), focuses on facts and details rather than ideas and concepts (Sensing), uses logic and reasoning to make decisions (Thinking), and prefers to be spontaneous and flexible rather than planned and organized (Perceiving). On personality trait measures, ESTPs score as Dominant, Flexible, Demanding, and Sociable. INFP stands for Introverted, iNtuitive, Feeling, Perceiving. INFPs prefer spending time alone, as they are often offbeat and unconventional. INFJ stands for Introverted, iNtuitive, Feeling, and Judging. INFJs are sensitive and reserved as they are of a private sort. They’re also selective about sharing intimate thoughts and feelings and they prefer to be planned and organized rather than spontaneous and flexible. ISTJ stands for Introverted, Sensing, Thinking, Judging. ISTJs are neat and orderly and are most comfortable in familiar surroundings. They often enjoy tasks that require them to use step-by-step reasoning to solve a problem.
Question 135:
Communication is key to the success of any project. It is particularly important when it comes to building positive stakeholder relationships. Which is the best communication method to maintain and improve relationships with stakeholders?
Interactive communication
Written communication
Pull communication
Push communication
Correct answerInteractive communicationWritten communicationPull communicationPush communicationOverall explanationInteractive communication is the most effective communication method to maintain and improve relationships with stakeholders. Interactive communication is a real-time, dynamic, two-way flow of information. On the other hand, push communication is delivered by the sender to the receiver. It is recommended when the sender sends information that does not need an immediate response from the receiver. Emails are an example of this type of communication. Pull communication, such as blog posts, is delivered from the sender to a large audience. Here information is available for people to access when they need to. Written communication is used to exchange formal or detailed information such as decisions, statistics, facts, etc.
Question 136:
Despite being experienced, a project manager is managing a remote team for the first time. During meetings, the project manager has to sometimes repeat what they’re saying due to a bad Internet connection or headphones issues. In a typical communication context, elements interfering with the transmission and understanding of the project manager’s message are called:
Medium
Noise
Decode
Constraint
MediumCorrect answerNoiseDecodeConstraintOverall explanationIn a typical communication context, and according to the sender-receiver model, anything that obstructs the transmission and comprehension of a message is called noise. The key components of the communication process also include encoding thoughts or ideas, a message as the output of encoding, a medium to transmit the message, and decoding the message back into meaningful information.
Question 137:
A project manager is in charge of New York’s new bridge construction project. They were informed by one of the subject matter experts that, next July, all of the bridge construction work will need to stop taking into consideration the past history of river flooding due to hurricane season. Thus, they agree with the expert and arrange to stop the work during that month. This decision is considered as:
Acceptance
Transfer
Mitigation
Avoidance
AcceptanceTransferMitigationCorrect answerAvoidanceOverall explanationThe project manager’s decision to stop construction work during July means that they’re trying to avoid the risk rather than accept it. The project manager made the safe decision to stop all construction work during hurricane season to avoid the risk of financial loss or putting the project staff in danger. This risk response is suitable for threats of high priority, high probability of occurrence, and a considerable negative impact. The decision can not be to mitigate because mitigation implies that the project manager would attempt to reduce the threat’s probability of occurrence and/or impact, which can’t be done since they have no control over river floods, nor did they take any prior action to mitigate its damage if it does occur (PMBOK 7th edition, page 123).
Question 138:
A project manager collaborates with the project team to create the Work Breakdown Structure (WBS) for their project. What purpose does this document serve? (Select two)
Help the project team define the project scope
Help the project team visualize the project work
Help the project team organize the project scope
Help the project team identify the project requirements
Help the project team define the project scopeCorrect selectionHelp the project team visualize the project workCorrect selectionHelp the project team organize the project scopeHelp the project team identify the project requirementsOverall explanationThe purpose of creating the Work Breakdown Structure (WBS) is to both organize and visualize the project scope. This document organizes work into work packages and assigns each package a code of accounts. Besides, as a visual tool, the WBS helps the team check the overall work plan, see how the project should progress, and appropriately manage the project workflow. The WBS is developed after identifying the project requirements and defining its scope.
Question 139:
While examining their project progress, a project manager finds out that the schedule variance is $0.00. Which of the following statements is true about this project?
The project’s CPI equals 1
The project’s EV equals its PV
The project’s cost variance is $0.00 too
The project’s EAC equals its BAC
The project’s CPI equals 1Correct answerThe project’s EV equals its PVThe project’s cost variance is $0.00 tooThe project’s EAC equals its BACOverall explanationSchedule variance (SV) measures whether your project is on track by calculating its actual progress against expected progress to determine how ahead of or behind schedule the project work is. SV equals the difference between your project’s earned value and planned value: SV = EV – PV. Therefore, an SV of $0.00 means that the project’s EV equals its PV.
Question 140:
3 months into project execution, the sponsor gets into a financial crisis and asks the project manager to immediately end the project. What should the project manager do next?
Try to persuade the client to complete the project
Talk to their management about the situation
Start the close procurement process
Start the close project process
Try to persuade the client to complete the projectTalk to their management about the situationStart the close procurement processCorrect answerStart the close project processOverall explanationWhen the project is closed or terminated for any reason, the project manager should start the close process. Procurement closure is part of the “Close project” process. The situation in the question requires project termination, so the correct answer implies executing the process that addresses the situation, i.e. the Close Project process. Plus, there is no indication in the question that the project has procurements.
Question 141:
A project manager is in charge of a children’s hospital construction project. The project manager receives an email from the quality control team stating that they’re having numerous issues with one of the project vendors. What should the project manager do about it?
Penalize the vendor
Set up a meeting with the vendor and the control quality team
Terminate the contract and discuss with the control quality team the selection criteria of a new vendor
Raise the issue to the sponsor
Penalize the vendorCorrect answerSet up a meeting with the vendor and the control quality teamTerminate the contract and discuss with the control quality team the selection criteria of a new vendorRaise the issue to the sponsorOverall explanationFirst and foremost, the project manager should be proactive and try to resolve the conflict between the quality control team and the vendor and work out a solution. If this doesn’t work, and the conflict still continues to exist, the project manager should consider other options such as taking disciplinary actions or even terminating the contract to avoid potential future damage. Raising the issue to the sponsor is not an appropriate course of action since it’s the project manager’s responsibility to deal with conflicts and problems encountered throughout the project. Yet, an exception can be made when the decision is beyond the project manager’s authority and power, which is not the case here.
Question 142:
A project manager was notified by Management that they’re sending a team of experts to conduct a risk audit. Even though the project manager had already completed a risk review process without finding any shortcomings, the management insisted on proceeding with the risk audit. Which of the following statements are true about risk audits and risk reviews? (Select two)
A risk audit is conducted to examine the risk response plan
A risk review is conducted to examine the risk response plan
A risk audit is conducted to investigate whether the risk response plan is being followed
A risk review is conducted to investigate whether the risk response plan is being followed
A risk audit is conducted to examine the risk response planCorrect selectionA risk review is conducted to examine the risk response planCorrect selectionA risk audit is conducted to investigate whether the risk response plan is being followedA risk review is conducted to investigate whether the risk response plan is being followedOverall explanationA risk audit checks the risk management effectiveness and whether the correct procedures are being followed; risk audits look backward at what has occurred. On the other hand, a risk review examines the effectiveness of the risk management plan to reevaluate the risk environment, as well as risk events and their relative probability and impact (PMBOK 6th edition, pages 456 - 457).
Question 143:
One of the project team’s key members leaves the project for personal reasons. The project manager did not plan for such a scenario but they managed to get a replacement with the help of a staffing agency. However, they have to pay them a higher salary. This will result in extra costs which fall under the project’s:
Contingency reserve
Cost
Management reserve
Budget
Contingency reserveCostCorrect answerManagement reserveBudgetOverall explanationManagement reserve involves the dedicated budget or time reserve for handling unidentified risks or unknown unknowns (unknown = unidentified, unknowns = risks). This type of reserve is not a calculated budget and does not take part in the cost baseline. Therefore, anytime an unknown risk occurs, the project manager will need permission to use this reserve. 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).
Question 144:
Since leadership is crucial for project success, a project manager joins a training program to learn how to become a good leader. Which of the following activities should the project manager learn to apply in order to become the leader they aspire to be?
Guiding, motivating, and directing the project team
Improving their project’s performance
Learning more about the specific domain of their project to be able to technically support the project team
Learning more about project management by obtaining a PMP certification
Correct answerGuiding, motivating, and directing the project teamImproving their project’s performanceLearning more about the specific domain of their project to be able to technically support the project teamLearning more about project management by obtaining a PMP certificationOverall explanationLeadership skills involve the ability to guide, motivate, and direct a team. This skill set may also include negotiation, assertiveness, communication, critical thinking, problem-solving, and interpersonal skills (PMBOK 7th edition, pages 23-25). All other options can make the project manager a better manager rather than a better leader.
Question 145:
A project manager manages a project with remote team members located all around the world. The project introduces cutting-edge technology that has never been used before. In this scenario, what is the key benefit of having a virtual team?
Widens the potential resource pool
Reduces the cost of setting up a workplace
Promotes cultural inclusiveness
Allows work to continue around the clock
Correct answerWidens the potential resource poolReduces the cost of setting up a workplacePromotes cultural inclusivenessAllows work to continue around the clockOverall explanationWhile employing virtual teams has many advantages, in this particular case, the project manager takes advantage of the specialized skills a virtual team can offer. Without the use of virtual teams, the project would not have been feasible or cost-effective due to relocating team members or frequent travel. As a result, virtual teams expand the available resource pool.
Question 146:
A project manager uses different power forms to gain support from project stakeholders. Which of the following are forms of power? (Select three)
Relational
Situational
Coercive
Seeking consensus
Correct selectionRelationalCorrect selectionSituationalCorrect selectionCoerciveSeeking consensusOverall explanationSeeking consensus is not a type of power, it’s rather an interpersonal skill used during conflict management or negotiation. The sixth edition of the PMBOK Guide recognizes 14 types of power that a project manager can hold: Formal or Legitimate Power, Reward Power, Punishment Power, Expert Power, Relational Power, Informational Power, Persuasive Power, Ingratiating Power, Personal Power, Situational Power, Pressure-Based Power, Guilt-Based Power, Avoiding Power, and Referent Power (PMBOK 6th edition, page 63).
Question 147:
A project manager is assigned to lead a megaproject that requires experts and resources from different countries. Unable to predict worldwide epidemics, the project team is worried about facing another event like CoronaVirus that might cause delays and cost overruns. What should the project manager do during the risk planning phase? (Select two)
Add the risk to the risk register
Perform a qualitative risk analysis
Add the risk to the issue log
Monitor the development of the risk
Correct selectionAdd the risk to the risk registerCorrect selectionPerform a qualitative risk analysisAdd the risk to the issue logMonitor the development of the riskOverall explanationThe project team should perform a qualitative risk analysis. If they find that the risk must be prioritized, a detailed risk response should be then developed. All identified risks should be added to the risk register. During the project execution, all occurring issues are noted in the issue log. Monitoring the risk development is undertaken during the execution phase too, not the planning phase.
Question 148:
A project manager is leading a maintenance project for an energy supply company. During project execution, an engineer finds out that a spare part should be immediately changed to avoid an imminent power outage. However, it will take a lot of time to get a new spare part following the organization’s procurement process. What should the project manager do in this case?
Buy the spare part without following the procurement process
Follow the procurement process, regardless of the risk results
Update the organization’s procurement process in order to be able to get the spare part as soon as possible
Escalate the problem to the project sponsor
Buy the spare part without following the procurement processFollow the procurement process, regardless of the risk resultsUpdate the organization’s procurement process in order to be able to get the spare part as soon as possibleCorrect answerEscalate the problem to the project sponsorOverall explanationThe appropriate strategy to deal with this threat is escalation since changing or exceptionally skipping the organization’s procurement process is outside the scope of the project or beyond the project manager’s authority (PMBOK 7th edition, page 123). In the described scenario, avoiding one risk means accepting the other; buying the spare part without adhering to the procurement process might not be tolerated by the organization while following the procurement process can lead to high exposure to the critical risk of electricity outage.
Question 149:
Mid-sprint, the development team’s work was disrupted by a sudden issue concerning a dysfunctioning software feature. During the following retrospective meeting, the project manager decides to use the Five Whys method in order to investigate the problem. Why did the project manager choose to use this specific technique?
To identify the five main factors that caused the issue
To identify the root cause of the issue
To identify the five members responsible for the issue
To identify the five steps to take to resolve the issue
To identify the five main factors that caused the issueCorrect answerTo identify the root cause of the issueTo identify the five members responsible for the issueTo identify the five steps to take to resolve the issueOverall explanationAs a problem-solving technique, the Five whys is used to explore the underlying cause of a defect or an issue. By asking successive “Why?” questions, the team digs deep to figure out what went wrong and thus be able to determine how to properly address the problem and how to avoid similar issues in the future.
Question 150:
A project manager has made certain that all of the required tasks have been accomplished. However, upon an external post-completion audit, a significant penalty was imposed on the performing organization. What could the project manager have done differently to make sure that no liabilities arose following the audit?
Verify that all of the tasks indicated in the scope statement were completed
Verify that all identified defects were fixed
Ensure that all documents were updated before closing the project
Ensure that all closing formalities were followed as per the defined contractual procedures
Verify that all of the tasks indicated in the scope statement were completedVerify that all identified defects were fixedEnsure that all documents were updated before closing the projectCorrect answerEnsure that all closing formalities were followed as per the defined contractual proceduresOverall explanationIn the project closing phase, the project team including the project manager, should implement the associated processes to formally complete or close a project (PMBOK 7th edition, page 171). It’s important that the closing process is done formally by following the defined procedures to avoid any future liabilities. Procedures are either established by the organization for internal projects or mutually determined by the customer and the provider in the project contract or master-level agreement (PMBOK 7th edition, page 76). Completing project work by accomplishing all tasks in the scope, fixing defects, or updating documents, is not sufficient to avoid penalties. These activities, among others, should be formally approved by the customer first.
Question 151:
A construction project manager signed a firm-fixed contract with a supplier to procure various construction materials. On the agreed delivery date, the supplier delivered all materials to the construction site. What should the project manager do next?
Inspect the materials to ensure their compliance with the requirements stipulated in the contract
Start work using the provided materials to avoid having any delays
Start work using part of the materials while inspecting the rest
Pay the supplier and close the contract
Correct answerInspect the materials to ensure their compliance with the requirements stipulated in the contractStart work using the provided materials to avoid having any delaysStart work using part of the materials while inspecting the restPay the supplier and close the contractOverall explanationBefore using any of the procured materials, the project manager and the project team have to conduct an inspection to ensure their compliance with the specifications and standards stipulated in the contract. If the materials pass the inspection, then the supplier should be paid and the contract should be closed.
Question 152:
A project manager is leading a team of engineers to build a packaging machine. The machine went through exhaustive internal verification. But when the client received it, they gave the project manager a call asking whether the machine meets requirements or not. What should the project manager do next?
Confirm that the product was internally tested and formally close the project
Perform the control quality process and use the contingency reserve to fix any detected issues
Collaborate with the client to get their formal approval that the product complies with the requirements
Send an engineer to the client’s site to double-check the product requirements
Confirm that the product was internally tested and formally close the projectPerform the control quality process and use the contingency reserve to fix any detected issuesCorrect answerCollaborate with the client to get their formal approval that the product complies with the requirementsSend an engineer to the client’s site to double-check the product requirementsOverall explanationAt this stage, the main objective of the validate scope process is to work with stakeholders to get their formal approval of the project scope and deliverables. Confirming that the product has been internally tested on your part is not sufficient since the client should validate that the product does meet their requirements. Scope and quality control are supposed to be performed before the product is shipped. In this situation, the client just asked whether the product met 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 before closing the project.
Question 153:
Foretheta is a Seattle-based IT company. Its latest project involves creating a mobile App for online training. The project manager decides to build a prototype for the App. What added value do prototypes provide? (Select two)
Allow for early feedback on the requirements
Reduce project cost
Allow the project to be completed faster
Help to address ambiguities
Correct selectionAllow for early feedback on the requirementsReduce project costAllow the project to be completed fasterCorrect selectionHelp to address ambiguitiesOverall explanationPrototyping is a technique used to collect early feedback on the requirements for further refinement and clarification, along with clarifying ambiguities (PMBOK 7th edition, page 246). The development of a prototype can either increase the project cost and duration or reduce them depending on its results.
Question 154:
A project manager is leading a project using a hybrid approach. During a cost management planning meeting attended by the project sponsor and the CFO, the project manager stated that they will document that they are rounding to the nearest thousand and that they will be using weeks for resource estimation. The project manager statement describes two elements of the cost management plan, which are:
Units of measure & Control thresholds
Level of accuracy & Rules of performance
Units of measure & Rules of performance
Level of accuracy & Units of measure
Units of measure & Control thresholdsLevel of accuracy & Rules of performanceUnits of measure & Rules of performanceCorrect answerLevel of accuracy & Units of measureOverall explanationThe project manager’s statement describes the level of accuracy and units of measure: The rounding precision represents the level of accuracy, i.e., the nearest thousand, while the units of measure depict how to measure resources, i.e., weeks. In the described situation, the project manager didn’t set any control threshold or rule of performance.
Question 155:
A project manager is managing a shopping center construction project. Following an inspection, the customer rejected some of the deliverables due to non-conformance to the acceptance criteria. What should the project manager do next?
Assess the impact on project constraints
Document the reasons for nonacceptance
Issue a Change Request
Use their soft skills to convince inspectors to accept the deliverables
Assess the impact on project constraintsCorrect answerDocument the reasons for nonacceptanceIssue a Change RequestUse their soft skills to convince inspectors to accept the deliverablesOverall explanationFirst, the project manager should document the reasons for non-acceptance. Then, they must meet with the project team to assess the impact of the deliverables rejection on the project constraints, e.g., schedule and budget, and eventually issue a change request in order to align those nonconforming deliverables with the predefined acceptance criteria. It’s not appropriate to try to influence the inspectors’ decision.
Question 156:
Working in a predictive environment, a project manager has decided to use a three-point estimation with a beta distribution to measure the cost of project activities. Which of the following formulas will they use?
(Optimistic + Pessimistic + Most likely) ÷ 3
(Optimistic + Pessimistic + (2 × Most likely)) ÷ 4
(Optimistic + Pessimistic + (3 × Most likely)) ÷ 5
(Optimistic + Pessimistic + (4 × Most likely)) ÷ 6
(Optimistic + Pessimistic + Most likely) ÷ 3(Optimistic + Pessimistic + (2 × Most likely)) ÷ 4(Optimistic + Pessimistic + (3 × Most likely)) ÷ 5Correct answer(Optimistic + Pessimistic + (4 × Most likely)) ÷ 6Overall explanationThe three-point estimation formula using a beta (weighted average) distribution is as follows: (Optimistic + Pessimistic + (4 × Most likely)) ÷ 6. In contrast, the three-point estimation formula that uses a triangular distribution (simple average) is as follows: (Optimistic + Pessimistic + Most likely) ÷ 3.
Question 157:
An organization assigned a new project manager to replace the one who recently left. What should the new project manager do first?
Consult the issues log and the lessons learned register to check if there is any serious problem
Consult the project charter to understand the project goals and its business case
Consult the project management plan to learn about the project baselines
Consult the stakeholders register to start interacting with the different parties involved in the project
Consult the issues log and the lessons learned register to check if there is any serious problemCorrect answerConsult the project charter to understand the project goals and its business caseConsult the project management plan to learn about the project baselinesConsult the stakeholders register to start interacting with the different parties involved in the projectOverall explanationFirst and foremost, the project manager has to understand why the project is being created in the first place; aka its business case. Moreover, the project manager should be aware of the project’s predefined goals. These two elements along with the main deliverables are all defined in the project charter.
Question 158:
A product owner creates a release plan based on an estimated team velocity of 50 story points. However, in the first two sprints, the team achieved 37 and then 35 story points. What can the agile project manager do in this case? (Select two)
Inform the product owner that, based on available empirical data, the release plan could not be achieved
Use their leadership skills to motivate their team to reach the estimated velocity
Extend the duration of the sprint until completing 50 story points
Study with the product owner the possibility of adding more resources to the team
Correct selectionInform the product owner that, based on available empirical data, the release plan could not be achievedUse their leadership skills to motivate their team to reach the estimated velocityExtend the duration of the sprint until completing 50 story pointsCorrect selectionStudy with the product owner the possibility of adding more resources to the teamOverall explanationScrum uses empirical data to measure work progress, therefore the project manager should let the product owner know that, based on current performance, the release plan is not feasible. The product manager can update the release plan or study with the project manager the possibility of adding more resources to the team. The capacity of the team is around 36 story points, and it wouldn’t be possible to motivate the team to consistently reach 50 points on each sprint. Besides, a sprint has a timeboxed duration which should not be extended for any reason.
Question 159:
After completing a release, the Scrum team is examining its burndown chart. Even though there were no changes in estimates, the chart shows an increase in story point value during the 3rd sprint. How can this be explained?
The team’s velocity decreased
The team’s velocity increased
Work was added to the Product Backlog
Work was removed from the Product Backlog
The team’s velocity decreasedThe team’s velocity increasedCorrect answerWork was added to the Product BacklogWork was removed from the Product BacklogOverall explanationWhen work related to a release is added to the Product Backlog, the release story points naturally increase. If work was not added to the product backlog, the team should have expected the total of story points to decrease according to their velocity on sprint 3. This is independent of whether their velocity increased or decreased compared to the anterior sprints.
Question 160:
A project manager is leading a team of engineers to perform a two-year project. After a few months, the project manager notices that the team is becoming less interested in the project. What can the project manager do to maintain motivation?
Offer a bonus at the end of the project
Offer an immediate salary raise
Align work assignments with the team members’ personal ambitions
Align the project with the organization’s goals
Offer a bonus at the end of the projectOffer an immediate salary raiseCorrect answerAlign work assignments with the team members’ personal ambitionsAlign the project with the organization’s goalsOverall explanationThe project manager should understand the team members’ ambitions and create a link between the project’s activities and goals and their personal objectives. Offering a bonus at the end of the project may not have an immediate effect since it’s intended to be done in the future. Offering an immediate salary raise, on the other hand, may prove to be an efficient short-term solution, but it can’t engage team members for long. Aligning the project with the organization’s goals does not answer the question of “what’s in it for me?” for the team members.
Question 161:
Even though they create an agenda and timebox for the meetings they’re facilitating, the project manager can’t seem to engage all attendees. What can they do to address this issue?
Make meetings shorter to prevent boredom
Limit the interventions of the most talkative attendees to allow others to participate
Change to remote meetings to make everyone feel more comfortable
Encourage all attendees to participate and share their thoughts by asking for their opinions on the discussed matters
Make meetings shorter to prevent boredomLimit the interventions of the most talkative attendees to allow others to participateChange to remote meetings to make everyone feel more comfortableCorrect answerEncourage all attendees to participate and share their thoughts by asking for their opinions on the discussed mattersOverall explanationAs a facilitator, the project manager must ensure that all attendees take part in the meeting by encouraging them to share their ideas and opinions and engaging them in the discussed topics. It’s among their responsibilities as a facilitator to ensure that everyone takes part in the decision-making, problem-solving, brainstorming, etc. activities that take place during meetings. Promoting participation and maintaining the ideas and discussions flow during such events is an indication of efficient facilitation. Changing meetings from face-to-face to virtual or limiting their duration does not guarantee more engagement or participation. Moreover, limiting the intervention of talkative participants will only result in more inactive attendees.
Question 162:
A project manager is leading a team with distributed members across different countries. Apart from cultural barriers, the team seems disconnected, leading to multiple rework cases. What could the project manager do to improve communication within the team?
Collaborate with senior management to co-locate the team
Request from the team to only use emails for communication to avoid any misunderstanding or misinterpretation
Hold short daily meetings with all team members to sync on what’s everyone is doing
Offer team members training about overcoming cultural barriers
Collaborate with senior management to co-locate the teamRequest from the team to only use emails for communication to avoid any misunderstanding or misinterpretationCorrect answerHold short daily meetings with all team members to sync on what’s everyone is doingOffer team members training about overcoming cultural barriersOverall explanationShort daily meetings are referred to as daily standup meetings which represent a framework for sharing what each member has accomplished, what they will be doing next, and what blockers they’re facing. This type of meeting helps build a connection between team members, improves communication, and as a result reduces rework. Co-location can resolve this issue too. However, team members are dispersed in different countries, making it difficult to assemble them in one location. Offering team members training about cultural differences could only help them overcome cultural barriers, but it can’t help them sync their work to avoid rework. Written, asynchronous communication such as emails does not promote bonding or building connections in comparison to verbal synchronous channels such as virtual meetings.
Question 163:
During a workshop about the Agile approach, the project manager stated that Agile teams should be cross-functional and self-organizing, explaining that:
Each member of the team should be cross-functional and self-organized
The Agile team should have all the required skills to deliver the product on their own
The Agile team should have complementary skill sets and be able to organize the backlog by themselves
The Agile team should self-organize to acquire the necessary skills to be cross-functional
Each member of the team should be cross-functional and self-organizedCorrect answerThe Agile team should have all the required skills to deliver the product on their ownThe Agile team should have complementary skill sets and be able to organize the backlog by themselvesThe Agile team should self-organize to acquire the necessary skills to be cross-functionalOverall explanationA cross-functional team is a group of individuals who acquire different substantial skill sets that are enough to accomplish their common goal proficiently. A self-organizing team is autonomous in the sense that it does not rely on any outsiders to figure out how to best accomplish its work. This does not mean that each team member possesses all of the necessary skills for delivering the product; rather, they just need to be competent in their area of expertise.
Question 164:
Due to a financial crisis, an organization decided to pause all internal projects to an undefined date. Knowing that a project manager within this organization has a weekly meeting with a subcontractor who provides the majority of the project’s physical resources, what is the best type of communication to inform this subcontractor of the contract discontinuation decision?
Informal written
Formal written
Informal verbal
Formal verbal
Informal writtenCorrect answerFormal writtenInformal verbalFormal verbalOverall explanationWhen dealing with complex issues, such as updating a plan or dealing with legal matters, it would be best to document such discussions and decisions using a formal written format. According to the PMBOK 6th edition (Page 499): “The buyer, usually through its authorized procurement administrator, provides the seller with formal written notice that the contract has been completed. Requirements for formal procurement closure are usually defined in the terms and conditions of the contract”.
Question 165:
A project manager is managing a biodegradable packaging project. One of the team members informs the project manager that she identified a risk, the printing machine may need maintenance before the end of the project. The project manager estimates the risk’s probability of occurrence as 10% and its cost as $5,000. This risk’s expected monetary value is:
$500
-$500
$4,500
-$4,500
$500Correct answer-$500$4,500-$4,500Overall explanationAs a statistical technique, the Expected Monetary Value (EMV) is used to quantify risks and calculate the contingency reserve for risk management purposes. The formula for calculating the expected monetary value is multiplying the probability with the impact of the concerned risk (PMBOK 7th edition, page 176). Keeping in mind that opportunities are expressed as positive values and threats or costs as negative values, incorporating the values gives the following result: 10% × -$5,000 = -$500.
Question 166:
A project manager is responsible for running the project quality assurance report. While reviewing a control chart, they observe nine data points in a row on one side of the mean. What should they do in this case?
Carry out a design of experiments
Make the necessary changes to the chart to reflect the new mean
Identify the assignable cause
This is the rule of seven, meaning it can be disregarded
Carry out a design of experimentsMake the necessary changes to the chart to reflect the new meanCorrect answerIdentify the assignable causeThis is the rule of seven, meaning it can be disregardedOverall explanationThe rule of seven states that if seven or more consecutive measurements are on one side of the mean, then there’s an assignable cause that needs investigation.
Question 167:
A senior project manager joins an ongoing project following the resignation of its former project manager. What should the new project manager do first?
Review the project budget to determine if more funding is required
Go through the issue log to check the previous and current difficulties the project is facing
Examine the project charter to understand the project goals and deliverables
Add a new activity to the project schedule concerning knowledge transfer
Review the project budget to determine if more funding is requiredGo through the issue log to check the previous and current difficulties the project is facingCorrect answerExamine the project charter to understand the project goals and deliverablesAdd a new activity to the project schedule concerning knowledge transferOverall explanationIn order to effectively lead the project, the project manager should be fully aware of the project’s purpose, priorities, and deliverables. After examining the goals and deliverables included in the project charter, the project manager should create a transition plan to help the project team cope with the unexpected change, check the project logs and reports, reassess what has been accomplished so far, and maintain the team’s commitment to the project goals and priorities.
Question 168:
A project manager is in charge of a mobile app development project. After facing some quality issues, the project team decides to use a(n) _______________ in order to prioritize quality problems.
Pareto chart
Ishikawa diagram
Control chart
Scatter diagram
Correct answerPareto chartIshikawa diagramControl chartScatter diagramOverall explanationPareto diagram consists of a vertical bar chart mainly used to highlight the most important sources of a problem out of the total number of effects, aiming to take appropriate measures to improve a certain issue or situation. Typically, these sources are organized into categories that measure either their frequencies or consequences.
Question 169:
A project manager is leading a project outside of her expertise field. During a planning meeting, two team members engage in a heated debate concerning the suitable way to implement a certain project requirement. What should the project manager do in this situation?
Put an end to the discussion to avoid getting the meeting out of control
Help team members decide the best way to implement the concerned requirement
Inform team members that the final decision should be taken by her after listening to their opinions
Let the most experienced team member decide
Put an end to the discussion to avoid getting the meeting out of controlCorrect answerHelp team members decide the best way to implement the concerned requirementInform team members that the final decision should be taken by her after listening to their opinionsLet the most experienced team member decideOverall explanationTaking into consideration the project manager’s lack of technical knowledge, she should not interfere in the decision-making process when it comes to the best way to implement the concerned project requirement. The project manager should let subject matter experts, i.e team members decide since they have the needed knowledge and experience to make the right decision. However, the project manager should not side with a particular team member and let them decide on their own. The project manager only facilitates this type of meeting in order to keep it on track and reach a consensus, thus she should not stop the discussion in order to take control.
Question 170:
A project manager is in the phase of identifying and evaluating the risks of a construction project. One of the identified risks is so complex and ambiguous that the project manager decides to transfer it to the program manager so the latter can make the appropriate decision. How did the project manager respond to the risk?
Transfer
Mitigate
Escalate
Avoid
TransferMitigateCorrect answerEscalateAvoidOverall explanationIn the described scenario, the project manager has escalated the risk to the program manager. When a threat is considered to be outside the project scope or when the appropriate response exceeds the project manager’s authority, risk escalation is the suitable risk response strategy (PMBOK 7th edition, page 123). Risk escalation involves passing the risk to the right owner (the program manager in this case) to ensure that it is recognized, understood, and managed appropriately. Avoiding the risk means eliminating the threat or protecting the project from its impact. Risk mitigation implies decreasing the threat probability of occurrence and/or impact. And finally, transferring the risk entails shifting the threat ownership and responsibility to a third party which may involve payment of a risk premium to the third party assuming the threat.
Question 171:
A project manager is leading a project that follows a hybrid approach. Even though they made sure that all iterations have a balanced workload, the project manager notices that a particular team member was getting overwhelmed, while other members seem to be doing fine. How should the project manager address this issue?
Inform upper management and request additional resources for the project
Personally meet with the stressed team member to discuss ways to better manage their time
Raise the issue with the team in the daily stand-up meeting
Track the stressed team member’s tasks in a separate backlog for additional analysis and reporting
Inform upper management and request additional resources for the projectCorrect answerPersonally meet with the stressed team member to discuss ways to better manage their timeRaise the issue with the team in the daily stand-up meetingTrack the stressed team member’s tasks in a separate backlog for additional analysis and reportingOverall explanationOne of the key qualities of effective managers is their ability to actively listen to those around them. In this situation, the project manager has to step into their leadership role and offer guidance to the team member who seems to be overwhelmed. If this team member is unable to manage their workload, the project manager should encourage them to prioritize their work to be more efficient. Ultimately, if the member can’t keep up with a realistic workload, a personal improvement plan should be put in place, including training if needed. This process should be fully documented. On the other hand, the daily standup is dedicated to syncing work between team members and removing any impediments. So, it’s not a suitable frame for addressing individual performance issues. A product should have only one backlog, so a separate backlog should not be created for any purpose.
Question 172:
Place the following project budget components in the right position in the figure below: Project budget, cost baseline, contingency reserve, and management reserve.
A = Management reserve, B = Project budget, C = Contingency reserve, D = Cost baseline
A = Management reserve, B = Cost baseline, C = Project budget, D = Contingency reserve
A = Contingency reserve, B = Management reserve, C = Cost baseline, D = Project budget
A = Cost baseline, B = Project budget, C = Management reserve, D = Contingency reserve
Correct answerA = Management reserve, B = Project budget, C = Contingency reserve, D = Cost baselineA = Management reserve, B = Cost baseline, C = Project budget, D = Contingency reserveA = Contingency reserve, B = Management reserve, C = Cost baseline, D = Project budgetA = Cost baseline, B = Project budget, C = Management reserve, D = Contingency reserve Overall explanationThe project total amount is composed of the management reserve and the project budget, which in turn is composed of the cost baseline and contingency reserve (PMBOK 7th edition, page 63). Therefore, A = Management reserve, B = Project budget, C = Contingency reserve, and D = Cost baseline.
Question 173:
While working on a new feature, a team member finds out that the original code does not comply with the organization’s coding standards. What should the team member do in this case?
Ignore the code compliance work as it will be considered as Gold Plating
Ask the Product Owner to get a new item added to the product backlog dedicated to technical debt
Start refactoring the code and update the time estimate of the feature
Discuss with the rest of the team members and add a new technical task to the sprint backlog
Ignore the code compliance work as it will be considered as Gold PlatingCorrect answerAsk the Product Owner to get a new item added to the product backlog dedicated to technical debt Start refactoring the code and update the time estimate of the featureDiscuss with the rest of the team members and add a new technical task to the sprint backlogOverall explanationThe team member should discuss the matter with the Product owner and get technical debt added to the product backlog as an item. Not doing anything is considered low ownership, while doing the changes right away, by including them in the sprint backlog, will compromise the current iteration since the work is not planned beforehand. Gold plating consists in implementing “nice to have” features or functionalities that were not requested by the customer. In this case, code compliance is considered a technical debt that should be addressed in order to avoid bigger future quality issues. Communicating the issue to the product owner so that it can be prioritized, rather than doing it right away prevents it from being classified as gold plating or scope creep.
Question 174:
A project manager is carrying out a project using the agile approach with two-week sprints. One week into the current sprint, the team hasn’t completed any of the sprint backlog items, making it impossible to achieve the sprint goal. What should the project manager do?
Cancel the sprint, hold an early retrospective meeting, and start over with a new energy
Discuss with the self-organizing team the root cause of their poor performance, during the standup meeting
Discuss with the product owner the possibility of updating the sprint goal to make it more achievable
Complete the sprint even though it will not achieve its goal, and help the team overcome the encountered problems
Cancel the sprint, hold an early retrospective meeting, and start over with a new energyDiscuss with the self-organizing team the root cause of their poor performance, during the standup meetingDiscuss with the product owner the possibility of updating the sprint goal to make it more achievableCorrect answerComplete the sprint even though it will not achieve its goal, and help the team overcome the encountered problemsOverall explanationBeing unable to achieve the sprint goal is not a reason to cancel it and start it over. Stand-up meetings are not a suitable framework for addressing and identifying the root cause of any occurring problem. The sprint goal is a brief explanation of what the team plans to achieve during the sprint, therefore updating it has no impact on the sprint workload and on whether the team will be able to complete it or not.
Question 175:
A project manager is leading a one-year Agile project. After a couple of months, the sponsor wanted to learn about the big picture of the project progress, more specifically the implemented vs. pending features. Which of the following tools will provide this information? (Select two)
Cumulative flow diagram
Iteration burn-down chart
Feature chart
Kanban board
Correct selectionCumulative flow diagramIteration burn-down chartCorrect selectionFeature chartKanban boardOverall explanationThe cumulative flow diagram and the feature chart both provide a complete picture of the progress of a release or a project. The iteration burn-down chart, as the name suggests, only concerns a specific iteration, whereas a Kanban board exhibits the status of the undertaken features at a given point in time.
Question 176:
Even though two user stories were estimated consecutively at 2 and 3 story points, their implementation took two days each. By how many story points do these two user stories contribute to the team velocity when calculated at the end of the iteration?
2 story points
3 story points
4 story points
5 story points
2 story points3 story points4 story pointsCorrect answer5 story pointsOverall explanationSince velocity in the described scenario is calculated based on story points, then the two user stories should count for 5 story points. If the team velocity were based on actual days, the two user stories would represent 4 actual days in the team’s total velocity.
Question 177:
During the kick-off meeting of their first project, the project manager presents the project plan to the attending stakeholders. When going through the details, the project manager notices that most stakeholders don’t seem happy about the plan. A certain stakeholder even expressed their frustration with how inaccurate this plan describes their expectations. What is the most likely reason behind the project manager’s inaccurate description of stakeholders’ requirements?
The project manager did not use the project scope as a guide when creating the project plan
The project manager only presented the first draft of the project plan, so it can be always improved
The project manager did not engage the project stakeholders enough to be able to accurately capture their requirements
The project manager did not explain the project well enough. A better presentation of the plan would have prevented this misunderstanding
The project manager did not use the project scope as a guide when creating the project planThe project manager only presented the first draft of the project plan, so it can be always improvedCorrect answerThe project manager did not engage the project stakeholders enough to be able to accurately capture their requirementsThe project manager did not explain the project well enough. A better presentation of the plan would have prevented this misunderstandingOverall explanationSince requirements are not accurately defined and stakeholders are not satisfied, the project manager most likely didn’t engage them sufficiently. Stakeholder engagement ensures a proactive identification of their needs and requirements, which can promote alignment and buy-in of the project. The project plan is derived from the scope. So, if the scope is not defined in collaboration with relevant stakeholders, the plan will most likely fail to meet their expectations. The stakeholders are unhappy with the plan content, not with the way it was presented. Since the project manager is presenting the plan during a kick-off meeting, we can conclude that the scenario involves a predictive project. Consequently, it’s improbable that the project manager is presenting a draft to stakeholders since the purpose of a kick-off meeting is to present a final or properly elaborated version of the plan to get stakeholders’ buy-in.
Question 178:
A project manager learns that they were not assigned the human resources they were promised during the planning phase. Instead, they got a team that did not have the required skills for executing the project work. Taking into consideration that they work in a weak matrix organization, what should the project manager do?
Issue a change request to get a more qualified team
Negotiate with the functional manager in order to obtain the required team members
Take the matter to the project sponsor
Use their legitimate power by informing the organization that they will not perform the project without the needed resources
Issue a change request to get a more qualified teamCorrect answerNegotiate with the functional manager in order to obtain the required team membersTake the matter to the project sponsorUse their legitimate power by informing the organization that they will not perform the project without the needed resourcesOverall explanationA project manager’s power is considerably low in a weak matrix organization. In fact, they are rather considered a coordinator or an expediter. It’s up to the functional manager to assign resources in such organizations. Therefore, the only solution to obtain the needed resources in this situation is by negotiating your requirements with the functional manager.
Question 179:
The stakeholder engagement process involves five steps. What is their logical sequencing according to the figure below?
A. Identify, B. Engage, C. Understand & analyze, D. Monitor
A. Identify, B. Understand & analyze, C. Engage, D. Monitor
A. Identify, B. Monitor, C. Understand & analyze, D. Engage
A. Understand & analyze, B. Identify, C. Engage, D. Monitor
A. Identify, B. Engage, C. Understand & analyze, D. Monitor Correct answerA. Identify, B. Understand & analyze, C. Engage, D. Monitor A. Identify, B. Monitor, C. Understand & analyze, D. EngageA. Understand & analyze, B. Identify, C. Engage, D. Monitor Overall explanationA. Identify B. Understand & analyze C. Engage D. Monitor (PMBOK 7th edition, page 10). Stakeholders’ engagement starts by identifying all parties directly or indirectly connected or involved in the project. Next, the identified stakeholders must be fully understood in terms of their beliefs, attitudes, expectations, etc. towards the project in order to be able to analyze each one’s level of power, interest, impact, etc. and prioritize them accordingly. After that, an engagement plan is created according to the findings of the previous steps, where a project manager should ensure a clear and constant communication, the satisfaction of stakeholders’ requirements and expectations, and issues resolving when needed. Monitoring stakeholders is the final step in the process, and it entails monitoring any changes in their attitudes or power levels to adapt the engagement plan accordingly.
Question 180:
A project manager learned through his professional experience that when interacting with the project team, he should take into consideration the individual differences of each member. Individual differences in characteristic patterns of thinking, feeling, and behaving are referred to as:
Interpersonal skills
Personality
Seeking consensus
Integration
Interpersonal skillsCorrect answerPersonalitySeeking consensusIntegrationOverall explanationPersonality can be defined as the unique way each individual thinks, feels, and behaves. Personality encompasses moods, attitudes, and viewpoints, and is most evident in social interactions. It involves both innate and acquired behavioral characteristics that distinguish one individual from another.
Question 1:
Which name is given to the temporary endeavour undertaken to create a unique product, service, or result and has a definite beginning and end?
Program
Product
Project
Portfolio
ProgramProductCorrect answerProjectPortfolioOverall explanationOption 3: Project. A project is a distinct and time-bound effort aimed at creating a unique product, service, or result. Projects have well-defined objectives and typically revolve around constraints like time, cost, scope, and quality. They begin with a specific start date and conclude when those objectives are met. In essence, projects are the elemental units of work that organizations undertake to accomplish particular goals.Moving up the hierarchy, a program is a coordinated collection of related projects and initiatives. These projects are managed and executed together because they contribute to achieving a set of strategic objectives that wouldn’t be as effectively realized if the projects were handled individually. Programs provide a structure for managing interdependencies and ensuring alignment with overarching goals.At the highest level, a portfolio encompasses an even broader spectrum of organizational endeavors. It includes various programs, projects, and other work items, all organized to support an organization’s strategic objectives. Portfolios serve as the means by which organizations prioritize, oversee, and make decisions about which programs and projects to invest in and to what extent. They play a crucial role in strategic planning and aligning the organization’s work with its vision.In project management, a project product refers to the tangible or intangible outcomes, deliverables, or results that are created, produced, or provided as a result of the project’s activities. These project products are often the primary reason for undertaking the project in the first place and represent the end goals or objectives of the project.These three levels of endeavour management have distinct scopes, goals, and durations. Projects are the building blocks for programs, and programs, in turn, are the building blocks for portfolios. While projects are finite and focused on producing specific outputs, programs are ongoing and strategic, and portfolios are the highest level of organizational planning and execution. Each level addresses different aspects of organizational strategy and work management, and they collectively contribute to the achievement of an organization’s strategic objectives.Reference: Process Group practice Guide - Section 1.2 - ProjectsDomainProcess
Question 2:
Who is the person assigned the role of leading the project team that is responsible for achieving the project objectives and deliverables?
Project Leader
Project Chief
Project Sponsor
Project Manager
Project LeaderProject ChiefProject SponsorCorrect answerProject ManagerOverall explanationOption D: Project Manager.Certainly! Here are the definitions for each of the terms you’ve mentioned:D. Project Manager: - A project manager is an individual responsible for planning, executing, monitoring, and closing a project. They lead the project team, manage project resources, and are accountable for achieving the project’s objectives within the constraints of time, cost, quality, scope, and risk. Project managers use their skills and knowledge to ensure successful project delivery and meet the project’s goals.C. Project Sponsor: - A project sponsor is a senior executive or a key stakeholder who provides the project’s charter or initial approval. They are responsible for advocating the project, securing necessary resources, and ensuring that the project aligns with the organization’s strategic goals. The project sponsor often plays a vital role in resolving project issues, removing obstacles, and maintaining high-level project oversight.A. Project Leader: - A project leader is a role within the project team that involves guiding and directing team members to accomplish specific tasks and goals. While project leaders may share some responsibilities with the project manager, they typically focus on specific aspects of the project, such as leading a particular team or workstream. Project leaders help ensure that their team members work cohesively and efficiently to achieve their objectives.B. Project Chief: - The term project chief is less commonly used in project management terminology, and its meaning can vary based on the context. In some cases, a project chief could refer to the highest-ranking individual overseeing the project. However, specific roles and responsibilities associated with a project chief may differ depending on the industry or organization. It’s advisable to clarify the exact responsibilities and authority associated with the role of a project chief in a given context.Please note that titles and roles in project management can differ from one organization to another, so the exact responsibilities and titles may not always be standardized across the industry.Reference: Process Group Practice Guide - Section 3.0 Role of a Project ManagerDomainProcess
Question 3:
Which one of the following distinguishes a PROJECT from a PROGRAM?
Program is a big project
Program is a collection of projects
Project and Program are synonymous
Program is part of a project
Program is a big projectCorrect answerProgram is a collection of projectsProject and Program are synonymous Program is part of a projectOverall explanationOption B: Program is a collection of projectsProjects and programs are distinct in their nature, objectives, and scope. Here are the key differences between a project and a program:1. Definition:- Project: A project is a temporary endeavor with a specific goal, a defined scope, a set timeframe, and allocated resources. Projects have a clear beginning and end, and they produce a unique product, service, or result.- Program: A program is a collection of related projects and initiatives managed and coordinated together to achieve broader strategic objectives. Programs are ongoing and focus on achieving benefits through the coordinated management of projects.2. Objective:- Project: The primary objective of a project is to deliver a specific output, product, or result within the defined constraints of time, cost, scope, and quality.- Program: Programs aim to achieve strategic objectives, realize benefits, and create value by managing multiple related projects and initiatives collectively.3. Duration:- Project: Projects have a finite and relatively short-term duration. They typically last from a few weeks to a few years, depending on their complexity.- Program: Programs are long-term and often ongoing. They extend beyond the duration of individual projects within the program.4. Scope:- Project: The scope of a project is well-defined and specific. It focuses on achieving the project’s objectives and delivering the intended product or result.- Program: Program scope is broader and encompasses multiple projects, which may be related by a common theme, strategic goal, or shared benefits.5. Resource Management:- Project: Project managers manage and allocate resources for their specific project. Resources are dedicated to the project’s success.- Program: Program managers coordinate the allocation of resources among multiple projects within the program to optimize the achievement of strategic goals.6. Change Management:- Project: Project change management primarily focuses on changes within the scope of the project.- Program: Program change management considers changes that affect the overall strategic objectives and the alignment of projects within the program.7. Outputs vs. Benefits:- Project: Projects deliver specific outputs or deliverables, such as a product, service, or result.- Program: Programs focus on realizing benefits and value through the collective achievement of outputs from multiple projects.8. Lifecycle:- Project: Projects follow a project lifecycle that includes initiation, planning, execution, monitoring, and closing phases.- Program: Programs have a program lifecycle that includes the selection of projects, coordination of their execution, and the realization of benefits.9. Management Focus:- Project: Project management concentrates on achieving project objectives and adhering to project constraints.- Program: Program management emphasizes aligning projects with strategic goals, optimizing resource use, and realizing benefits.In summary, projects are individual undertakings with specific objectives, while programs are collections of related projects managed together to achieve broader strategic goals. Program management focuses on optimizing the interactions between projects to maximize the benefits realized by the organization.Reference: PMBOK 7th Edition - Section 2.1.1 Value Delivery ComponentsDomainProcess
Question 4:
Which of the following is the most likely way through which a project creates VALUE to the stakeholders?
Creating a new product, service or result
Solving an issue for the stakeholder
Provide organizational benefits to the company
Enabling agile way of working in the company
Correct answerCreating a new product, service or resultSolving an issue for the stakeholderProvide organizational benefits to the companyEnabling agile way of working in the companyOverall explanationOption A is the correct answer for the question about how a project creates value to stakeholders. Here’s an explanation of why this option is correct and why the other options are incorrect:A. Creating a new product, service, or result:- Correct: Projects often create value by delivering a new product, service, or result. These outputs meet the needs or expectations of stakeholders and contribute to the organization’s objectives. For example, launching a new software application, constructing a building, or developing a marketing campaign all involve creating something new that adds value.B. Solving an issue for the stakeholder:- Incorrect: While solving an issue for stakeholders can be valuable, it may not always involve creating something new. It could be a corrective or preventive action in response to a problem, which may not be classified as a “project” but rather as an operational task or maintenance activity. Projects typically involve producing a distinct deliverable or result.C. Provide organizational benefits to the company:- Incorrect: While projects are intended to provide benefits to the organization, this option is too broad. Projects are a means to deliver specific products or outcomes that lead to these organizational benefits. It doesn’t directly address how a project creates value for stakeholders, as stakeholders may not always equate organizational benefits to value unless they see a tangible output.D. Enabling agile way of working in the company:- Incorrect: This option focuses on enabling a methodology or approach (Agile in this case) within the organization. While adopting an agile way of working can be valuable, it’s not the primary purpose of a project. Projects are more concerned with the creation of specific deliverables or outcomes. Enabling agility might be a part of a broader program or strategic initiative.In summary, the primary way through which a project creates value for stakeholders is by delivering a new product, service, or result that addresses their needs or expectations. This aligns with the core purpose of project management, which is to achieve specific objectives and create value for stakeholders through the completion of well-defined work.Reference: PMBOK 7th Edition - Section 2.1 - Creating ValueDomainProcess
Question 5:
The components namely projects, programs, products, portfolios, and operations are part of________. Fill in the blanks.
Remote environment
Internal project value delivery system
External project value delivery system
Agile project management
Remote environmentCorrect answerInternal project value delivery systemExternal project value delivery systemAgile project managementOverall explanationOption B: Internal value delivery system comprises of projects, programs, products, portfolios, and operations that work together to create value for stakeholders.Of course, I’ll provide the explanation without bold text:The correct answer is B. Internal project value delivery system. Here’s an explanation of why:In project management, these components are part of the Internal project value delivery system:- Projects: These are temporary endeavours with specific objectives to deliver a unique product, service, or result. Projects are the building blocks of this system.- Programs: Programs are groups of related projects managed and coordinated together to achieve strategic objectives. They help in realizing and enhancing the overall value delivered by the individual projects within them.- Products: These are the tangible or intangible results or deliverables produced as a result of project work. Products are what the projects create and are delivered to the stakeholders.- Portfolios: Portfolios are collections of projects, programs, and operational work that are managed as a group to achieve strategic objectives. Portfolios provide a way to prioritize, balance, and align projects and programs with an organization’s strategic goals.- Operations: Operations refer to the ongoing, day-to-day activities of an organization. These are the routines and processes that keep the organization running and maintain the products or services delivered by projects.The other options, A, C, and D, are incorrect:- A. Remote environment: This term doesn’t accurately describe these components or their relationship within an organization’s project management structure.- C. External project value delivery system: This phrase doesn’t fit the context because these components are typically internal to an organization and part of its project value delivery system.- D. Agile project management: While agile project management methodologies can be used within these components, this option doesn’t encompass the broader context of all project management components, programs, portfolios, products, and operations.Reference: PMBOK 7th Edition - 2.1.1 Value Delivery ComponentsDomainProcess
Question 6:
An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing and can include both manual and automated systems. Which system is being talked about here?
Project controls information systems
Project management information systems
Project tracking information systems
Project monitoring information systems
Project controls information systemsCorrect answerProject management information systemsProject tracking information systemsProject monitoring information systemsOverall explanationOption B, “Project management information systems,” is the correct answer for the following question because it accurately describes the information system used to support project management processes throughout the project life cycle. Let’s break down why the other options are incorrect:A. Project controls information systems: While project controls are a part of project management, they typically focus on specific areas like cost control, schedule control, and quality control. These systems are important for monitoring and controlling project performance but don’t cover all aspects of project management.C. Project tracking information systems: Project tracking information systems may focus on monitoring and tracking project progress, especially related to schedule and performance, but they don’t encompass all aspects of project management from initiation through closing.D. Project monitoring information systems: Project monitoring is a subset of project management, focusing on tracking and observing project performance. Similar to option C, it doesn’t cover the entire project management life cycle.The correct term, “Project management information systems” (PMIS), includes various tools and techniques to gather, integrate, and disseminate project management information, including documents, data, and communication. A PMIS supports activities ranging from project initiation to project closing. It’s a comprehensive system that helps project managers and teams plan, execute, monitor, and control their projects effectively, making option B the most appropriate choice.Reference: Process Group Practice Guide - Pg. 288 - PMISDomainProcess
Question 7:
For any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes and methodologies are appropriate, and the appropriate degree of rigor for each process to be applied in the project to create the maximum value for the customer. This is called ___________. Fill in the blanks.
Project strategy
Project plan
Project vision
Project tailoring
Project strategyProject planProject visionCorrect answerProject tailoringOverall explanationOption D, “Project tailoring,” is the correct answer for the following question because it accurately describes the process of adapting and customizing project management processes and methodologies to suit the specific needs and characteristics of a project. Let’s discuss why the other options are incorrect:A. Project strategy: Project strategy typically refers to a high-level plan that outlines the project’s objectives, goals, and approach. It doesn’t specifically address the customization of processes and methodologies for a project.B. Project plan: While a project plan includes information on how a project will be executed, monitored, and controlled, it doesn’t explicitly cover the process of tailoring project management methodologies.C. Project vision: The project vision is a statement that provides a high-level description of what the project aims to achieve. It doesn’t encompass the customization of project management processes.Option D, “Project tailoring,” is a key concept in project management, highlighting the importance of adapting project management practices to fit the unique characteristics of each project. Project managers, in collaboration with their teams, assess the specific requirements, constraints, and opportunities of a project and tailor the processes and methodologies accordingly to maximize value for the customer. This approach is aligned with the principles of the Project Management Body of Knowledge (PMBOK) and Agile Project Management, which emphasize flexibility and adaptability in project execution.Reference: PMBOK 7th Edition - Section 3.0 - TailoringDomainProcess
Question 8:
The __________ is a collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project and is tailored to best fit the need of the project to create maximum value for the customer. Fill in the blanks.
Project Life Cycle
Project Phase Plan
Project Tailoring
Project Strategy Plan
Correct answerProject Life CycleProject Phase PlanProject TailoringProject Strategy PlanOverall explanationOption A, “Project Life Cycle,” is the correct answer for the following question because it accurately defines the concept of a project life cycle in the context of project management. Let’s explore why the other options are incorrect:B. Project Phase Plan: This option does not provide a complete and accurate definition of the concept in question. A project phase plan typically refers to a detailed plan for a specific phase within a project, not the overall life cycle of the project.C. Project Tailoring: Project tailoring involves customizing project management processes and methodologies to meet the specific needs of a project. It is a related concept but not the same as the project life cycle.D. Project Strategy Plan: While a project may have a project strategy plan, this term does not describe the collection of sequential project phases that make up the project life cycle.Option A, “Project Life Cycle,” is a fundamental concept in project management, as outlined in the Project Management Body of Knowledge (PMBOK) and various project management methodologies. The project life cycle is a series of generally sequential phases that a project goes through, with each phase designed to address specific control needs and tailored to maximize value for the customer. Understanding the project life cycle is essential for effective project management and aligning project activities with organizational goals.Reference: PMBOK 7th Edition - Section 2.3 - Development Approach and Life CycleDomainProcess
Question 9:
This is the process of continually refining estimates and scope definition of a project during the Planning, Execution, and Monitoring & Controlling phases of a project as more information becomes available. Which process is being talked about here?
Progressive elaboration
Project planning
Rolling plan
Resource management plan
Correct answerProgressive elaborationProject planningRolling planResource management planOverall explanationOption A, “progressive elaboration,” is the correct answer for the following question. Let’s explore why the other options are incorrect:B. Project planning: Project planning refers to the initial phase of defining and documenting the project’s objectives, scope, and approach. While planning is a part of the project management process, it does not specifically describe the ongoing process of refining estimates and scope as more information becomes available throughout the project.C. Rolling plan: A rolling wave planning approach involves planning for the near term in detail and the longer term at a higher level. It is related to project planning but does not specifically describe the ongoing refinement of estimates and scope as the question asks.D. Resource management plan: The resource management plan focuses on how project resources will be allocated and managed throughout the project, but it does not address the continuous refinement of estimates and scope.Option A, “progressive elaboration,” is a fundamental concept in project management, as outlined in the Project Management Body of Knowledge (PMBOK) and other project management methodologies. Progressive elaboration is the process of continually refining and expanding the project scope, objectives, and details as more information becomes available. It recognizes that project management is an iterative process, and project plans may need to be adjusted as the project progresses and new information comes to light. This concept is critical for effective project management and adapting to changing circumstances.Reference: PMBOK 7th Edition - Section 2.8.2 - Ambiguity DomainProcess
Question 10:
During which phase of a waterfall type project management ‘changes’ are managed?
Initiation
Planning
Execution
Monitoring & Controlling
InitiationPlanningExecutionCorrect answerMonitoring & ControllingOverall explanationOption D, “Monitoring & Controlling,” is the correct answer for the following question. Let’s explore why the other options are incorrect:A. Initiation: The initiation phase is primarily focused on defining the project, its objectives, stakeholders, and high-level requirements. It’s about getting the project started and obtaining initial approvals. Change management typically occurs after the project has been initiated.B. Planning: The planning phase involves creating detailed project plans, schedules, budgets, and resource allocation. While planning includes change management in the form of a change management plan, the actual management of changes typically takes place during the execution and monitoring & controlling phases.C. Execution: The execution phase is where the project work is performed according to the project plan. While changes can be identified during this phase, the formal management of changes, including the evaluation, approval, and implementation of changes, usually occurs during the monitoring & controlling phase.Option D, “Monitoring & Controlling,” is the phase in the waterfall project management approach where changes are managed. In this phase, project managers and the project team regularly monitor the project’s performance and compare it to the project management plan. If changes or variances are identified, the project manager initiates the change control process, which involves documenting and assessing the proposed changes, obtaining the necessary approvals, and implementing the approved changes.This process of change management during the monitoring & controlling phase ensures that changes are properly evaluated, controlled, and aligned with the project’s objectives, schedule, and budget. This approach is consistent with the Project Management Body of Knowledge (PMBOK) and traditional project management methodologies like the waterfall model.Reference: Process Group Practice Guide - Section 7.2 - PICCDomainProcess
Question 11:
Which one of the following is NOT a ‘principle’ of project management as per the PMBOK 7th Edition?
Focus on value
Focus on personal development
Be a diligent, respectful, and caring steward
Navigate complexity
Focus on valueCorrect answerFocus on personal developmentBe a diligent, respectful, and caring stewardNavigate complexityOverall explanationOption 2. The PMBOK 7th edition mandates the 12 Principles of Project Management. ‘Focus on personal development is not one of them. It’s important that you read the specific topics of PMBOK7th Edition as I have mentioned in my PMBOK 7 + Process Group Practice Guide mapping guide here: https://drive.google.com/file/d/1AmO2aewIXxlQtX1jRr-eKnSt5h8KSF4S/view?usp=sharingFocus on Value - Section 3.4 PMBOK7Be a diligent, respectful and caring steward - Section 3.1 PMBOK7Navigate complexity - Section 3.9 PMBOK 7DomainProcess
Question 12:
Which name refers to individuals, groups, or organizations that may affect or be affected by the outcomes of a project?
Project team
Stakeholders
Project leaders
Shareholders
Project teamCorrect answerStakeholdersProject leadersShareholdersOverall explanationOption B, “Stakeholders,” is the correct answer for the following question. Let’s discuss why the other options are incorrect:A. Project team: The project team consists of the individuals who are directly involved in the execution of the project work. They are responsible for carrying out project tasks and activities. While they play a crucial role in the project, they are not directly affected by the project outcome in most of the cases. C. Project leaders: Project leaders may refer to individuals who provide leadership within the project team, but they are not the broader group of individuals, groups, or organizations that have an interest in or can influence the project’s outcomes.D. Shareholders: Shareholders are typically associated with ownership in a company, and they have a financial interest in the organization’s performance. While they may have an interest in the organization’s projects, they are a subset of stakeholders. Not all stakeholders are shareholders, and stakeholders can include a wider range of individuals and groups.Option B, “Stakeholders,” is the most appropriate term for individuals, groups, or organizations that may affect or be affected by the outcomes of a project. Stakeholders can include a wide array of parties, such as customers, end-users, sponsors, regulatory bodies, suppliers, and more. Identifying, analyzing, and managing stakeholders is a fundamental aspect of project management, as outlined in the Project Management Body of Knowledge (PMBOK) and various project management methodologies. Understanding and effectively managing stakeholders is critical for project success and achieving their support and alignment with project objectives.Process Group Practice Guide - Section 3.1.4 - Project StakeholdersDomainPeople
Question 13:
What is the most important reason to have a collaborative project team environment before and during project implementation?
To ensure quality
To show solidarity
To facilitate optimal contributions to achieve the outcome
To enhance project team appraisal
To ensure qualityTo show solidarityCorrect answerTo facilitate optimal contributions to achieve the outcomeTo enhance project team appraisalOverall explanationOption C, “To facilitate optimal contributions to achieve the outcome,” is the correct answer for the following question. Let’s discuss why the other options are incorrect:A. To ensure quality: While ensuring quality is a critical aspect of project management, the primary reason for fostering a collaborative project team environment is broader and encompasses various aspects beyond just quality. Collaborative teams are more likely to address quality effectively, but the key objective is not limited to quality alone.B. To show solidarity: Solidarity and team cohesion are essential elements of a successful project team, but they are not the primary reason for establishing a collaborative environment. Solidarity alone may not lead to optimal contributions and achieving project outcomes.D. To enhance project team appraisal: Enhancing project team appraisal may be an outcome of effective collaboration, but it is not the primary reason to establish a collaborative project team environment.Option C is the correct answer because fostering a collaborative project team environment promotes open communication, knowledge sharing, and the collective harnessing of the team’s skills, experience, and creativity to achieve the project’s goals. This collaborative approach is supported by project management best practices and principles as outlined in the Project Management Body of Knowledge (PMBOK). It is known that teams that work cohesively and share a common purpose are more likely to optimize their contributions, problem-solving abilities, and overall effectiveness in delivering successful project outcomes.Reference: Process Group Practice Guide: Section 6.5 (Develop Team) and Section 6.6. (Manage Team)DomainPeople
Question 14:
An uncertain condition or event that if it occurs can hurt one or more project objectives is called?
Project risk
Project negativity
Project events
Project conditions
Correct answerProject riskProject negativity Project eventsProject conditionsOverall explanationOption A, “Risk,” is the correct answer for the following question. Let’s discuss why the other options are incorrect:B. Project negativity: This is not a standard or recognized term in project management. Risks are typically referred to as “risks,” and the concept of “project negativity” is not commonly used in the field.C. Project events: While risks can be related to events, the term “project events” doesn’t specifically address the nature of uncertainty and its potential impact on project objectives. Risks are a distinct category within project management and are formally defined as conditions or events that can affect project objectives.D. Project conditions: “Project conditions” is not the standard terminology for addressing uncertainty in project management. Risks are distinct from general project conditions and refer to specific, uncertain events or conditions that may have a negative impact on project objectives.Option A is the correct answer because, in project management, a “risk” is formally defined as an uncertain condition or event that, if it occurs, can have a positive or negative effect on one or more project objectives. This definition is consistent with the framework and principles outlined in the Project Management Body of Knowledge (PMBOK) and is a fundamental concept in the field of project management. Understanding and managing risks is crucial for project success, and it involves identifying, assessing, and responding to potential issues or opportunities that may impact project outcomes.Reference: Process Group Practice Guide - Section 5.18 - Plan Risk ManagementDomainProcess
Question 15:
The following diagram BEST represents the ________ Life Cycle.
Project
Development
Agile
Product
ProjectDevelopmentAgileCorrect answerProductOverall explanationOption 4: The product life cycle is the succession of stages that a product goes through during its existence, starting from development and ultimately ending in decline. It’s typically broken up into six stages as shown in the diagram in the question. Do not confuse between a Project Life Cycle and a Product Life Cycle while answering questions in your PMP Exam.In project management, a project life cycle and a product life cycle are two distinct concepts, each with its unique characteristics and purposes. Here are the key differences between them:1. Definition:- Project Life Cycle: This refers to the series of phases a project goes through from initiation to closure. It defines the work that needs to be accomplished at each stage of the project.- Product Life Cycle: This relates to the stages a product goes through from its introduction to the market until its withdrawal or discontinuation. It focuses on the product’s sales, revenue, and market presence.2. Duration:- Project Life Cycle: Typically, project life cycles are temporary and finite. They have defined start and end points, with a clear completion or closure of the project.- Product Life Cycle: Product life cycles can be much longer and may extend beyond the life of a single project. Products may go through multiple project life cycles during their existence.3. Focus:- Project Life Cycle: The primary focus is on managing the work required to deliver a unique product, service, or result within the constraints of scope, time, cost, quality, resources, and risks.- Product Life Cycle: The primary focus is on the product itself, including its design, development, marketing, sales, maintenance, and eventual retirement from the market.4. Outcome:- Project Life Cycle: The outcome of a project is the successful completion of the project objectives and the delivery of the project’s outputs. The project team is responsible for managing the project life cycle.- Product Life Cycle: The outcome is the product itself, and it is managed by product managers and related functions. The product life cycle may include stages like introduction, growth, maturity, and decline.5. Management Responsibility:- Project Life Cycle: Managed by the project manager and project team. The project manager is responsible for initiating, planning, executing, monitoring, and closing the project phases.- Product Life Cycle: Managed by product managers, marketing teams, and other relevant functions within the organization. Their focus is on the product’s market performance and evolution.6. Change:- Project Life Cycle: Changes are expected during a project, but they should be carefully controlled to prevent scope creep and ensure the project’s objectives are met.- Product Life Cycle: Changes can occur as the product evolves, and these changes may be driven by market demand, technological advancements, or other factors.Understanding these differences is crucial for effective project and product management. While projects have their life cycles with a defined start and end, the products they create may have longer life cycles with multiple projects contributing to their development and evolution.Reference: PMBOK 7th Edition - Figure 2.4 - Product Life Cycle DomainProcess
Question 16:
The ‘lessons learned register’ for a project capture all the learnings from experiences of a project team to benefit other project teams and the organization as a whole for future projects. When should a lessons learned register be ideally updated by a project team?
After the project is complete
Throughout the project
After each phase of a project life cycle
At the beginning of a project
After the project is completeCorrect answerThroughout the projectAfter each phase of a project life cycleAt the beginning of a projectOverall explanationOption B, “Throughout the project,” is the correct answer. Updating the lessons learned register throughout the project is a best practice in project management. Here’s an explanation of why this option is correct and why the other options (A, C, and D) are incorrect:Option A: “After the project is complete”This option suggests waiting until the project is finished to update the lessons learned register. It’s not the best practice because capturing lessons learned should be an ongoing process. Waiting until the end may lead to missing valuable insights and makes it challenging to apply lessons in real-time during the project.Option C: “After each phase of a project life cycle”While capturing lessons learned after each phase can be beneficial, it’s a more granular approach. The best practice is to capture lessons throughout the project to address issues and improvements promptly.Option D: “At the beginning of a project”This option is the opposite of best practices. Starting with a lessons learned register at the project’s beginning doesn’t make sense, as there are no experiences to draw from yet. Lessons learned registers are meant to capture insights as they are gained throughout the project.Correct Answer (Option B): “Throughout the project”The best time to update the lessons learned register is during the project’s execution. It allows the team to capture real-time experiences, both positive and negative, making it easier to apply improvements, correct course, and share knowledge as the project progresses. Regularly updating the register enhances project performance and benefits future projects within the organization.Reference: PMBOK 7th Edition - Section 2.5.8 - Learning throughout the projectDomainProcess
Question 17:
This type of leadership puts the team before the leader and focuses on the development and the empowerment of teams to drive projects. The goal of this leadership is to build ‘self-sufficient’ teams and organizations. Which leadership type is being talked about here?
Transformational Leadership
Autocratic Leadership
Servant Leadership
Charismatic Leadership
Transformational LeadershipAutocratic LeadershipCorrect answerServant LeadershipCharismatic LeadershipOverall explanationThe correct answer to the question is option C: Servant Leadership. I’ll explain why this is the correct answer and why options A, B, and D are incorrect.Servant Leadership is a leadership style that is characterized by putting the team before the leader and focusing on the development and empowerment of teams to drive projects. It is grounded in the idea of serving others and helping them achieve their full potential. In the context of project management, servant leaders support their team members, remove obstacles, and facilitate their success in project delivery. This approach is aligned with the values and principles of Agile project management, which emphasize collaboration, self-organizing teams, and customer value.Now, let’s explain why the other options are incorrect:A. Transformational Leadership: Transformational leadership involves inspiring and motivating team members to achieve a common vision or goal, often through charisma and vision. While it can be effective in some situations, it doesn’t emphasize putting the team before the leader or focusing on team development and empowerment as much as servant leadership does.B. Autocratic Leadership: Autocratic leadership is characterized by centralized decision-making and strict control by the leader. It is the opposite of servant leadership and does not prioritize team empowerment and development.D. Charismatic Leadership: Charismatic leadership is based on the personal charisma and charm of the leader, often inspiring and influencing others through their magnetic personality. While charisma can be a powerful leadership trait, it doesn’t necessarily focus on team development and empowerment as a primary goal, which is the core characteristic of servant leadership.Reference : PMBOK 7th Edition Section 2.2.1.2 - Distributed Management and LeadershipDomainPeople
Question 18:
________ project management is an iterative approach to deliver a project throughout its life cycle in bite-sized iterations to provide the maximum value to the customer. Fill in the blanks.
Agile
Waterfall
Predictive
Exploratory
Correct answerAgileWaterfallPredictiveExploratoryOverall explanationThe correct answer to the question is option A: Agile. I’ll explain why this is the correct answer and why options B, C, and D are incorrect.Agile project management is an iterative approach that delivers a project throughout its life cycle in bite-sized iterations to provide the maximum value to the customer. Here’s why option A is correct:A. Agile: - Agile project management is known for its iterative and incremental approach, where work is broken down into small, manageable iterations (often referred to as sprints in Scrum) to deliver value to the customer in a continuous and incremental manner. - Agile focuses on adapting to changing requirements and customer feedback throughout the project, allowing for flexibility and responsiveness.Now, let’s explain why the other options are incorrect:B. Waterfall: - The Waterfall model is a traditional, linear, and sequential approach to project management. It does not involve iterations but follows a structured, step-by-step process where each phase must be completed before moving to the next. It does not provide the maximum value to the customer until the end of the project.C. Predictive: - Predictive project management (often associated with traditional or plan-driven methodologies) follows a detailed project plan developed at the project’s outset. It doesn’t inherently focus on delivering value in iterations but rather aims to predict and control the project’s outcome based on the initial plan.D. Exploratory: - Exploratory project management is characterized by a more experimental and adaptive approach to project delivery, often used in research or discovery-driven projects. While it may involve iterations, it is not specifically known for delivering projects in bite-sized iterations to maximize value throughout the project’s life cycle.’Agile’ is the MOST IMPORTANT topic for your PMP Exam. Study concepts of Agile Project Management (iterations, sprint, backlogs, user-story, standups, burn-up charts, definition-of-done etc.) from the textbook/online theory course you are following along with reading the Agile Practice Guide by PMI.Reference: Agile Practice guide PMI Publication - Section 2 (Introduction to Agile)DomainProcess
Question 19:
Which of the following statements are true when it comes to conflict management while leading projects? (Select TWO options which are correct)
Conflicts are good when handled positively & constructively
Conflicts hamper project execution and hence should always be avoided
Servant leadership is the best way to handle conflicts
Conflict management should focus on a win-lose relationship
Restructuring of a team should be done whenever a conflict happens
Correct selectionConflicts are good when handled positively & constructivelyConflicts hamper project execution and hence should always be avoidedCorrect selectionServant leadership is the best way to handle conflictsConflict management should focus on a win-lose relationshipRestructuring of a team should be done whenever a conflict happensOverall explanationThe correct answers to the question are options A and C. Let’s understand why these options are correct and why options B, D, and E are incorrect.A. Conflicts are good when handled positively & constructively:This statement is correct. In project management, conflicts can be beneficial when managed positively and constructively. Conflicts can lead to better decision-making, improved solutions, and a deeper understanding of issues. When handled properly, conflicts can result in a win-win situation, where the project benefits from diverse perspectives and innovative solutions.C. Servant leadership is the best way to handle conflicts:This statement is also correct. Servant leadership is a leadership style that emphasizes serving and supporting team members. It promotes open communication, collaboration, and conflict resolution. Servant leaders focus on the well-being and development of their team members, which can create a positive environment for addressing and resolving conflicts effectively.Now, let’s explain why the other options are incorrect:B. Conflicts hamper project execution and hence should always be avoided:This statement is incorrect. While unmanaged conflicts can be detrimental to project execution, the idea that conflicts should always be avoided is unrealistic and counterproductive. Conflict is a natural part of human interaction and can arise from differences in opinions, goals, and values. Project managers should aim to manage conflicts constructively rather than avoid them altogether.D. Conflict management should focus on a win-lose relationship:This statement is incorrect. Conflict management in project management should aim to achieve win-win or mutually beneficial solutions whenever possible. The focus should be on resolving conflicts in a way that both parties involved find the outcome acceptable. This approach fosters collaboration and positive working relationships within the team.E. Restructuring of a team should be done whenever a conflict happens:This statement is incorrect. Restructuring a team should not be the immediate response to conflicts. Team restructuring is a significant step and should only be considered when all other conflict resolution methods have been exhausted, and it is evident that a team member’s performance or behaviour is consistently hindering the project’s progress. It is not the standard approach to conflict management in project management.Reference: PMBOK 7th Edition - Pg. 29 - Conflict ManagementDomainPeople
Question 20:
___________ is a project management methodology that integrates schedule, costs, and scope to measure project performance. Based on planned and actual values, _____________ predicts the future and enables project managers to adjust accordingly. Fill in the blanks (same phrase for both the blanks)
Cost Management
Earned Value Management
Value Analysis
Cost Engineering
Cost ManagementCorrect answerEarned Value ManagementValue AnalysisCost EngineeringOverall explanationThe correct answer to the question is option B: Earned Value Management (EVM). Let’s understand why this is the correct answer and why options A, C, and D are incorrect.Earned Value Management (EVM) is a project management methodology that integrates schedule, costs, and scope to measure project performance. It enables project managers to assess a project’s performance by comparing planned and actual values and predicting future performance. Here’s why option B is correct:B. Earned Value Management (EVM): - EVM is a well-established project management methodology that combines data on schedule, cost, and scope to provide a comprehensive view of a project’s performance. - It uses key performance indicators (KPIs) such as Earned Value (EV), Planned Value (PV), and Actual Cost (AC) to assess project progress and predict future performance. - EVM helps project managers understand whether a project is on track, over budget, or behind schedule, allowing them to make informed decisions and take corrective actions.Now, let’s explain why the other options are incorrect:A. Cost Management: - Cost management is a project management knowledge area that focuses on planning, budgeting, and controlling project costs. It is an essential part of project management, but it does not integrate schedule and scope information in the same way that EVM does.C. Value Analysis: - Value analysis is a technique used to evaluate the value of specific project components or features in relation to their cost. It is a component of value management but does not encompass the comprehensive integration of schedule, costs, and scope measurement that EVM offers.D. Cost Engineering: - Cost engineering is a discipline related to estimating and managing project costs. While it is involved in cost estimation and control, it does not provide the holistic project performance measurement and prediction capabilities offered by EVM.Reference: PMBOK 7th Edition Section 2.7.2.3 - Baseline Performance DomainProcess
Question 21:
Select the primary types of procurement contracts used in Project Management: (choose 3 options)
Fixed Price Contract
Agile Contract
Time & Material Contract
Civil Contract
Legal Contract
Cost Reimbursable Contract
Correct selectionFixed Price ContractAgile ContractCorrect selectionTime & Material ContractCivil ContractLegal ContractCorrect selectionCost Reimbursable ContractOverall explanationFirm Fixed Price (FFP) Contracts, Time and Material (T&M) Contracts, and Cost Reimbursable (CR) Contracts are three common types of contracts used in project management and procurement. Each of these contract types has its own characteristics, advantages, and disadvantages. The other terms mentioned (Agile, Civil, Legal) are NOT standard PMBOK terminology. 1. Firm Fixed Price (FFP) Contracts: - In an FFP contract, the price is fixed and agreed upon between the buyer (the customer or project owner) and the seller (the contractor or service provider). The price remains constant, regardless of the actual costs incurred by the seller. - FFP contracts are typically used when the project scope is well-defined and there is a low level of uncertainty. The buyer is looking for a predictable cost and wants to transfer the risk of cost overruns to the seller. - These contracts provide a clear and straightforward payment structure, making budgeting and financial planning more manageable for both parties. - However, if there are changes in project scope or requirements, the seller may seek to renegotiate the contract terms, which can lead to disputes.2. Time and Material (T&M) Contracts: - T&M contracts involve payment to the seller based on the actual hours worked (time) and the materials or resources used during the project. The buyer pays for the actual effort and materials consumed. - T&M contracts are suitable when the project scope is not well-defined, and there is a need for flexibility to accommodate changes during the project. They are often used for services or work that is challenging to estimate upfront. - T&M contracts provide flexibility, but they can lead to cost overruns if not managed carefully. There is often a risk for the buyer in these contracts, as they don’t have a fixed price.3. Cost Reimbursable (CR) Contracts: - CR contracts involve the reimbursement of allowable costs incurred by the seller, plus an additional amount, usually a fee or profit, which is negotiated and included in the contract. - CR contracts are used when the project is highly uncertain, and the buyer needs the contractor to assume more risk. They are often employed in research and development projects or situations where the final project scope is not clear at the outset. - These contracts offer a higher degree of flexibility but can lead to cost overruns and potential conflicts if the costs are not closely monitored and controlled.Each contract type has its place in project management, and the choice of contract depends on factors such as the level of project scope definition, risk allocation preferences, and the desired degree of flexibility. Project managers and procurement professionals should carefully consider these factors when selecting the most appropriate contract type for a specific project.Reference: Process Group Practice Guide - Section 5.23 - Plan Procurement Management DomainProcess
Question 22:
Which name refers to the method used to shorten the schedule duration for the least incremental cost by adding resources?
Crashing
Fast tracking
Quickening
Scheduling
Correct answerCrashingFast trackingQuickeningSchedulingOverall explanationThe correct answer to the question is option A: Crashing. Let’s see why this is the correct answer and why options B, C, and D are incorrect.A. Crashing: - Crashing is a project schedule compression technique that involves adding additional resources to certain project activities to reduce their duration and expedite project completion. It aims to shorten the schedule duration for the least incremental cost. - The PMBOK Guide 7th Edition describes crashing as a time-cost trade-off strategy that focuses on identifying the critical path and then determining which activities on the critical path can benefit from resource optimization to speed up the project.Now, let’s explain why the other options are incorrect:B. Fast Tracking: - Fast tracking is another schedule compression technique, but it involves rearranging the sequence of project activities to overlap them, allowing some activities to start before their predecessors are complete. It does not involve adding resources to shorten activity durations, as mentioned in the question.C. Quickening: - “Quickening” is not a recognized project management term or technique in the PMBOK Guide or standard project management practices. This option does not relate to a valid project management concept.D. Scheduling: - “Scheduling” is a fundamental aspect of project management that involves creating a project schedule by defining activities, their sequence, and their timing. While scheduling is an essential project management function, it does not specifically refer to the method used to shorten a schedule by adding resources, as mentioned in the question.To further support the correctness of option A (Crashing), you can refer to the PMBOK Guide 7th Edition (Section 2.4 - Planning Performance Domain, Pg. 52), which provides detailed information on project schedule compression techniques, including crashing. Crashing is discussed in the context of project time management and is a recognized method for reducing project duration by allocating additional resources to specific activities in a cost-effective manner. It is a valuable tool in project management for managing project constraints and meeting tight deadlines.DomainProcess
Question 23:
While estimating project cost, schedule or resources, it’s important that you use estimation techniques to arrive at the required values. Each statistical estimate has a ‘central tendency’ attached to it. Which of the following is NOT a measure of central tendency of an estimate?
Mean
Median
Mode
Range
MeanMedianModeCorrect answerRangeOverall explanationOption 4. Range is a measure of ‘dispersion’, NOT central tendency. In projects you often use mean or median estimates to arrive at estimated values for your resources (cost, schedule etc.). It’s advised that you have some basic knowledge about this statistical principles when it comes to good project management capability. My role as your mentor for your PMP journey is NOT to prepare you only to pass an exam, but to build your overall capability as a project manager as well :)Mean, median, and mode are three common measures of central tendency used in statistics to describe the centre or typical value of a dataset. Here are their definitions:1. Mean: - The mean, also known as the average, is calculated by summing up all the values in a dataset and then dividing the sum by the total number of values. It is represented as: Mean = (Sum of all values) / (Number of values) - The mean provides a measure of central tendency by balancing the values above and below the centre. It is sensitive to outliers, which means that extreme values in the dataset can significantly impact the mean.2. Median: - The median is the middle value of a dataset when all the values are arranged in ascending or descending order. If the dataset has an even number of values, the median is calculated as the average of the two middle values. - Unlike the mean, the median is not affected by extreme values (outliers) because it focuses on the middle value(s) in the ordered dataset. It provides a measure of central tendency that represents the “typical” value of the dataset.3. Mode: - The mode is the value that appears most frequently in a dataset. A dataset can have one mode (unimodal), more than one mode (multimodal), or no mode if all values occur with the same frequency. - The mode provides information about the most frequently occurring value(s) in the dataset. It is especially useful for identifying common patterns or characteristics in categorical or discrete datasets.4. Range:- “Range” is a measure of dispersion that quantifies the spread or variability of a dataset. It is a straightforward and intuitive way to understand how much the values in a dataset differ from one another. The range is calculated as the difference between the maximum and minimum values in the dataset.In summary:- The mean is the average of all values and is sensitive to outliers.- The median is the middle value when the dataset is ordered and is not affected by outliers.- The mode is the most frequently occurring value(s) in the dataset and is suitable for categorical or discrete data.These measures of central tendency help statisticians and analysts understand the typical value or centre of a dataset, which is essential for summarizing and interpreting data.DomainProcess
Question 24:
While estimating project cost, schedule or resources, it’s important that you use estimation techniques to arrive at the required values. Each statistical estimate has a ‘dispersion’ associated with it. Which of the following is NOT a measure of ‘dispersion’ of an estimate?
Range
Standard deviation
Mean
Inter-quartile range
Variance
RangeStandard deviationCorrect answerMeanInter-quartile rangeVarianceOverall explanationOption 3: Mean is a measure of central tendency of a value, not dispersion. In projects you often use range, variance or standard deviation to know the accuracy of your estimates for your resources (cost, schedule etc.). It’s advised that you have some basic knowledge about these statistical principles when it comes to good project management capability.My role as your mentor for your PMP journey is NOT to prepare you only to pass an exam, but to build your overall capability as a project manager as well :)1. Range:”Range” is a measure of dispersion that quantifies the spread or variability of a dataset. It is a straightforward and intuitive way to understand how much the values in a dataset differ from one another. The range is calculated as the difference between the maximum and minimum values in the dataset.2. Standard Deviation:Standard deviation is a widely used measure of dispersion in statistics that quantifies the amount of variation or spread in a dataset. It provides a way to understand how individual data points in a dataset deviate from the mean (average) of the dataset. In other words, it measures the average distance between each data point and the mean.4. IQR:The interquartile range (IQR) is a measure of statistical dispersion or spread in a dataset. It specifically quantifies the range within which the middle 50% of the data values lie. The IQR is a robust measure of dispersion because it is less sensitive to extreme outliers compared to the range or standard deviation.5. Variance :Variance is a statistical measure of dispersion that quantifies how much individual data points in a dataset differ from the mean (average) of the dataset. It is a key component in the calculation of the standard deviation, which is a more common measure of dispersion.DomainProcess
Question 25:
The project _________________ phase determines if the business case is valid and if the organization has the capability to deliver the intended outcome. Fill in the blanks.
Design
Feasibility
Test
Build
DesignCorrect answerFeasibilityTestBuildOverall explanationThe correct answer to the question is option B: Feasibility. Let us understand why this is the correct answer and why options A, C, and D are incorrect.B. Feasibility: - The feasibility phase of a project is primarily focused on evaluating whether the project is viable and whether it should proceed. It assesses the business case’s validity and examines whether the organization has the capability to deliver the intended outcome. This phase involves analyzing technical, operational, economic, legal, scheduling, and other factors to determine if the project makes sense and is achievable.Now, let’s explain why the other options are incorrect:A. Design: - The design phase comes after the feasibility phase and focuses on developing detailed specifications, plans, and blueprints for the project. It is not primarily concerned with determining the project’s viability or business case.C. Test: - The test phase occurs later in the project life cycle and focuses on validating the functionality and quality of the project’s deliverables. It is not the phase where the project’s overall feasibility or business case is assessed.D. Build: - The build phase is part of the project execution phase and involves the actual construction or development of the project deliverables. It is not the phase where the project’s feasibility or business case is evaluated.The concept of the feasibility phase aligns with project management best practices and is an essential step in project initiation. It ensures that organizations make informed decisions about whether to proceed with a project, considering factors like cost, schedule, technical feasibility, and alignment with the organization’s strategic goals. This aligns with PMBOK principles of project initiation and planning, where project feasibility is a critical consideration before moving forward with the project.Reference: Process Group Practice Guide - Table 1.5 - Project Business DocumentsDomainProcess
Question 26:
The leadership style whereby each team member in a Project Management Office (PMO) contributes towards defining and measuring the objectives of the PMO is called?
Autocratic
Visionary
Democratic
Coercive
AutocraticVisionaryCorrect answerDemocraticCoerciveOverall explanationThe correct answer to the question is option C: Democratic. Let us understand why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.C. Democratic: - The term “Democratic” leadership style refers to a collaborative approach where team members actively participate in defining and measuring the objectives of the Project Management Office (PMO). This style encourages open communication, idea sharing, and consensus-building among team members. It aligns with principles of participatory decision-making and engagement in project management.Now, let’s explain why the other options are incorrect:A. Autocratic: - The autocratic leadership style involves a single leader or authority figure making decisions and setting objectives without much input or involvement from team members. It is the opposite of a democratic leadership style where team members actively participate in decision-making.B. Visionary: - The visionary leadership style is characterized by a leader who inspires and motivates team members by providing a compelling vision and direction. While a visionary leader can encourage engagement, it does not inherently involve team members actively defining and measuring the objectives of the PMO.D. Coercive: - The coercive leadership style relies on the use of authority, control, and even coercion to ensure that objectives are met. It is not conducive to team members actively participating in defining and measuring objectives, as it typically involves more top-down decision-making and enforcement.The concept of a democratic leadership style is aligned with modern leadership principles and is particularly relevant in the context of PMOs and project management. Involving team members in defining and measuring objectives can lead to increased ownership, commitment, and a better understanding of the PMO’s goals and direction, which can ultimately contribute to the success of the PMO and its projects.Reference: Process Group Practice Guide - Pg. 62 - Types of LeadershipDomainPeople
Question 27:
The _______________ consists of the longest sequence of activities from project start to finish that must be completed to ensure the project is finished by a certain time. Fill in the blanks.
Critical path
Critical route
Critical way
Critical direction
Correct answerCritical pathCritical routeCritical wayCritical directionOverall explanationOption 1. The critical path consists of the longest sequence of activities from project start to finish that must be completed to ensure the project is finished by a certain time. The Critical Path Method (CPM) is a project management technique used to schedule, analyze, and manage the activities required to complete a project. CPM helps project managers determine the most efficient sequence of activities and identifies the critical path, which is the longest sequence of dependent activities that determines the project’s minimum duration.Solving scenario-based questions on the concept of Critical Path Method is a very important topic for the PMP Exam.Note that in the PMP Exam, you would NOT be asked to calculate a critical path numerically or draw a network diagram by yourself. Instead, you will be provided with a CPM or Network Diagram scenario, based on which you would be asked to make a decision as part of the question. Hence, it’s very important that you understand the basic concept of critical path well.Watch my free tutorial video on YouTube to learn Critical Path Method the simplest way: https://youtu.be/RM7R_lNocT0Reference: Process Group Practice Guide: Pg. 262 - Critical Path MethodDomainProcess
Question 28:
You are leading a project as a project manager and one of your stakeholders sends you a request to change some items in the specification mid-way in the project. What step should you take now?
Tell the stakeholder that changes are not allowed
Perform integrated change management process
Escalate this to your project sponsor
Close the project
Tell the stakeholder that changes are not allowedCorrect answerPerform integrated change management processEscalate this to your project sponsorClose the projectOverall explanationThe correct answer to the question is option B: Perform integrated change management process. I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and project management principles.B. Perform integrated change management process: - In project management, changes to project scope or specifications are common. The integrated change management process involves a systematic approach to handling change requests. It typically includes steps such as: - Evaluating the impact of the proposed changes on project objectives, including scope, schedule, cost, and quality. - Assessing the risks and benefits associated with the changes. - Engaging relevant stakeholders to review and approve or reject change requests. - Implementing approved changes and updating project documents accordingly. - Communicating the decision to the stakeholder who requested the change. - This process ensures that changes are evaluated, documented, and controlled to minimize project risks and to maintain alignment with project objectives.Now, let’s explain why the other options are incorrect:A. Tell the stakeholder that changes are not allowed: - Flatly refusing changes is not a best practice in project management. Project managers should follow a structured change management process to assess the impact of changes and make informed decisions. Rejecting changes without evaluation can lead to stakeholder dissatisfaction and may not be in the best interest of the project.C. Escalate this to your project sponsor: - While project sponsors may be involved in the approval process for significant changes, it’s not the initial step in handling a change request. The project manager and the change control board typically evaluate and make recommendations regarding changes before escalation to the project sponsor.D. Close the project: - Closing the project is a premature and inappropriate response to a change request. Project closure is the final phase of the project life cycle and occurs after all project work is completed, all deliverables are accepted, and project objectives are met.In summary, option B (Perform integrated change management process) aligns with project management best practices and the PMBOK framework by emphasizing the importance of a structured approach to handling change requests. Project managers should assess the impact of changes, engage relevant stakeholders, and follow a defined process to maintain control over project scope and objectives.Watch my tutorial videos on YouTube on Perform Integrated Change Control (PICC) process: https://youtu.be/Dawt8dRlutIhttps://youtu.be/i0PE2j-n7MIReference: Process Group Practice Guide - Section 7.2 - PICCDomainProcess
Question 29:
Which is the ‘leadership mindset’ with which you should always approach a scenario based question in your PMP Exam, unless stated otherwise?
Autocratic Leadership
Transformational Leadership
Decentralized Leadership
Servant Leadership
Autocratic LeadershipTransformational LeadershipDecentralized LeadershipCorrect answerServant LeadershipOverall explanationServant leadership in the context of project management is a leadership approach that emphasizes the leader’s role in serving and supporting their team members to achieve project success. This leadership style is characterized by the leader’s focus on the well-being, growth, and development of team members while also prioritizing the project’s goals and objectives. Servant leadership is particularly relevant in project management because it promotes collaboration, communication, and a positive team environment, which are essential for project success.Key principles of servant leadership in project management include:1. Empowerment: Servant leaders empower team members by providing them with the autonomy to make decisions and take ownership of their work. This fosters a sense of responsibility and accountability, which can lead to improved project outcomes.2. Active Listening: Servant leaders actively listen to team members, taking their ideas, concerns, and feedback into account. This promotes open communication and helps address issues early in the project.3. Support: Servant leaders offer support, guidance, and resources to their team members. They help remove obstacles and provide the necessary tools and training to ensure team success.4. Servitude: Servant leaders lead by example, demonstrating a willingness to roll up their sleeves and work alongside the team when needed. They are not above performing tasks to support the project’s objectives.5. Building Trust: Through their consistent actions and integrity, servant leaders build trust with their team members. Trust is a critical component of successful project management and collaboration.6. Caring for Well-being: Servant leaders are genuinely concerned about the well-being and personal development of their team members. They understand that team members who feel valued and supported are more likely to be engaged and motivated.7. Long-Term Focus: Servant leadership emphasizes long-term success and sustainability. It’s not just about achieving the current project’s goals but also about developing a team that can excel in future projects.Servant leadership can lead to a more motivated and committed project team, improved collaboration, and a positive project culture. It aligns with agile project management principles, where collaboration, adaptability, and customer focus are highly valued. It is particularly beneficial in complex and dynamic project environments where flexibility and open communication are essential.Watch my tutorial video on YouTube for Servant Leadership: https://youtu.be/4Oa7oADVtsUReference: PMBOK 7th Edition - Section 2.2.1.2DomainPeople
Question 30:
Regarding the importance of Process Group Practice Guide® and PMBOK 7th Edition® for your PMP Exam, select the statement that is TRUE:
It is not required to study the Process Group Practice Guide® if one has a deep understanding of PMBOK 7th Edition®
The Process Group Practice Guide® and PMBOK 7th Edition® both are equally important for the PMP Exam
PMBOK 7th edition is for advance level project management and is not relevant for the PMP Exam
It is not important to read the Process Group Practice Guide® or the PMBOK 7th Edition® for the PMP Exam if I attend a 35 PDU course
It is not required to study the Process Group Practice Guide® if one has a deep understanding of PMBOK 7th Edition®Correct answerThe Process Group Practice Guide® and PMBOK 7th Edition® both are equally important for the PMP ExamPMBOK 7th edition is for advance level project management and is not relevant for the PMP ExamIt is not important to read the Process Group Practice Guide® or the PMBOK 7th Edition® for the PMP Exam if I attend a 35 PDU courseOverall explanationOption 2. Please bear in mind that Process Group Practice Guide and PMBOK 7th edition both are equally important for the PMP Exam. 50% of the exam is based on predictive project management techniques which highly derive from the Process Group Practice Guide. Also, key concepts of value driven project management and servant leadership principles are discussed in PMBOK 7th edition. Make use of the mapping document to read the important sections of PMBOK 7th edition which is important for the PMP Exam: https://drive.google.com/file/d/1AmO2aewIXxlQtX1jRr-eKnSt5h8KSF4S/view?usp=sharingNote that the process Group practice Guide is basically an abridged version of the PMBOK 6th Edition. When PMI, phased out the PMBOK 6th Edition, the summary of key points from that standard took place in the Process Group Practice Guide. Regardless of whether you have been enrolled in a 35 PDU course, you need to study both of these standards to perform well in the PMP Exam. DomainProcess
Question 31:
You are leading a project and few of your team members are having conflicts with each other. How should you resolve the conflict between them?
Pick a winner
Inform them that conflicts can result in disciplinary actions
Demonstrate servant leadership and try to arrive at a win-win situation for conflicts
Get yourself reassigned to another project
Pick a winnerInform them that conflicts can result in disciplinary actionsCorrect answerDemonstrate servant leadership and try to arrive at a win-win situation for conflictsGet yourself reassigned to another projectOverall explanationThe correct answer to the question is option C: Demonstrate servant leadership and try to arrive at a win-win situation for conflicts. I’ll explain why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.C. Demonstrate servant leadership and try to arrive at a win-win situation for conflicts: - Servant leadership is a leadership approach that emphasizes serving and supporting team members while addressing conflicts in a collaborative and constructive manner. It focuses on understanding the concerns of team members, facilitating communication, and finding mutually beneficial solutions (win-win situations) to conflicts. This approach promotes a positive team environment and can lead to the effective resolution of conflicts.Now, let’s explain why the other options are incorrect:A. Pick a winner: - Picking a winner in a conflict situation is not a recommended approach in project management. It does not address the underlying issues causing the conflict and can lead to dissatisfaction among team members. It does not align with the principles of collaboration and conflict resolution in the PMBOK.B. Inform them that conflicts can result in disciplinary actions: - Threatening team members with disciplinary actions is generally not a productive or effective approach to conflict resolution. It can create a hostile and uncooperative environment, making conflicts worse. A punitive approach is not in line with fostering a positive project culture.D. Get yourself reassigned to another project: - Project managers are responsible for addressing and resolving conflicts within their project teams. Avoiding the conflict by seeking reassignment is not a proactive or responsible approach. Project managers should actively work to manage and resolve conflicts to ensure project success.In project management, effective conflict resolution is vital for maintaining team cohesion, productivity, and project success. Servant leadership principles, which emphasize understanding, support, and collaboration, are aligned with the PMBOK framework’s guidance on conflict management and fostering a positive team environment. Project managers should aim to facilitate win-win solutions and address conflicts constructively to achieve project goals.Reference to PMBOK 7th Edition - Section 2.2.1.2DomainPeople
Question 32:
Which one of the following is an intrinsic factor that motivates the project team?
Bonus
Personal growth
Wages
Recognition by manager
BonusCorrect answerPersonal growthWagesRecognition by managerOverall explanationThe correct answer to the question is option B: Personal growth. I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.B. Personal growth: - Personal growth is an intrinsic factor that motivates the project team. Intrinsic motivation comes from within an individual and is driven by personal desires and needs for growth, development, and self-improvement. When team members have the opportunity to learn, develop new skills, and advance in their careers, they are often more motivated to contribute to the project’s success.Now, let’s explain why the other options are incorrect:A. Bonus: - Bonuses are typically extrinsic motivators, which means they are external rewards offered to team members for achieving specific goals or targets. While bonuses can motivate team members, they are not intrinsic factors but rather external incentives.C. Wages: - Wages represent the compensation or salary that team members receive for their work. Like bonuses, wages are considered external or extrinsic motivators, as they are financial rewards for the work performed, not intrinsic factors.D. Recognition by manager: - While recognition by a manager can be a motivational factor, it is an external or extrinsic factor. It involves external acknowledgment and appreciation for a job well done, rather than stemming from an individual’s internal desires for personal growth.In the context of project management, understanding the distinction between intrinsic and extrinsic motivation is essential for effective leadership and team management. Intrinsic motivation, such as the desire for personal growth and self-improvement, can lead to long-lasting and self-sustaining motivation among team members, contributing to higher job satisfaction and performance. Project managers can leverage intrinsic motivators to create a positive work environment and encourage team members to excel in their roles.Reference: PMBOK 7th Edition - Section 4.2.1 - Situational Leadership ModelsDomainPeople
Question 33:
Which is the official syllabus of the PMP Exam?
The Process Group Practice Guide
The PMBOK 7th Edition
The PMBOK 6th Edition
The PMP Examination Content Outline (ECO)
The Process Group Practice GuideThe PMBOK 7th EditionThe PMBOK 6th EditionCorrect answerThe PMP Examination Content Outline (ECO)Overall explanationOption 4. The PMP Examination Content Outline (ECO) is the official syllabus of the PMP Exam. Mind that the PMP Exam is not a test of PMBOK. The PMBOK 6th and 7th edition are two of the many resources that you should use to prepare for the PMP Exam. Link to PMP Exam ECO for 2022/23: https://bit.ly/372WVeMLink to additional references for PMP Exam recommended by PMI (read the footnote of this page very thoroughly): https://bit.ly/35x5XAqDomainProcess
Question 34:
___________________ in project management includes influencing, motivating, listening, enabling and other activities having to do with the project team. Fill in the blanks.
Planning
Motivation
Leadership
Management
PlanningMotivationCorrect answerLeadershipManagementOverall explanationThe correct answer to the question is option C: Leadership. I’ll explain why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.C. Leadership: - Leadership in project management encompasses a range of activities, including influencing, motivating, listening, enabling, and other actions related to guiding and supporting the project team. Effective leadership is vital for creating a positive project environment, aligning team members with project goals, and ultimately ensuring project success.Now, let’s explain why the other options are incorrect:A. Planning: - While planning is an essential aspect of project management, it primarily involves activities related to defining project scope, objectives, and activities, allocating resources, and scheduling. While planning may include elements of leadership, it is not synonymous with leadership as a whole.B. Motivation: - Motivation is an important aspect of leadership, but it represents just one component of leadership. Leadership encompasses a broader range of activities, including motivating the team, as mentioned in the question. Motivation is a part of the leadership role rather than its sole definition.D. Management: - Project management involves activities related to planning, executing, and controlling the project. Management encompasses tasks like managing the project schedule, budget, and resources, as well as monitoring progress and ensuring the project stays on track. While management may include elements of leadership, they are distinct concepts.In project management, effective leadership is crucial for guiding the team, resolving conflicts, communicating with stakeholders, and ensuring project objectives are met. It aligns with the PMBOK framework’s principles of leadership and stakeholder engagement, which emphasize the role of the project manager as a leader who influences and supports the team to achieve project success.Reference: PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadership DomainPeople
Question 35:
This document is a formal brief that describes your project in its entirety — including what the objectives are, how it will be carried out, and who the stakeholders are, high-level risks etc. What is this document called?
Project brief
Project summary
Project plan
Project charter
Project briefProject summaryProject planCorrect answerProject charterOverall explanationThe correct answer is D. Project Charter. Here’s an explanation of why, along with why the other options, A, B, and C, are incorrect:D. Project Charter: The project charter is a foundational document that formally authorizes the existence of a project. It provides a clear, high-level overview of the project’s objectives, purpose, scope, stakeholders, constraints, assumptions, and the authority granted to the project manager. The project charter is a key element in initiating a project, and it defines the project’s boundaries and initial framework. The PMBOK Guide highlights the importance of the project charter in the Initiating Process Group.A. Project Brief: While a project brief is an important document, it’s not synonymous with a project charter. A project brief typically provides a concise summary of the project’s goals, scope, and objectives. It might serve as an initial document that leads to the development of the project charter.B. Project Summary: A project summary, like a project brief, offers a concise overview of the project, but it doesn’t encompass all the elements and formal authorization provided by a project charter.C. Project Plan: The project plan is a comprehensive document that outlines the specific tasks, activities, schedules, resource allocation, and other detailed planning aspects of the project. It is developed after the project charter in the Planning Process Group, and it goes into greater detail than the project charter.In summary, the project charter is a crucial document in project management as it formally authorizes the project’s existence, defines its high-level objectives, and provides initial guidance. The other options, project brief, project summary, and project plan, are relevant documents but do not encompass all the elements and authority provided by the project charter.Reference: Process Group Practice Guide - Section 1.11 - Project CharterDomainProcess
Question 36:
________ provides the project manager and team with structure, processes, decision-making models, and tools for managing the project. Fill in the blanks.
Project objectives
Project governance
Project scope
Enterprise environmental factors
Project objectivesCorrect answerProject governanceProject scopeEnterprise environmental factorsOverall explanationThe correct answer is B. Project governance. Here’s an explanation of why, along with why the other options, A, C, and D, are incorrect:B. Project Governance: Project governance provides the project manager and the project team with the structure, processes, decision-making models, and tools for effectively managing the project. It defines the framework for decision-making, roles and responsibilities, and how the project will be executed and controlled. It helps ensure that the project aligns with the organization’s strategic objectives and follows established policies and procedures. Project governance is a critical aspect of project management and is emphasized in the PMBOK Guide.A. Project Objectives: While project objectives are a crucial component of a project and define what the project aims to achieve, they do not provide the overall structure, processes, and decision-making models needed for project management.C. Project Scope: Project scope defines the work that needs to be accomplished within the project, but it does not encompass the broader aspects of governance, such as decision-making processes and tools.D. Enterprise Environmental Factors: Enterprise environmental factors refer to external conditions and influences that can affect the project but do not directly provide the structure, processes, or decision-making models required for managing the project.In summary, project governance is essential for providing the overall structure and framework for effective project management, including decision-making models and tools. The other options, project objectives, project scope, and enterprise environmental factors, are important considerations but do not serve as the primary source of project management structure and processes.Reference: PMBOK 7th Edition - Page 11, Project GovernanceDomainBusiness Environment
Question 37:
Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes. Which of the following is NOT an example of External Environmental Factors for a project?
Marketplace conditions
Regulatory compliances
Commercial databases
Knowledge assets
Marketplace conditionsRegulatory compliancesCommercial databasesCorrect answerKnowledge assetsOverall explanationThe correct answer is D. Knowledge assets. Here’s an explanation of why, along with why the other options, A, B, and C, are incorrect:D. Knowledge assets: Knowledge assets refer to the internal knowledge, information, and intellectual property within the organization. These assets are typically under the organization’s control (often referred to as Organizational Process Assets or OPAs) and are not considered external environmental factors. They are valuable resources for the project but are not part of the external project environment.A. Marketplace conditions: Marketplace conditions are external environmental factors that can significantly impact a project. Factors such as market demand, competition, economic conditions, and customer preferences fall under this category.B. Regulatory requirements: Regulatory requirements are also external environmental factors that are often beyond the organization’s control. Projects need to comply with various regulations and standards, and changes in these requirements can affect project outcomes.C. Commercial databases: Commercial databases may contain external data that can influence a project. They are sources of information and can be used for market research, competitive analysis, and other project-related activities. These databases are external to the organization but are not typically considered environmental factors.In summary, knowledge assets are internal resources, while the other options (marketplace conditions, regulatory requirements, and commercial databases) are examples of external environmental factors that can impact a project’s success. It’s important for project managers to consider and adapt to these external factors in their project planning and execution.Reference: PMBOK 7th Edition - Page 17, Knowledge AssetsDomainBusiness Environment
Question 38:
__________ life cycle management is a comprehensive framework that software product companies like Microsoft, Apple, Google and Intel use to manage a software product through the phases of its development life cycle.
Product
Project
Program
Portfolio
Correct answerProductProjectProgramPortfolioOverall explanationThe correct answer is A. Product. Here’s an explanation of why, along with why the other options, B, C, and D, are incorrect:A. Product life cycle management: This term refers to the comprehensive framework used by software product companies (e.g., Microsoft, Apple, Google, Intel) to manage a software product throughout its development life cycle. Product life cycle management focuses on the stages of a product’s life, including planning, development, launch, maintenance, and eventual retirement. It is concerned with managing the product itself, ensuring it meets market needs, and evolves to remain competitive. This is distinct from project, program, or portfolio management.B. Project: Project management focuses on managing temporary endeavours with specific objectives, such as creating a unique product, service, or result. Projects have defined start and end points and are executed to achieve a specific goal. They are typically part of a product’s development life cycle but are not the same as product life cycle management.C. Program: Program management involves overseeing multiple related projects and initiatives that are grouped together to achieve strategic objectives. Programs are collections of projects managed to deliver benefits and control interdependencies.D. Portfolio: Portfolio management is the centralized management of one or more portfolios to achieve strategic objectives. A portfolio typically includes various programs and projects and aims to ensure that the organization invests in the right initiatives to achieve its strategic goals.In summary, the term “product life cycle management” specifically relates to the management of a software product through its development phases and is distinct from project, program, or portfolio management, which deal with different aspects of managing projects and initiatives within an organization. Therefore, option A is the correct answer in the context of managing software products.Reference: PMBOK 7th Edition - Section 2.5 Product management considerationsDomainProcess
Question 39:
________ act responsibly to carry out activities with integrity, care, and trustworthiness while maintaining compliance with internal and external guidelines. Fill in the blanks.
Leaders
Managers
Solicitors
Stewards
LeadersManagersSolicitorsCorrect answerStewardsOverall explanationThe correct answer is D. Stewards. Here’s an explanation of why option D is the correct answer, along with why options A, B, and C are incorrect:D. Stewards: Stewards act responsibly to carry out activities with integrity, care, and trustworthiness. Stewards are individuals who manage resources, assets, or processes while ensuring compliance with internal and external guidelines. Stewardship involves taking care of the resources and assets entrusted to them and acting in the best interests of stakeholders.A. Leaders: While leaders play a crucial role in guiding and influencing teams, leadership is a broader concept that encompasses various aspects of inspiring, motivating, and directing individuals or groups. Leadership involves setting a vision, making strategic decisions, and inspiring others to achieve common goals. While leaders should act with integrity, the term “leaders” does not specifically emphasize the role of responsible resource management and compliance as much as “stewards.”B. Managers: Managers are responsible for planning, organizing, and controlling resources to achieve specific objectives, including projects and operations. Effective management includes ensuring that activities are carried out with integrity and in compliance with guidelines. However, the term “managers” does not specifically emphasize the ethical and trustworthiness aspects as much as “stewards.”C. Solicitors: Solicitors are legal professionals who provide legal advice and representation. Their role is distinct from the concept of acting responsibly with integrity, care, and trustworthiness in a general business or organizational context.In summary, the term “stewards” best represents the idea of acting responsibly, with integrity, care, and trustworthiness while maintaining compliance with internal and external guidelines, making option D the correct answer in this context.Reference: PMBOK 7th Edition Section 3.1 - Be a diligent, respectful and caring stewardDomainPeople
Question 40:
Which one of the following elements may be found in a project governance framework?
Value assessment
Project evaluation
Project implementation
Project appraisal
Correct answerValue assessmentProject evaluationProject implementationProject appraisal Overall explanationThe correct answer is A. Value assessment. Here’s an explanation of why option A is the correct answer, along with why options B, C, and D are incorrect:A. Value assessment: Project governance frameworks often include elements related to value assessment. Value assessment involves evaluating the potential value, benefits, and return on investment (ROI) of a project. It helps in determining whether a project aligns with the organization’s strategic goals and whether it should be initiated, continued, or terminated. Value assessment is a critical part of project governance as it ensures that projects deliver value to the organization.B. Project evaluation: While project evaluation is an essential aspect of project management, it is not a specific element of project governance frameworks. Project evaluation typically occurs within the project management processes to assess project performance, deliverables, and outcomes. It helps project managers make informed decisions during project execution but is not a part of a project governance framework.C. Project implementation: Project implementation is the phase of project management where the project plan is executed to deliver the project’s objectives. While project governance may provide oversight and guidance, project implementation is not an element found within a project governance framework.D. Project appraisal: Project appraisal is a broader concept related to the assessment and evaluation of project proposals or ideas before they are selected for execution. Like value assessment, it plays a role in project selection and aligning projects with organizational goals. However, it is not typically included as a specific element within a project governance framework.In summary, a project governance framework may include elements related to value assessment to ensure that projects align with strategic goals and deliver value to the organization. This makes option A the correct answer in this context.Reference: PMBOK 7th Edition Section 2.2. - Organizational Governance SystemsDomainBusiness Environment
Question 41:
Which name refers to the kind of project coordination whereby project team members self-manage and are not controlled from above?
Team coordination
Self coordination
Decentralized coordination
Horizontal coordination
Team coordinationSelf coordinationCorrect answerDecentralized coordinationHorizontal coordinationOverall explanationThe correct answer is C. Decentralized coordination. Here’s an explanation of why option C is the correct answer, along with why options A, B, and D are incorrect:C. Decentralized coordination: Decentralized coordination refers to a form of project coordination where project team members have a high degree of autonomy and self-management. They are not controlled or managed from above by a central authority. Instead, team members collaborate, make decisions, and manage their work independently, often based on Agile or self-organizing principles. Decentralized coordination is commonly associated with Agile project management methods, where teams have the freedom to organize their work and make decisions.A. Team coordination: While team coordination is an essential aspect of project management, it does not specifically address the level of autonomy and self-management exhibited in decentralized coordination. Team coordination can occur in various project management approaches, but it may involve different levels of central control or hierarchy.B. Self coordination: “Self coordination” is a term that is not commonly used in project management to describe the concept of decentralized coordination. While self-management is a key component of decentralized coordination, the term “self coordination” is not a standard or recognized term in project management.D. Horizontal coordination: Horizontal coordination typically refers to coordination between various departments, teams, or stakeholders at the same organizational level. It does not necessarily relate to the level of autonomy and self-management exhibited by team members in decentralized coordination. Horizontal coordination is more about ensuring collaboration and communication across different organizational units.In summary, decentralized coordination is the term used to describe the kind of project coordination in which project team members self-manage and are not controlled from above, often associated with Agile and self-organizing teams. Therefore, option C is the correct answer in this context.Reference: PMBOK7th Edition Section 2.3 Pg. 12 (The Standard for Project Management)DomainPeople
Question 42:
Which review process involves evaluating the project’s performance and progress compared to the project and business documents?
Phase gate review
Project status update
Project value delivery
Project evaluation
Correct answerPhase gate reviewProject status update Project value deliveryProject evaluationOverall explanationThe correct answer is A. Phase gate review. Here’s an explanation of why option A is the correct answer, along with why options B, C, and D are incorrect:A. Phase gate review: Phase gate reviews are an essential part of project management, where the project’s performance and progress are evaluated at key phases or gates in the project life cycle. These reviews compare the project’s status, results, and deliverables to the project and business documents, including the project plan, requirements, and objectives. Phase gate reviews help ensure that the project aligns with its initial goals and that it’s on track to meet business objectives. This process is crucial for effective project governance and decision-making.B. Project status update: Project status updates typically involve providing stakeholders with information on the current state of the project, including progress, issues, and achievements. While project status updates are important for communication, they do not inherently involve an evaluation of the project’s performance against the original project and business documents.C. Project value delivery: Project value delivery focuses on the realization of value or benefits from the project’s outcomes. While value delivery is a critical aspect of project management, it doesn’t directly pertain to the process of evaluating a project’s performance against its initial documentation.D. Project evaluation: Project evaluation is a broad term and can encompass various assessments of a project, including assessing its performance, value, or other criteria. However, the term alone doesn’t specifically indicate a structured review process that compares project performance to project and business documents.In summary, a phase gate review is a formal review process that evaluates a project’s performance and progress in relation to the project and business documents, ensuring that it stays aligned with its initial objectives. Therefore, option A is the correct answer in this context.Reference: process Group Practice Guide - Section 1.7.3 - Phase GateDomainProcess
Question 43:
Which of the following statements does NOT define a ‘Project’?
A temporary endeavor with a beginning and an end
Creates a unique product service or result
Creates tangible value for customers in the end
Operates and maintains for operational excellence
A temporary endeavor with a beginning and an endCreates a unique product service or resultCreates tangible value for customers in the endCorrect answerOperates and maintains for operational excellenceOverall explanationThe correct answer is D. “Operates and maintains for operational excellence” does NOT define a ‘Project’. Here’s an explanation of why option D is the correct answer, along with why options A, B, and C are incorrect:A. A temporary endeavor with a beginning and an end: This statement correctly defines a project. Projects are temporary efforts with defined start and end dates.B. Creates a unique product, service, or result: This statement also accurately defines a project. Projects aim to deliver a unique outcome, such as a product, service, or result, that is distinct from ongoing operations.C. Creates tangible value for customers in the end: This statement is in line with the objectives of a project. One of the primary goals of a project is to create value for customers, either through tangible or intangible deliverables.D. Operates and maintains for operational excellence: This statement does not define a project. It describes ongoing operational activities or maintenance, which are not characteristics of a project. Projects have a finite duration and are not meant for continuous operations.In summary, option D is the correct answer because it describes activities related to operations and maintenance, which are distinct from the characteristics of a project. Projects are temporary endeavors that create unique outcomes, provide value, and have a specific start and end date. Therefore, option D does NOT define a ‘Project’ in the context of project management.Reference: Process Group Practice Guide - Section 1.2 - ProjectsDomainProcess
Question 44:
Match A, B, C to 1, 2, 3 based on the definitions:
1 - Project, 2 - Program, 3 - Portfolio
________________________________
A - A group of projects or programs related to the company’s vision and mission
B - A temporary endeavour creating tangible value for customers in the end
C - A group of related projects including other non-project/admin works
1-A, 2-B, 3-C
1-B, 2-C, 3-A
1-C, 2-B, 3-A
1-A, 2-C, 3-B
1-A, 2-B, 3-CCorrect answer1-B, 2-C, 3-A1-C, 2-B, 3-A1-A, 2-C, 3-BOverall explanationOption 2:1 - Project -> B - A temporary endeavour creating tangible value for customers in the end2 - Program -> C - A group of related projects including other non-project/admin works3 - Portfolio -> A - A group of projects or programs related to the company’s vision and missionProjects:A project is a temporary and unique endeavour with a specific start and end date, undertaken to create a distinct product, service, or result. Here are some key characteristics of projects:1. Temporary: Projects have a finite duration, and they are not meant to last indefinitely. They begin at a defined starting point and conclude when the project objectives are met, or when it’s no longer feasible to continue.2. Unique: Each project is different and aims to deliver something distinct. Projects are not routine operations; they are designed to address a specific need or opportunity.3. Scope: Projects have a defined scope, which outlines the specific goals, deliverables, and tasks that need to be accomplished within the project’s constraints4. Constraints: Projects operate within constraints such as time, cost, and resources. Project managers must balance these constraints to achieve the project’s objectives.5. Cross-Functional: Projects often involve team members from various disciplines who collaborate to achieve the project’s goals.6. Managed: Projects require effective project management to ensure they stay on track, adhere to the scope, and achieve their objectives.Programs:A program is a collection of related projects and ongoing operational work that are managed and coordinated together to achieve strategic objectives. Here are the key characteristics of programs:1. Strategic Alignment: Programs are aligned with an organization’s strategic goals. They help organizations achieve larger strategic objectives by coordinating multiple projects.2. Interdependencies: Programs involve projects that may have interdependencies and shared resources. Coordinating these elements is essential to the program’s success.3. Governance: Programs often have a higher level of governance and oversight to ensure that individual projects align with the overall program goals.4. Benefits Realization: Programs focus on benefits realization, ensuring that the combined outcomes of the projects contribute to strategic value.5. Longer-Term: Programs are typically longer-term than individual projects, as they involve the completion of multiple projects over time.6. Program Manager: Programs are managed by program managers, who oversee the coordination and alignment of the projects within the program.Portfolios:A portfolio is a collection of programs, projects, and other work that is managed as a group to meet strategic business objectives. Here are the key characteristics of portfolios:1. Strategic Alignment: Portfolios are directly linked to an organization’s strategic goals and priorities. They ensure that the organization invests in the right initiatives.2. Prioritization: Portfolios involve selecting and prioritizing programs and projects based on their potential to contribute to strategic objectives.3. Resource Allocation: Portfolios manage the allocation of resources, such as budget, personnel, and equipment, to various programs and projects.4. Risk Management: Portfolio management involves assessing and mitigating risks at a higher level, ensuring that the organization’s investments are aligned with its risk tolerance.5. Benefits Management: Portfolios focus on realizing the intended benefits and value from the combined efforts of programs and projects.6. Executive Leadership: Portfolio management is typically overseen by senior executives and leaders who make decisions about which programs and projects to invest in based on strategic priorities.In summary, projects, programs, and portfolios represent different levels of management and control within an organization. Projects are individual endeavours with defined objectives, while programs are collections of related projects and operational work aimed at achieving strategic goals. Portfolios encompass all the initiatives within an organization, aligning them with strategic objectives and managing resources and risks at a higher level. Together, they form a comprehensive framework for achieving an organization’s strategic vision.Reference: Process Group Practice Guide: Section 1.3 and Section 1.4DomainProcess
Question 45:
Which of the following options captures the 5 stages of Project Management process groups in their correct order?
Planning, Initiation, Monitoring & Controlling, Closeout, Execution
Initiation, Planning, Monitoring & Controlling, Closeout, Execution
Initiation, Planning, Execution, Monitoring & Controlling, Closeout
Initiation, Planning, Monitoring & Controlling, Execution, Closeout
Planning, Initiation, Monitoring & Controlling, Closeout, ExecutionInitiation, Planning, Monitoring & Controlling, Closeout, ExecutionCorrect answerInitiation, Planning, Execution, Monitoring & Controlling, CloseoutInitiation, Planning, Monitoring & Controlling, Execution, CloseoutOverall explanationOption C: The Process Group Practice Guide organizes the Project Management Processes into five groups: initiating processes, planning processes, executing processes, controlling processes, and closing processes.1. Initiation: In the initiation stage, the project is conceived, defined, and authorized. The main goal is to understand the project’s purpose, feasibility, and its alignment with organizational objectives. A project charter is typically created to define the project and establish its authority.2. Planning: During the planning stage, detailed planning and organization take place. Project objectives, scope, timelines, budgets, resources, and quality standards are defined. The project plan is developed, which serves as a roadmap for the project’s execution. Risk assessment and stakeholder engagement also occur in this phase.3. Execution: The execution stage involves putting the project plan into action. Resources are allocated, and the project team carries out the tasks as per the plan. Communication, procurement, and stakeholder management are essential elements in this phase. Regular status updates and tracking progress are part of execution activities.4. Monitoring & Controlling: In this stage, project performance is closely monitored against the project management plan. Any variances or issues are identified and corrective actions are taken. This stage ensures that the project stays on track and deviations are addressed promptly. It includes change management and quality control.5. Closeout: The final stage of project management is the closeout phase. Here, the project is formally completed and closed. This involves delivering the final product, obtaining acceptance from stakeholders, releasing resources, and documenting lessons learned. Administrative and contractual closure activities also take place in this stage.These stages provide a structured framework to manage a project effectively from its inception to its successful completion. Each stage has its specific tasks, goals, and outcomes to ensure that the project delivers the desired results.Reference: Process Group Practice Guide - Page 1, Introduction.DomainProcess
Question 46:
The ____________ is the ‘center of excellence’ of project management knowledge and provides the ‘best-in-class standards’ and methodologies for driving projects in an organization. Fill in the blanks.
Project Management Office (PMO)
Projects Standards Bureau (PSB)
Project Management Organization (PMO)
Projects Standards Agency (PSA)
Correct answerProject Management Office (PMO)Projects Standards Bureau (PSB)Project Management Organization (PMO)Projects Standards Agency (PSA)Overall explanationOption A, “Project Management Office (PMO),” is the correct answer for the following reasons, while options B, C, and D are incorrect:1. Project Management Office (PMO) Reference: In the context of project management, the PMO is widely recognized as a central authority or “center of excellence” responsible for standardizing and improving project management practices within an organization. PMOs are defined and extensively discussed in the Project Management Body of Knowledge (PMBOK) and the Agile Practice Guide as a key component for enhancing project management capabilities.2. Best-in-Class Standards and Methodologies: PMOs are responsible for defining and implementing best-in-class standards and methodologies for project management. They establish standardized processes, tools, and techniques that help drive projects more effectively. PMOs often promote consistency, knowledge sharing, and continuous improvement in project management practices.Now, let’s address why the other options are incorrect:B. Projects Standards Bureau (PSB) and D. Projects Standards Agency (PSA) are not commonly recognized terms or entities in the field of project management. These names do not align with the widely accepted concept of a PMO.C. “Project Management Organization (PMO)” is not the correct acronym for PMO in a project environment. PMO always relates to ‘Project Management Office’.In summary, the Project Management Office (PMO) plays a pivotal role in shaping and promoting project management standards and methodologies within an organization, making option A the most appropriate and recognized choice in the context of project management.Reference: PMBOK 7th Edition - Appendix X3 - PMODomainBusiness Environment
Question 47:
Match the characteristics of a Functional (A), Project-oriented (B), and Matrix (C) organization with their correct characteristics as depicted below (1, 2, 3):
1. This type of organization is bureaucratic and hierarchial with limited information sharing across departments. Employees generally report to the functional manager and prefer to work in silos
2. There is healthy information sharing across departments in this type of organization. Employees typically report to the functional manager (for daily administrative works) as well as the project manager (as a project resource with partial or full utilization)
3. Employees work on projects for the majority of their time and report to the project manager directly. When one project gets complete, they are reassigned to another project.
1-A, 2-B, 3-C
1-A, 2-C, 3-B
1-C, 2-B, 3-A
1-B, 2-A, 3-C
1-A, 2-B, 3-CCorrect answer1-A, 2-C, 3-B1-C, 2-B, 3-A1-B, 2-A, 3-COverall explanationOption 2: 1-A, 2-C, 3-BFunctional - This type of organization is bureaucratic and hierarchial with limited information sharing across departments. Employees generally report to the functional manager and prefer to work in silosMatrix - There is healthy information sharing across departments in this type of organization. Employees typically report to the functional manager (for daily administrative works) as well as the project manager (as a project resource with partial or full utilization)Project-oriented - Employees work on projects for the majority of their time and report to the project manager directly. When one project gets complete, they are reassigned to another project.Functional, matrix, and project-oriented organizations are distinct in terms of their key characteristics and structures:1-A. Functional Organization:- Functional Structure: In a functional organization, teams are structured based on specialized functions or departments (e.g., marketing, engineering, finance).- Clear Hierarchy: It follows a clear hierarchical structure with functional managers overseeing their respective areas.- Efficiency: This structure is efficient for routine operations, as it allows staff to develop expertise in their functional areas.- Limited Project Focus: Projects are typically secondary to the primary functions. Project managers have limited authority, and team members often report to their functional managers.2-C. Matrix Organization:- Matrix Structure: In a matrix organization, there’s a dual reporting structure where employees report to both a functional manager and a project manager.- Balanced Authority: Project managers and functional managers share authority, which can lead to power struggles.- Flexibility: Matrix organizations are flexible, as they can adapt to both ongoing functions and project-based work.- Team Duality: Team members must manage their responsibilities in both the functional area and on projects, which can be challenging.3-B. Project-Oriented Organization:- Project-Centric: Project-oriented organizations are highly focused on projects as their primary mode of operation.- Temporary Teams: Cross-functional project teams are formed for the duration of projects, and they disband once projects are completed.- Project Managers in Charge: Project managers have significant authority and responsibility for delivering successful projects.- Customer-Centric: The structure is often chosen when projects are the core of the business, and customer satisfaction is paramount.Key differences among these structures include the balance between functional and project work, the degree of authority given to project managers, and the overall focus of the organization. The choice of structure depends on the organization’s objectives, industry, and the nature of its work.Reference: Process Group Practice Guide - Section2.5.1 - Organisational Structure TypesDomainPeople
Question 48:
_________ would include anything the organization has acquired that you can use in the management of the project. They include formal and informal plans, policies, procedures, and guidelines. These are very important for the planning stage, irrespective of the nature of the project. Fill in the blanks.
Organizational Process Assets (OPAs)
Lessons Learned Register (LLR)
Organizational Strategy Documents (OSDs)
Learn From Experience (LFE) documents
Correct answerOrganizational Process Assets (OPAs)Lessons Learned Register (LLR)Organizational Strategy Documents (OSDs)Learn From Experience (LFE) documentsOverall explanationOption A, “Organizational Process Assets (OPAs),” is the correct answer because it aligns with a fundamental concept in project management, referring to the assets and knowledge resources that an organization has acquired over time. These assets can significantly influence and inform project management activities, including planning. Here’s an explanation of why the other options are incorrect:- B. Lessons Learned Register (LLR): While lessons learned are essential for continuous improvement and can be part of organizational process assets, they are more focused on post-project reviews and capturing insights for future projects. Lessons learned are typically used after a project’s closure to improve future endeavors rather than as input for planning a new project.- C. Organizational Strategy Documents (OSDs): Organizational strategy documents typically encompass high-level plans and strategies for the entire organization, rather than the specific guidance and processes that aid in project management. While organizational strategy may guide project selection, it does not constitute detailed assets that assist with project planning.- D. Learn From Experience (LFE) documents: “Learn From Experience” documents are not a recognized term in project management. They do not describe the established concept of organizational process assets. The term is vague and not standard in project management literature or the PMBOK Guide.Organizational Process Assets (OPAs) include important elements like policies, procedures, templates, historical project data, and other knowledge resources that serve as valuable inputs when planning and executing projects. They help ensure consistency, efficiency, and alignment with the organization’s standards and historical best practices. Therefore, option A correctly identifies the term used for these assets in project management.Reference: Process Group Practice Guide - Section 2.2. - OPADomainProcess
Question 49:
Which of the following diagrams represents the TRIPLE CONSTRAINT framework in Project Management?
A
B
C
D
Correct answerABCDOverall explanationThe triple constraint, also known as the project management triangle, is a fundamental concept in project management. It represents the three key factors that are interrelated and impact the success of a project. These three factors are:1. Scope: This represents the project’s objectives, deliverables, and work required to achieve the desired outcomes. A well-defined scope ensures that the project team knows what needs to be accomplished.2. Schedule: Schedule (or time) refers to the project schedule and the deadlines associated with completing various project activities and milestones. It’s important to complete the project on time to meet stakeholder expectations.3. Cost: Cost involves the budget allocated for the project, including expenses related to resources, materials, and other project costs. Staying within the budget is essential for project success.The triple constraint concept emphasizes that any change to one of these factors will impact the other two. For example, if you decide to add more features (scope) to a project, it may increase the project’s duration (time) and cost. If you want to complete the project more quickly (time), it may require additional resources or incur extra costs (cost).Project managers must carefully balance these constraints to meet project objectives and stakeholder expectations. Changes to one constraint often necessitate adjustments to the others to maintain equilibrium. Effective project management involves managing and optimizing the triple constraint throughout the project’s life cycle.Reference: You will not find this term in PMBOK 7th Ed. or Process Group practice Guide. But, please note that the PMP Exam is an overall exam on Project Management and this concept is important for you to know as a student in project management. DomainProcess
Question 50:
What should be the primary motivator for an aspirant willing to take up the PMP Exam Certification Exam?
This is the final question for your Warm-up Quiz.
Please remember to review your responses at the end of the test by using the REVIEW QUESTIONS option at the end of the test on the RESULTS SCREEN.
Remember, the key to a good preparation is analysing your practice test responses and correcting your gaps accordingly. This is a key part of your learning process which will enable you to reflect upon your competency and refine your understanding of specific areas within the syllabus.
A kind review and positive rating for this course would be very much appreciated :)
Now, all the best with with your question ‘review & analysis’ exercise!
More salary
Higher promotion
Ability to switch jobs
Become a better project manager
More salaryHigher promotionAbility to switch jobsCorrect answerBecome a better project managerOverall explanationOption 4. Becoming a better project manager by building your subject mastery around the topic should be the sole reason why someone should take up the PMP certification exam. Salary, promotion, job opportunities should be extrinsic or secondary motivators. As your mentor, I would always recommend you focus on building your subject & systems mastery around project management topics. If you make yourself worth it, job offers, salary, promotions would follow you…instead of you following them. If you consider salary or promotion as your primary reason to go for the exam, it will not be long before you start losing your motivation and energy to give your best to pass the exam.So, with that expectation setting done now, let’s move on to Practice Test-2. All the best :)DomainPeople
Question 1:
The Kanban method is a holistic framework for incremental, evolutionary processes and systems change for the organization. The method uses a ‘pull system’ to move the work through the process. Which of the following THREE CHOICES are the defining principles of the Kanban process?
Start with current state
Encourage acts of leadership at all levels
Agree to pursue incremental, evolutionary change
Single code-based solutions
Use of timeboxed iterations
Correct selectionStart with current stateCorrect selectionEncourage acts of leadership at all levelsCorrect selectionAgree to pursue incremental, evolutionary changeSingle code-based solutionsUse of timeboxed iterationsOverall explanationIn the context of the Kanban method, options A, B, and C are the correct defining principles, while options D and E are incorrect. Let’s break down each option to understand why:A. Start with current state: - This is a defining principle of the Kanban method. Kanban encourages organizations to start with their current processes and visualize the workflow, making incremental improvements over time. This principle aligns with the concept of “starting where you are,” which is a fundamental aspect of the Kanban approach to change.B. Encourage acts of leadership at all levels: - This is another defining principle of Kanban. It emphasizes that leadership and decision-making should not be restricted to just a few individuals in management roles. Instead, leadership can emerge at all levels of the organization, promoting a culture of continuous improvement and collaboration. This principle reflects the core philosophy of empowering team members to take ownership and make decisions.C. Agree to pursue incremental, evolutionary change: - This principle is essential to Kanban. It signifies that organizations should agree to make changes gradually and in an evolutionary manner. Kanban is not about making large, disruptive changes but rather about small, continuous improvements. This principle supports the idea of managing change in a way that minimizes disruptions and encourages adaptability.Now, let’s look at the incorrect options:D. Single code-based solutions: - This option is not a defining principle of the Kanban method. Kanban is not specific to code-based solutions; it can be applied to various types of work, including software development, manufacturing, and other knowledge work. The focus of Kanban is on managing and optimizing the flow of work through the system, not on the specific type of work being done.E. Use of timeboxed iterations: - Timeboxed iterations are more commonly associated with Agile methodologies like Scrum, not with the Kanban method. Kanban is based on a continuous flow system, where work items are pulled through the process as capacity allows, rather than being confined to fixed timeboxes (sprints). Kanban does not prescribe the use of timeboxed iterations as a fundamental principle.In the Project Management Body of Knowledge (PMBOK) framework, the Kanban method is considered an Agile and Lean approach that promotes incremental and evolutionary changes, visualizing work, and optimizing workflows. It is characterized by a pull system, as described in option A, which is one of the defining principles of Kanban. Options B and C are also in line with the core principles of Kanban, promoting leadership at all levels and incremental, evolutionary change. Kanban is not limited to code-based solutions or timeboxed iterations, as suggested by options D and E, making them incorrect in the context of the Kanban method.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesLink to Agile Practice Guide: Section 2.3 - Lean and the Kanban MethodDomainProcess
Question 2:
Agile project management methodology emphasizes early value creation. However, this accelerated delivery might not suit some organizations due to insufficient organizational structure and the inability to accommodate rapid delivery. If an organization is averse to early value creation, which of the following risks becomes more likely to occur?
Story points increase exponentially in each backlog
Project costs skyrocket
Too many instances of scope creep make the base scope unmanageable
Targeted ROI is delayed
Story points increase exponentially in each backlogProject costs skyrocketToo many instances of scope creep make the base scope unmanageableCorrect answerTargeted ROI is delayedOverall explanationThe correct answer to the given question is option D: “Targeted ROI is delayed.”Let’s break down each option to understand why D is the correct choice and why the other options (A, B, and C) are incorrect:A. Story points increase exponentially in each backlog: - Story points are a measure used in Agile project management to estimate the effort required for tasks. While the increase in story points could indicate a problem, it does not necessarily relate to the organization’s aversion to early value creation. Story point fluctuations can happen in Agile projects, but they may not directly lead to the delay of ROI.B. Project costs skyrocket: - While project costs can certainly increase, the relationship between an organization’s aversion to early value creation and skyrocketing costs is not explicitly mentioned. The increase in costs may not necessarily be a direct result of an aversion to early value creation, and it doesn’t address the question’s focus on the specific risk.C. Too many instances of scope creep make the base scope unmanageable: - Scope creep is a common risk in project management, and it can certainly make the base scope unmanageable. However, the question is primarily about the organization’s aversion to early value creation and its impact on specific risks. While scope creep can be detrimental to a project, it’s not directly related to the delay of ROI resulting from such aversion.D. Targeted ROI is delayed: - This option is the correct answer. When an organization is averse to early value creation, it may prefer traditional project management approaches with longer development cycles. This delay in delivering value can directly impact the Return on Investment (ROI) because the organization will not start realizing returns on its investment until much later in the project’s lifecycle. This aligns with the concept of ROI and how an organization’s preference for delayed value creation can impact the project’s financial success.In the Project Management Body of Knowledge (PMBOK) framework, the importance of aligning project management methodologies with an organization’s structure and objectives is emphasized. Agile methodologies focus on delivering value early, while traditional approaches may have longer delivery cycles. This misalignment between an organization’s preference for delayed value creation and Agile methodologies can result in a delayed ROI, which is a recognized risk in project management.Therefore, option D is the correct choice as it directly addresses the specific risk associated with an organization’s aversion to early value creation.Link to new ECO: Domain 1, Task 6: Build a Team.Link to Agile Practice Guide: Section 2.2 Agile Manifesto and MindsetDomainPeople
Question 3:
You are a project manager for a flow-based agile project which deals with the development of an Android+ i-OS app to order medicines at home for elderly individuals. Which of the following statements is true for a flow-based agile project?
Each timebox is the same size. Each timebox results in working tested features
Each timebox duration is different and flows in the timebox depends on the number of features in the WIP limit
Each timebox duration is dependent on the discretion of the Scrum Master
Each timebox duration depends on the nature of execution of the previous sprint
Each timebox is the same size. Each timebox results in working tested featuresCorrect answerEach timebox duration is different and flows in the timebox depends on the number of features in the WIP limitEach timebox duration is dependent on the discretion of the Scrum MasterEach timebox duration depends on the nature of execution of the previous sprintOverall explanationThe correct answer to the given question is option B: “Each timebox duration is different, and flows in the timebox depend on the number of features in the WIP limit.”Let’s break down each option to understand why option B is correct and why the other options (A, C, and D) are incorrect:A. Each timebox is the same size. Each timebox results in working tested features: - This statement does not align with the characteristics of a flow-based agile project. In flow-based approaches, such as Kanban, timeboxes are not typically used. Timeboxes are more common in iterations or sprints in other agile methodologies like Scrum. Flow-based projects focus on the continuous flow of work based on work-in-progress (WIP) limits and do not enforce fixed timeframes like sprints.C. Each timebox duration is dependent on the discretion of the Scrum Master: - This statement is incorrect for flow-based agile projects. In flow-based methodologies like Kanban, timebox durations are not determined by the Scrum Master or any single individual’s discretion. Instead, timebox durations can vary based on the nature of the work and the WIP limits set for the workflow stages. The team collectively manages and adjusts the timeboxes based on the workflow’s needs.D. Each timebox duration depends on the nature of execution of the previous sprint: - This statement is more in line with the practices of iterative and timeboxed methodologies like Scrum, where the duration of timeboxes (sprints) may be influenced by the outcome of the previous sprint. However, it is not a characteristic of flow-based agile projects. Flow-based projects do not have fixed sprint durations based on previous sprint outcomes.Option B aligns with the concepts of flow-based agile project management, where the duration of timeboxes (if used) can be flexible and is often determined by the number of features or tasks within the WIP limit. The focus is on maintaining a smooth flow of work, adjusting the duration as necessary to optimize the process.In the Project Management Body of Knowledge (PMBOK) and the Agile Practice Guide, the characteristics of different agile methodologies are described, and the use of timeboxes and WIP limits in flow-based approaches is emphasized. Flow-based agile methods, such as Kanban, are well-suited for continuous delivery and do not prescribe fixed timebox durations, as found in Scrum. Therefore, option B is the correct choice for a flow-based agile project dealing with the development of an Android and iOS app for ordering medicines for elderly individuals.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Figure 3.5 (Flow based agile life cycles)DomainProcess
Question 4:
Match the name of the following commonly used AGILE approaches (1, 2, 3, 4, 5) with their key characteristics/definitions (A, B ,C, D, E) Note: In your PMP Exam, you will be required to drag & drop boxes containing the options below to match them accordingly.
1. Scrum
2. XP
3. DSDM
4. Kanban
5. Disciplined Agile
___________________________________
A. It is known for its emphasis on constraint-driven delivery. It fixes cost, quality, and time at the outset and uses the MoSCoW prioritization of scope into musts, shoulds, coulds and won’t haves to adjust the project deliverable to meet the stated time constraint.
B. It is a process decision framework that integrates several agile best practices into a comprehensive model. It was designed to offer a balance between popular agile methods deemed to be either too narrow in focus or too prescriptive in detail.
C. It is an iterative and incremental agile software development framework for managing software projects and product or application development. Its focus is on “a flexible, holistic product development strategy where a development team works as a unit to reach a common goal” as opposed to a “traditional, sequential approach”
D. It is a software development method based on frequent cycles to increase responsiveness towards customer’s changing requirements. It advocates frequent “releases” in short development cycles, which is intended to improve productivity and introduce checkpoints where new customer requirements can be adopted. ‘Programming in pairs’ is a key characteristic of this methodology.
E. It has been derived from the lean philosophy of JIT. Unlike most agile approaches, this does not prescribe the use of timeboxed iterations. It allows the continuous flow of work pulled from the changing customer needs thus focusing on continuous delivery.
_____________________________________
1-D, 2-C, 3-B, 4-E, 5-A
1-A, 2-B, 3-C, 4-E, 5-D
1-C, 2-D, 3-A, 4-E, 5-B
1-D, 2-C, 3-A, 4-E, 5-B
1-D, 2-C, 3-B, 4-E, 5-A1-A, 2-B, 3-C, 4-E, 5-DCorrect answer1-C, 2-D, 3-A, 4-E, 5-B1-D, 2-C, 3-A, 4-E, 5-BOverall explanationOption 3: It is very important that you understand the definitions and key characteristics of the different agile methodologies. Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices Scrum: It is an iterative and incremental agile software development framework for managing software projects and product or application development. Its focus is on “a flexible, holistic product development strategy where a development team works as a unit to reach a common goal” as opposed to a “traditional, sequential approach” XP: It is a software development method based on frequent cycles to increase responsiveness towards customer’s changing requirements. It advocates frequent “releases” in short development cycles, which is intended to improve productivity and introduce checkpoints where new customer requirements can be adopted. ‘Programming in pairs’ is a key characteristic of this methodology. DSDM: It is known for its emphasis on constraint-driven delivery. It fixes cost, quality and time at the outset and uses the MoSCoW prioritization of scope into musts, shoulds, coulds and won’t haves to adjust the project deliverable to meet the stated time constraint. Kanban: It has been derived from the lean philosophy of JIT. Unlike most agile approaches, this does not prescribe the use of timeboxed iterations. It allows the continuous flow of work pulled from the changing customer needs thus focusing on continuous delivery. Disciplined Agile: It is a process decision framework that integrates several agile best practices into a comprehensive model. It was designed to offer a balance between popular agile methods deemed to be either too narrow in focus or too prescriptive in detail. Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive) Link to Agile Practice Guide: Figure A3-5 (DSDM), Section A3.3 (XP), Section A3.4 (Kanban), Section A3.2 (Scrum), Section A3.14 (Disciplined Agile)DomainProcess
Question 5:
You are developing a new agile team to start work on an infrastructure development project. Which of the following attributes are NOT a key attribute for a successful Agile Team:
Mixed team of generalists and specialists
Stable work environment
Colocation or ability to manage any location changes
Ability to question every change request as per project scope
Mixed team of generalists and specialistsStable work environmentColocation or ability to manage any location changesCorrect answerAbility to question every change request as per project scopeOverall explanationThe correct answer to the given question is option D: “Ability to question every change request as per project scope.”Let’s break down each option to understand why option D is correct and why the other options (A, B, and C) are incorrect:A. Mixed team of generalists and specialists: - This is considered a key attribute for a successful Agile team. In Agile project management, having a mix of generalists and specialists within the team allows for greater flexibility and adaptability to changing project requirements. Generalists can work on a variety of tasks, while specialists bring in-depth expertise in specific areas. This diversity is valuable in addressing project needs efficiently.B. Stable work environment: - Stability is essential for Agile teams to work effectively. A stable work environment ensures that the team can focus on delivering value without constant disruptions. It supports the Agile principle of “sustainable pace,” which encourages a steady workflow and avoids excessive work-in-progress.C. Colocation or the ability to manage any location changes: - While colocation (team members working in the same physical location) is considered an advantage for Agile teams, modern Agile practices also recognize the need for distributed teams and the ability to manage location changes effectively. Agile teams may use tools and techniques to collaborate and coordinate work, even when team members are not colocated. The ability to manage location changes is a key attribute to ensure adaptability in the team.D. Ability to question every change request as per project scope: - This is the correct answer. Agile teams do not typically question every change request as per the project scope. Agile methodologies, such as Scrum or Kanban, embrace change and prioritize customer collaboration. While changes should be assessed for their impact on project goals and priorities, Agile teams are generally open to change and flexible in responding to customer needs. Rigorously questioning every change request may contradict the Agile principle of responding to change over following a plan, as outlined in the Agile Manifesto.In the Project Management Body of Knowledge (PMBOK) and the Agile Practice Guide, Agile principles and values emphasize collaboration, customer satisfaction, and the ability to adapt to changing requirements. Agile teams work closely with stakeholders and prioritize delivering value to customers. While they may have a project scope and defined objectives, they also embrace change and are open to modifying their plans to meet customer needs. Option D contradicts this Agile philosophy by suggesting a strict approach to change requests, making it the correct choice as an attribute that is not a key attribute for a successful Agile team.Link to new ECO: Domain 1, Task 2: Lead a teamLink to Agile Practice Guide: Attributes of a successful agile team (Pg. 39-40)DomainPeople
Question 6:
You are a project manager involved in the very early stages of a project to help the team define the correct execution strategy. The project aims to build a multi-storey residential apartment on a plot as per the approved design by the municipality. The goal of the project is to deliver it on timekeeping costs within budget. Also, the expectation from the client is not to deviate at all from the approved design. Which project management methodology is best prescribed for this scenario?
Agile
Predictive
Incremental
Iterative
AgileCorrect answerPredictiveIncrementalIterativeOverall explanationThe correct answer to the given question is option B: “Predictive.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. Agile: - Agile methodologies, such as Scrum or Kanban, are known for their adaptability, collaboration with clients, and the ability to embrace changing requirements. In the scenario described, the client’s expectation is not to deviate at all from the approved design. Agile is not well-suited for projects with strict requirements and minimal change tolerance. Agile works best in situations where requirements are expected to evolve over time and where clients are open to changes based on feedback and collaboration.C. Incremental: - Incremental project management involves breaking down a project into smaller increments, with each increment building upon the previous one. While it offers some flexibility, it may not be the best choice for a project where the client expects zero deviation from the approved design. Incremental methodologies still allow for some changes and adaptations in each increment.D. Iterative: - Iterative project management involves repeated cycles or iterations, allowing for refinements and adjustments. Like incremental methods, it allows for some level of change and refinement. In the scenario described, the client’s expectation is to not deviate at all from the approved design, making an iterative approach less suitable.B. Predictive: - Predictive methodologies, often referred to as traditional or waterfall approaches, are characterized by well-defined requirements, a structured project plan, and a focus on delivering the project according to the initial scope. This aligns with the scenario where the client expects no deviation from the approved design. Predictive methods are suitable for projects with fixed requirements and a need to deliver on time and within budget.In the Project Management Body of Knowledge (PMBOK) framework, the choice of project management methodology should align with the project’s specific needs, including the project’s scope and client expectations. In a scenario where the client expects no deviation from the approved design and the project goal is to deliver on time and within budget, a predictive methodology is the most appropriate choice. Predictive methods allow for precise planning and execution to meet the predefined scope and client requirements.Therefore, option B (Predictive) is the best-prescribed methodology for the scenario described in the question.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Process Group Practice Guide: Predictive Life Cycles (Pg. 14-16, 336)DomainProcess
Question 7:
Tony is a project manager for an R&D project that involves team members of different ethnicity. He is very keen on creating a closely-knit team. The first thing he should do as a part of the team-building activity within the members is to have a:
Risk Management training
Cultural integration training
Quality Management training
Stakeholder Analysis
Risk Management trainingCorrect answerCultural integration trainingQuality Management trainingStakeholder AnalysisOverall explanationThe correct answer to the given question is option B: “Cultural Integration Training.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. Risk management training: - Risk management training is important in project management, but it is not the first thing Tony should do to create a closely-knit team in the context of a diverse team. While risk management is vital, it does not directly address the need for team-building and cultural integration.C. Quality management training: - Quality management training is essential for ensuring the project’s deliverables meet the required standards. However, it is not the first step in building a closely-knit team with diverse members. Quality management primarily focuses on processes and product quality, whereas team-building activities should focus on interpersonal relationships and understanding diverse cultural backgrounds.D. Stakeholder analysis: - Stakeholder analysis is a crucial project management process, but it is not a direct team-building activity. It involves identifying, analyzing, and understanding the project’s stakeholders, including their needs and influence. While stakeholder analysis is important, it is not the first activity to promote team cohesion among diverse team members.B. Cultural Integration Training: - This is the correct answer. Cultural integration training involves educating team members about different cultural backgrounds, customs, and values. It helps team members understand and respect one another’s differences, promoting effective communication and collaboration. Building a closely-knit team in a diverse environment often begins with cultural integration training to foster mutual understanding and harmony among team members.In the Project Management Body of Knowledge (PMBOK) framework and the context of team development, it is important to recognize the significance of creating a positive team environment and promoting effective communication, especially in diverse teams. Cultural integration training aligns with the concept of building high-performing teams by addressing cultural differences and promoting inclusivity and respect among team members.Therefore, in this scenario, option B (Cultural Integration Training) is the most appropriate and effective step for Tony to take as part of his team-building activities to create a closely-knit team with diverse team members.Link to new ECO: Domain 1, Task 3: Support team performanceLink to Process Group Practice Guide: Building and Managing Teams - Pg. 150-151.DomainPeople
Question 8:
A construction project is ready for closure but a vendor claims that they have not received the payment for a particular delivery yet. You check the invoice and find out that it was approved and sent for payment to the finance dept. You check with the finance dept. and they tell you that the vendor had made some mistake in calculating the tax in the invoice. You want to close the project quickly because your sponsor is pushing you to take up another project soon. What should you do?
Tell the vendor to sort it out with the finance dept. and you take up the new project
Close the project since you had already found out that invoice was approved. It is the vendor’s problem if they had made mistake in calculating tax
Ask support from the finance dept. to help the vendor submit a new invoice with correct tax structure and delay the project closure till this issue is solved
Onboard your sponsor about the situation and obtain his approval to close the project and move to the new project
Tell the vendor to sort it out with the finance dept. and you take up the new projectClose the project since you had already found out that invoice was approved. It is the vendor’s problem if they had made mistake in calculating taxCorrect answerAsk support from the finance dept. to help the vendor submit a new invoice with correct tax structure and delay the project closure till this issue is solvedOnboard your sponsor about the situation and obtain his approval to close the project and move to the new projectOverall explanationThe correct answer to the given question is option C: “Ask support from the finance dept. to help the vendor submit a new invoice with the correct tax structure and delay the project closure until this issue is resolved.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Tell the vendor to sort it out with the finance dept and you take up the new project: - This option may expedite your ability to start a new project, but it does not address the issue of the incorrect tax calculation on the invoice. It is not a responsible approach to pass the problem to the vendor when it was a mutual mistake. It’s important to resolve the issue correctly and fairly.B. Close the project since you had already found out that the invoice was approved. It is the vendor’s problem if they had made a mistake in calculating tax: - Closing the project without addressing the issue is not a responsible course of action. It’s important to ensure that all financial matters are settled correctly. Ignoring the vendor’s claim could lead to disputes, damage vendor relationships, and potentially harm the project’s reputation.C. Ask support from the finance dept. to help the vendor submit a new invoice with the correct tax structure and delay the project closure until this issue is solved: - This is the correct answer. It involves responsible project management. Addressing the issue with the finance department and working with the vendor to correct the invoice is the most appropriate course of action. Delaying the project closure until the issue is resolved ensures that all financial matters are settled correctly, preventing potential disputes and maintaining positive vendor relationships.D. Onboard your sponsor about the situation and obtain his approval to close the project and move to the new project: - While it’s important to communicate with the sponsor, especially in significant project decisions, prematurely closing the project without addressing the vendor’s claim is not a responsible approach. Sponsors generally expect that project financial matters are resolved appropriately.In the Project Management Body of Knowledge (PMBOK) framework, it is important to ensure that all project closure activities are conducted accurately, including resolving financial issues. Closing a project with outstanding financial disputes can lead to problems and complications. Good project management practices require addressing and resolving these issues before closing the project.Therefore, option C is the correct choice, aligning with responsible project management practices and ensuring the accurate and fair resolution of financial matters before closing the project.I would strongly recommend checking my tutorial video on SERVANT LEADERSHIP on YouTube to understand the subject even better: https://youtu.be/4Oa7oADVtsULink to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to Process Group Practice Guide: Servant leadership (Pg. 62)DomainPeople
Question 9:
The type and number of project phases in a project life cycle depend upon many variables, primarily among them the delivery cadence and the development approach. In the following diagram (which signifies the stages of a predictive life cycle) identify the phase where: project deliverables are put into use and transitional activities required for sustainment, benefits realization, and organizational change management are completed.
In a ‘hotspot’ type question in your PMP Exam, you will be expected to click on the textbox in the diagram below which has the correct answer.
Feasibility
Design
Build
Test
Deploy
Close
FeasibilityDesignBuildTestCorrect answerDeployCloseOverall explanationOption 5: Deploy. This is the phase in a predictive project life cycle where project deliverables are put into use and transitional activities required for sustainment, benefits realization, and organizational change management are completed. A predictive life cycle project, often associated with traditional project management methodologies, is characterized by a well-defined sequence of phases. These phases are typically executed in a linear fashion, with each phase building on the deliverables of the previous one. Let’s explore each of these phases in the context of delivery cadence and development approach:1. Feasibility: - Feasibility is the initial phase of a predictive life cycle project. In this phase, the project is initiated, and the feasibility of the project’s success is assessed. This phase is typically conducted before committing significant resources. It involves conducting a feasibility study to evaluate the project’s viability, potential risks, and cost-benefit analysis. - Delivery Cadence: In the feasibility phase, there may not be a specific delivery cadence since it focuses on project initiation, planning, and assessment rather than product delivery. - Development Approach: This phase primarily involves planning and analysis rather than development. It sets the foundation for the project’s subsequent phases.2. Design: - In the design phase, the project team works on defining the detailed specifications and design of the project’s deliverables. This phase involves creating blueprints, detailed plans, and technical documentation for the project. - Delivery Cadence: The design phase typically results in detailed design documents and plans. Depending on the project’s size and complexity, there might be intermediate design reviews and approvals, but it’s not typically associated with frequent product delivery. - Development Approach: The design phase emphasizes planning and documentation. It provides a clear roadmap for the development phase that follows.3. Build: - The build phase is where the actual development and construction of the project’s deliverables take place. It involves implementing the design, coding, and building the project components. - Delivery Cadence: In the build phase, product increments or components are developed, but they may not be delivered to the customer until the entire project is complete. - Development Approach: The development approach in the build phase is typically sequential, where the focus is on completing development work based on the detailed design.4. Test: - The test phase follows the build phase and focuses on verifying that the project’s deliverables meet the specified requirements and quality standards. Testing includes various types, such as unit testing, integration testing, system testing, and user acceptance testing. - Delivery Cadence: Testing activities in the test phase result in identifying and fixing defects. While some interim testing results may be shared with stakeholders, the final product delivery often occurs after testing is complete. - Development Approach: The development approach in the test phase is centred around verifying that the developed product aligns with the specified requirements and design.5. Deploy: - The deploy phase involves the installation and rollout of the project’s deliverables to the production environment. This phase ensures that the product is ready for use by end-users or customers. - Delivery Cadence: The deploy phase typically represents the final delivery of the project’s product to the end-users or customers. - Development Approach: The development approach in the deploy phase is focused on ensuring a smooth transition of the product from the development environment to the production environment.6. Close: - The close phase marks the formal completion of the project. It involves closing out all project activities, conducting a final project review, obtaining formal acceptance from stakeholders, and archiving project documentation. - Delivery Cadence: The close phase may not involve product delivery but marks the end of the project’s life cycle. - Development Approach: The development approach in the close phase focuses on finalizing all project-related tasks, documenting lessons learned, and ensuring a smooth transition to operations or maintenance, if applicable.In a predictive life cycle project, the focus is on upfront planning, detailed design, and sequential execution of project phases. Product delivery may occur at the end of the project rather than throughout the project life cycle. This approach is best suited for projects with well-defined requirements and minimal expected changes.Question-based on PMBOK-7th edition (Performance Domain – 2.3 – Development Approach and Life Cycle). Link to new PMP Exam ECO: Domain 2, Task 13 – Determine appropriate project methodology/methods and practices.DomainProcess
Question 10:
Sara is a project manager for delivering a project which aims to develop a mathematical model to predict the probability of rainfall in a region. The model will take inputs from ambient parameters such as wind velocity, humidity, % cloud cover, etc. to assign the probability of rainfall. The client, who is the meteorological department of Kent, expects a 95% accuracy with the prediction model. They are not in a hurry to get the project delivered but want that Sara & her team focuses on the learning algorithm of the model to match the 95% prediction accuracy. Which project management methodology is best prescribed for this scenario?
Predictive
Hybrid
Incremental
Iterative
PredictiveHybridIncrementalCorrect answerIterativeOverall explanationThe correct answer to the given question is option D: “Iterative.”Let’s break down each option to understand why option D is the correct choice and why the other options (A, B, and C) are incorrect:A. Predictive: - A predictive project management methodology, often associated with traditional or waterfall approaches, is not the best choice for this scenario. Predictive methods are better suited for projects with well-defined requirements and a clear path to achieving the desired outcome. In this case, the client expects a 95% prediction accuracy, which may require experimentation and adaptation, making a predictive approach less suitable.B. Hybrid: - A hybrid approach combines elements of predictive and adaptive methodologies. While it allows for flexibility, it may not be the best choice for a project focused on achieving a specific level of prediction accuracy. The client’s emphasis on reaching a 95% accuracy suggests a need for iterative development to fine-tune the model.C. Incremental: - Incremental methodologies involve breaking a project into smaller, manageable pieces that are delivered incrementally. While this approach can work well for many projects, it may not be the most effective approach when the primary project objective is to achieve a high level of prediction accuracy. Incremental methods can be more suitable when the project can be divided into discrete components, which may not be the case with a complex mathematical model.D. Iterative: - This is the correct answer. An iterative approach is well-suited for projects where the primary objective is to fine-tune and optimize a solution to meet specific requirements. Iterative methodologies allow for repetitive cycles of development, testing, and refinement. This aligns with the client’s goal of achieving a 95% prediction accuracy by focusing on the learning algorithm of the model. Iterative development allows for continuous improvement and adaptation until the desired accuracy level is reached.In the Project Management Body of Knowledge (PMBOK) framework, and in the context of project management, the choice of methodology should align with the project’s specific needs and objectives. In this scenario, the client’s focus on achieving a specific level of accuracy with the prediction model suggests that an iterative approach, which emphasizes continuous improvement and adaptation, is the most appropriate choice. It allows Sara and her team to fine-tune the model’s learning algorithm until it meets the 95% accuracy requirement.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Process Group Practice Guide: Pg. 14 (Development Life Cycles)DomainProcess
Question 11:
You are the project manager for an IT governance project and you are in the execution phase. Today, a request has come to you from one of your outsourcing vendors that they would like to revise their contract terms. You engaged with your Purchasing Department for the same and both of you now would like to discuss the new terms with the vendor. Which is the most preferred mode of communication here?
Formal verbal
Informal written
Formal written
Informal verbal
Formal verbalInformal writtenCorrect answerFormal writtenInformal verbalOverall explanationThe correct answer to the given question is option C: “Formal written.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Formal verbal: - Formal verbal communication is typically conducted in a structured, official manner. However, it is not the most preferred mode of communication when it comes to revising contract terms. Verbal communication, while important for discussions and clarifications, can be less effective when it comes to contract changes, as it may not provide a clear, documented record of the revised terms and agreements.B. Informal written: - Informal written communication may include email, which is commonly used for day-to-day discussions. However, when it comes to revising contract terms in a project, informal written communication may lack the formality and structure necessary to ensure clear documentation and a formal record of contract changes. Contract-related matters should be communicated and documented more formally.C. Formal written: - This is the correct answer. When revising contract terms, it is crucial to use formal written communication. Formal written communication, such as official letters or documents, provides a structured and documented record of the contract changes. This is important for maintaining a clear and unambiguous understanding of the revised terms, which is vital for both parties involved. It helps mitigate risks and disputes by clearly documenting the agreed-upon changes.D. Informal verbal: - Informal verbal communication is not the most preferred mode for discussing contract changes, as it lacks the formal structure and documentation required for such a critical process. Revising contract terms should be done in a formal and documented manner to ensure clarity and legal validity.In the Project Management Body of Knowledge (PMBOK) framework and in project management, especially when dealing with contracts and procurement, it is essential to use formal written communication for contract changes. Formal written communication ensures a clear, documented trail of contract revisions and helps maintain transparency, accountability, and legal validity. Option C aligns with these principles, making it the most preferred mode of communication in this scenario.Link to new ECO: Domain 3, Task-1: Plan and manage project complianceLink to Process Group Practice Guide: Communication Methods (Pg. 254)DomainBusiness Environment
Question 12:
Most projects encounter challenges or obstacles at some stage. The combined attributes of ___A___ and ____B____ in the project team’s approach to a project help the project accommodate impacts and thrive. ___A___ refers to the ability to respond to changing conditions. ___B___ consists of two complementary traits: the ability to absorb impacts and the ability to recover quickly from a setback or failure.
Fill in the blanks with the most appropriate terms.
(A) Adaptability | (B) Resiliency
(A) Flexibility | (B) Stewardship
(A) Leadership | (B) Robustness
(A) Evolution | (B) Risk buffer
Correct answer(A) Adaptability | (B) Resiliency (A) Flexibility | (B) Stewardship(A) Leadership | (B) Robustness(A) Evolution | (B) Risk bufferOverall explanationOption 1: Building adaptability (A) and resiliency (B) into the organization’s and project team’s approaches helps the project accommodate change, recover from setbacks, and advance the work of the project. Adaptability refers to the ability to respond to changing conditions. Resiliency consists of two complementary traits: the ability to absorb impacts and the ability to recover quickly from a setback or failure. Building adaptability and resiliency in a project keep project teams focused on the desired outcome when internal and external factors change, and it helps them recover from setbacks. These characteristics also help project teams learn and improve so that they can quickly recover from failures or setbacks and continue making progress toward delivering value. Question-based on The Standard for Project Management - Project Management Principles of PMBOK-7th edition (3.11 – Embrace Adaptability and Resiliency. Link to New PMP Exam ECO: Domain 3, Task 3: Evaluate and address external business environment changes for impact on scope) DomainBusiness Environment
Question 13:
You have been reassigned from a completed project into a new project as the project manager. You find out that there are some conflicts between a few stakeholders of this project. Susan, the quality manager has been communicating directly with the project team, giving them instructions over meetings, emails and memos. However, the project team has kept on working with the baseline plan ignoring Susan’s inputs. This has caused Susan to escalate the issue to the project sponsor.
The sponsor is concerned about Susan’s behaviour and also about the low morale in the project team. What should you do as the project manager?
Perform a root causing of the issue as part of investigation
Call a meeting and invite Susan to discuss project communication plan
Advise your team to stick to the baseline plan and let you deal with Susan
Perform a off-the-record conversation with Susan and resolve her concerns personally
Correct answerPerform a root causing of the issue as part of investigationCall a meeting and invite Susan to discuss project communication planAdvise your team to stick to the baseline plan and let you deal with SusanPerform a off-the-record conversation with Susan and resolve her concerns personallyOverall explanationThe correct answer to the given question is option A: “Perform a root cause analysis of the issue as part of an investigation.”Let’s break down each option to understand why option A is the correct choice and why the other options (B, C, and D) are incorrect:A. Perform a root cause analysis of the issue as part of an investigation: - This is the correct answer. When conflicts and communication issues arise in a project, it is essential to identify the root causes of the problem. Conducting a root cause analysis helps the project manager understand the underlying issues that led to conflicts and allows for a more effective and lasting resolution. It aligns with the principles of problem-solving and process improvement in project management.B. Call a meeting and invite Susan to discuss the project communication plan: - While discussing the project communication plan is important, it is not the first step when there are conflicts and communication issues. Calling a meeting without understanding the root causes of the problem may not effectively address the issues at hand. It is important to investigate the issue before discussing potential solutions.C. Advise your team to stick to the baseline plan and let you deal with Susan: - This option does not address the root causes of the conflict and communication issues. It also suggests a potential escalation of the problem by excluding Susan from the communication. Effective conflict resolution involves understanding and addressing the underlying issues, not just isolating parties.D. Perform an off-the-record conversation with Susan and resolve her concerns personally: - While open and constructive communication is valuable, handling the situation off-the-record may not be the best approach. It is important to address conflicts and communication issues transparently and formally within the project management framework. This option does not involve a structured process for resolution.In the Project Management Body of Knowledge (PMBOK) framework and project management best practices, addressing conflicts and communication issues should involve a systematic and structured approach, such as root cause analysis. Understanding the underlying causes of conflicts and communication problems is essential for effective resolution and maintaining project morale and alignment. Therefore, option A is the correct choice in this scenario.Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the teamLink to Process Group Practice Guide: Root Cause Analysis Pg. 295, 342DomainProcess
Question 14:
Timothy has recently joined as the scrum master for an agile-led project. The organization historically has been doing projects following the predictive model. Timothy is expected to bring the culture shift from predictive methodology to agile methodology within the organization. Servant leadership is one of the critical behaviours Timothy is expected to demonstrate to manage this change seamlessly. SELECT THREE situations from the list below which would result from a lack of servant leadership in an organization
Team members don’t take on challenging tasks
Stakeholders express scepticism over Agile methodologies
Lack of communication within the team and with other departments
Recognition is based on the top performance in the team
Impediments are addressed in the project which the team members are unable to handle
Correct selectionTeam members don’t take on challenging tasksCorrect selectionStakeholders express scepticism over Agile methodologies Correct selectionLack of communication within the team and with other departmentsRecognition is based on the top performance in the teamImpediments are addressed in the project which the team members are unable to handleOverall explanationServant leadership is a critical behavior for a Scrum Master in an Agile organization. It involves prioritizing the needs of the team, removing obstacles, and facilitating a culture of collaboration and self-organization. A lack of servant leadership can lead to various issues in an Agile project. Let’s analyze the provided options and select the three situations that result from a lack of servant leadership:A. Team members don’t take on challenging tasks: - This situation can result from a lack of servant leadership. A Scrum Master, as a servant leader, should encourage and support team members to take on challenging tasks by providing guidance, removing obstacles, and fostering a culture of trust and collaboration. Without servant leadership, team members may be hesitant to step out of their comfort zones.B. Stakeholders express scepticism over Agile methodologies: - This situation may result from a lack of servant leadership. A Scrum Master, as a servant leader, plays a key role in promoting Agile methodologies and facilitating communication between the team and stakeholders. If the Scrum Master does not effectively serve as a bridge between the team and stakeholders, it can lead to scepticism and misunderstandings about Agile methodologies.C. Lack of communication within the team and with other departments: - A lack of servant leadership can certainly lead to poor communication within the team and with other departments. A servant leader should actively promote open and transparent communication, help resolve conflicts, and encourage collaboration. Without servant leadership, communication breakdowns can occur.D. Recognition is based on the top performance in the team: - In a servant leadership environment, recognition is based on top performance. Note that ‘performance’ does not only mean performance in KPI metrics, but as good performance in health & safety, governance, transparency, team building etc. Hence, this does not represent lack of servant leadership.E. Impediments are addressed in the project which the team members are unable to handle: - Impediment resolution is a part of servant leadership. A key responsibility of a Scrum Master is to identify and help remove impediments that hinder the team’s progress. Without a servant leader’s support, team members may struggle to handle impediments effectively. Hence, this does not represent lack of servant leadership.In the context of the PMP Certification Exam, Agile Practice Guide, and the Project Management Body of Knowledge (PMBOK) framework, servant leadership is recognized as a fundamental concept for Agile projects. It involves supporting the team, promoting self-organization, and removing obstacles to enable the team’s success. The selected situations (A, B, and C) are indicative of the impact of a lack of servant leadership in an organization transitioning to Agile.I would highly recommend that you watch this tutorial video from my YouTube channel on SERVANT LEADERSHIP: https://youtu.be/4Oa7oADVtsUQuestion based on PMBOK 7th edition 2.2.1: Project Team Management and Leadership. Link to new PMP Exam ECO: Domain 1, Task 2 – Lead a Team
DomainPeople
Question 15:
Kemil is a project manager for a civil construction project that aims at building a hostel block for Clarke’s University Trust. The aim of the Trust is to construct the first hostel building as fast as possible and start providing accommodation. Also, the Trust wants the construction of the first building to get done as a pilot. After that, the construction of the other buildings can happen at a reasonably planned rate. Which project management methodology is best prescribed for this scenario?
Predictive
Agile
Incremental
Iterative
PredictiveAgileCorrect answerIncrementalIterativeOverall explanationThe correct answer to the given question is option C: “Incremental.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Predictive: - A predictive project management methodology, often associated with traditional or waterfall approaches, is not the best choice for this scenario. Predictive methods typically involve a linear sequence of phases and are better suited for projects with well-defined requirements and a clear path from planning to execution. In this case, the Trust’s goal is to construct the first building as quickly as possible and use it as a pilot. Predictive methods are less flexible in accommodating such rapid construction and experimentation.B. Agile: - While Agile methodologies are known for their adaptability and responsiveness to changing requirements, they might not be the best fit for this scenario either. Agile projects often involve frequent iterations and deliveries, which can be more suited for projects with evolving or flexible requirements. In this case, the Trust wants the first building to be constructed as quickly as possible and then continue with other buildings at a reasonably planned rate.D. Iterative: - Iterative project management involves repeating cycles of development, testing, and refinement. It is better suited for projects where refinement and optimization are required over time. It may not be the best choice when the primary goal is to construct the first building as quickly as possible.C. Incremental: - This is the correct answer. Incremental methodologies involve breaking a project into smaller, manageable increments, with each increment building upon the previous one. Incremental approaches allow for faster delivery of a functional portion of the project, which aligns with the Trust’s goal of constructing the first building as quickly as a pilot. Once the first building is complete, the construction of other buildings can proceed at a reasonably planned rate, which is consistent with an incremental approach.In the Project Management Body of Knowledge (PMBOK) framework and associated project management concepts, the choice of methodology should align with the project’s specific needs and objectives. In this scenario, the most suitable approach is to use an incremental methodology, which allows for rapid construction and delivery of the first building as a pilot while maintaining a structured plan for future increments. This approach balances speed with planned progress, making it the best choice for the given scenario.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Process Group Practice Guide: Types of Project Life Cycles (Pg. 15)DomainProcess
Question 16:
You are a the project manager for a Telecommunication company and you have recently completed an application development for a client. But the client is still calling you/your team members to solve technical issues, troubleshooting and requests are still coming for small changes/upgrades. What should you do to ensure that this application project now has ongoing operational support to handle day-to-day maintenance?
Manage project knowledge
Close the project, decommission the team & find a new project
Keep supporting the customer as the application is still under development
Validate scope and perform project handover
Manage project knowledgeClose the project, decommission the team & find a new projectKeep supporting the customer as the application is still under developmentCorrect answerValidate scope and perform project handoverOverall explanationThe correct answer to the given question is option D: “Validate scope and perform project handover.”Let’s break down each option to understand why option D is the correct choice and why the other options (A, B, and C) are incorrect:A. Manage project knowledge: - While managing project knowledge is an important project management process, it is not the immediate step to address the ongoing operational support and maintenance of the application. Managing project knowledge involves capturing, organizing, and disseminating project information for future reference. It is a part of the project closure process but does not address the ongoing operational support.B. Close the project, decommission the team, and find a new project: - Closing the project and decommissioning the team may not be the correct approach in this scenario. The client still requires technical support, troubleshooting, and requests for changes or upgrades. Closing the project without addressing these ongoing operational needs would not be in the best interest of the client or the organization.C. Keep supporting the customer as the application is still under development: - Continuing to support the customer as the application is still under development is not the correct approach. It suggests that development and support activities are happening simultaneously, which can create confusion and may not be efficient. Additionally, it’s important to distinguish between development and operational support phases.D. Validate scope and perform project handover: - This is the correct answer. Validating the scope ensures that all the project’s work is complete, and the product or service has been delivered as per the agreed-upon scope. Performing a project handover is crucial when transitioning from project work to ongoing operational support. It involves documenting and transferring project deliverables, knowledge, and responsibilities to the operational team. This approach ensures a smooth transition from project mode to ongoing maintenance and support.In the Project Management Body of Knowledge (PMBOK) framework and best project management practices, it is essential to perform a formal project closure process, which includes validating the scope and performing a project handover to ensure that the project’s work is complete, and the product or service is ready for operational support. Ongoing maintenance and support should be handled by the appropriate operational team after the project’s formal closure. Therefore, option D is the correct choice in this scenario.Link to new ECO: Domain 1, Task 13: Mentor relevant stakeholdersLink to Process Group Practice Guide: Section 7.3 - Validate ScopeDomainPeople
Question 17:
As the scrum master of an agile team, you see that most of your team members are demotivated. It is requiring a lot of follow-ups and push from your side to get things done. You decide to provide a 10% pay-rise for each team member thinking that this will provide them good motivation to work more proactively in the project. Which of the following motivation models you are using here?
McGregor’s Theory Y
McGregor’s Theory X
William Ouchi’s Theory Z
Maslow’s Hierarchy Model
McGregor’s Theory YCorrect answerMcGregor’s Theory XWilliam Ouchi’s Theory ZMaslow’s Hierarchy ModelOverall explanationThe correct answer to the given question is option B: “McGregor’s Theory X.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. McGregor’s Theory Y: - McGregor’s Theory Y is associated with a positive view of human nature, where individuals are seen as motivated, creative, and self-driven. This theory suggests that people naturally enjoy work and will be motivated when given opportunities to exercise their creativity and make decisions. In the scenario provided, offering a pay raise to demotivated team members does not align with Theory Y, as it assumes that motivation primarily comes from the work itself and the opportunity for self-direction.B. McGregor’s Theory X: - This is the correct answer. McGregor’s Theory X, in contrast to Theory Y, assumes that individuals are inherently unmotivated, dislike work, and require external control and incentives to perform their job. Offering a pay raise to demotivated team members is consistent with Theory X, as it relies on extrinsic rewards to motivate individuals who are not self-driven.C. William Ouchi’s Theory Z: - Theory Z is often associated with a management approach that emphasizes employee involvement and loyalty. It is not directly related to the scenario of providing a pay raise to demotivated team members. Theory Z focuses on creating a supportive and collaborative work environment but does not specifically address the use of pay raises as a motivational tool.D. Maslow’s Hierarchy Model: - Maslow’s Hierarchy of Needs is a motivational theory that suggests individuals have a hierarchy of needs, with physiological and safety needs at the base, followed by social, esteem, and self-actualization needs. While pay raises can address the physiological and safety needs, the scenario does not indicate that the demotivated team members’ needs fall into this model. Maslow’s model does not directly relate to the scenario of providing pay raises to address team demotivation.In the context of the Project Management Body of Knowledge (PMBOK) framework and associated project management concepts, offering a pay raise to motivate demotivated team members aligns with McGregor’s Theory X. Theory X suggests that individuals require external incentives and control to perform their jobs effectively when they are not intrinsically motivated. Therefore, option B is the correct choice in this scenario.Question based on PMBOK 7th Edition: Model, Method & Artifacts – 4.2.3 (Motivation Models). Link to new PMP Exam ECO: Domain 1, Task 2 – Lead a Team DomainPeople
Question 18:
In a construction project nearing completion, two team members were reassigned in some other high-priority project. As a result, the project team proposed to defer some scope that can be completed post-delivery. The project manager now needs to communicate the scope change with the customer and obtain their agreement. What should be the next best step?
Update Issue Log
Update Risk Register
Update Change/Configuration Management System
Update Resource Management Plan
Update Issue LogUpdate Risk RegisterCorrect answerUpdate Change/Configuration Management SystemUpdate Resource Management PlanOverall explanationThe correct answer to the given question is option C: “Update Change/Configuration Management System.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Update Issue Log: - Updating the Issue Log is not the next best step in this scenario. The Issue Log is typically used to document and track project issues or problems that arise during the project execution. While the reassignment of team members could be seen as an issue, it is not the primary concern in this situation. The primary concern is a scope change due to the reassignment, which should be addressed through a change management process.B. Update Risk Register: - Updating the Risk Register is also not the next best step in this scenario. The Risk Register is used to document and manage project risks. While the reassignment of team members could be considered a risk, the situation described is more about a scope change due to resource reassignment, which should be managed through a change management process.C. Update Change/Configuration Management System: - This is the correct answer. When there is a proposed change to the project scope, such as deferring some scope to post-delivery, it should be documented and managed through the Change/Configuration Management System. This system is used to record, assess, and control changes to the project’s scope, schedule, cost, and other aspects. The project manager should follow the established change control process to document and communicate the scope change to the customer and obtain their agreement.D. Update Resource Management Plan: - Updating the Resource Management Plan is not the next best step in this scenario. The Resource Management Plan typically focuses on how project resources will be acquired, allocated, and managed. While the reassignment of team members is a resource-related issue, the primary concern here is the change in project scope due to the reassignment, which should be addressed through a change management process.In the Project Management Body of Knowledge (PMBOK) framework and standard project management practices, when a change in project scope is proposed, it should be documented and managed through the Change/Configuration Management System. This ensures that changes are properly assessed, communicated, and agreed upon by relevant stakeholders, including the customer. Therefore, option C is the correct choice in this scenario.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to new ECO: Domain 2, Task 10: Manage project changesLink to Process Group Practice Guide: Change Management Plan - Pg. 32, 205, 324DomainProcess
Question 19:
Mark, a project manager in a construction project, identified a risk related to constructing a telecom tower on the building’s roof, which the roof design indicates cannot support. Mark plans to discuss this with the client, remove the tower scope due to safety concerns, and potentially include it in the next project, excluding it from the current project scope.
What risk response strategy Mark is using here?
Transfer
Avoid
Mitigate
Escalate
TransferCorrect answerAvoidMitigateEscalateOverall explanationThe correct answer to the given question is option B: “Avoid.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. Transfer: - Risk transfer involves shifting the responsibility for managing a risk to a third party, typically through contracts or insurance. In this scenario, transferring the risk may not be feasible or relevant because the risk relates to a design issue that has already been frozen and is not something that can be transferred to another party.B. Avoid: - This is the correct answer. Risk avoidance is the best approach in this scenario. Avoiding the risk means taking actions to eliminate the risk’s potential impact on the project. In this case, the project manager, Mark, wants to have a discussion with the client and cut the scope of constructing the telecom transmission tower on the roof. This action eliminates the risk by removing the scope item that poses a safety issue.C. Mitigate: - Risk mitigation involves taking actions to reduce the impact or likelihood of a risk. While risk mitigation is a common approach in risk management, it may not be the most appropriate choice in this scenario because the design is already frozen and cannot be changed. Therefore, mitigating the risk by altering the design is not feasible.D. Escalate: - Risk escalation typically involves raising the risk issue to higher management or relevant stakeholders for further assessment and decision-making. In this scenario, escalating the risk may not be the best immediate action because the project manager, Mark, has a clear solution in mind (removing the scope item) and wants to discuss it with the client.In the Project Management Body of Knowledge (PMBOK) framework and standard project management practices, risk avoidance is a valid risk response strategy. When a risk is identified that poses a significant threat to the project, and the best course of action is to eliminate the risk, avoiding it by removing the scope item is a reasonable and proactive approach. Therefore, option B, “Avoid,” is the correct choice in this scenario.Link to new ECO: Domain 2, Task 3: Assess and manage risksLink to process Group Practice Guide: Risk Avoidance: Pg. 304DomainProcess
Question 20:
In the Earned Value Analysis Chart below, which measure among A, B, C or D signifies Cost Variance (CV)? For hotspot type questions in your PMP Exam, you would be expected to click on any one option from A, B, C, or D on the diagram below:
A
B
C
D
ABCorrect answerCDOverall explanationOption 3: C. A simple cost variance is determined by comparing the actual cost of a deliverable to the estimated cost. When used with earned value management, it is the difference between the earned value (EV) and the actual cost (AC). Cost Variance (CV) in Earned Value Management (EVM) is a key performance indicator that measures the difference between the earned value (EV) and the actual cost (AC) of work performed on a project. It provides insight into whether a project is under or over budget at a specific point in time.The formula for calculating Cost Variance (CV) is as follows:CV = EV - ACWhere:- EV (Earned Value) represents the value of the work that has been completed according to the project’s performance measurement baseline. It is typically expressed in terms of budgeted costs.- AC (Actual Cost) represents the actual cost incurred for the work that has been performed up to the same point in time.Interpretation of Cost Variance (CV):- If CV is positive (CV > 0), it indicates that the project is under budget, meaning that the project has earned more value (completed more work) than the actual cost incurred.- If CV is negative (CV < 0), it indicates that the project is over budget, meaning that the project has earned less value (completed less work) than the actual cost incurred.- If CV is zero (CV = 0), it suggests that the project is precisely on budget, with the earned value equal to the actual cost.Cost Variance is an important EVM metric used to assess cost performance on a project. It helps project managers and stakeholders understand whether the project is efficiently utilizing its resources and staying within the budget. Negative CV may trigger corrective actions to bring the project back on track, while positive CV indicates efficient cost management.Question based on PMBOK-7th edition (Performance Domain – 2.7 – Measurement). Please watch my tutorial video on EVM from my YouTube channel as well: https://youtu.be/FgirfE5TAm8 or alternatively check my Earned Value Management Course on Udemy.Link to new PMP Exam ECO: Domain 3, Task 2: Evaluate and deliver project benefits and value (Verify measurement system is in place to track benefits)Link to Process Group Practice Guide: Table 10.1 - Earned Value Calculations Summary TableDomainProcess
Question 21:
You are a project manager for an application development project at Medway Maritime Hospital, focused on improving ‘patient flow’ efficiency. The project lacks clarity on application functionality, initial design, end-users, and improvement suggestions. The project’s emphasis is on customer value, problem-solving, and user acceptance rather than early closure.
Which project management methodology is best prescribed for this scenario?
Agile
Waterfall
Hybrid
Kanban
Correct answerAgileWaterfallHybridKanbanOverall explanationThe correct answer to the given question is option A: “Agile.”Let’s break down each option to understand why option A is the correct choice and why the other options (B, C, and D) are incorrect:A. Agile: - This is the correct answer. Agile project management is best prescribed for this scenario. Agile is well-suited for projects where requirements are not fully defined at the outset, and the focus is on customer value creation, problem-solving, and user acceptance. In this case, where the management is not clear about how the application will function, and the emphasis is on improving ‘patient flow,’ Agile provides flexibility to adapt to evolving requirements and continuous customer feedback. Agile methodologies, such as Scrum, can accommodate these uncertainties and prioritize delivering value incrementally.B. Waterfall: - Waterfall is not the best choice for this scenario. The Waterfall approach requires well-defined requirements and a clear understanding of the project scope from the beginning. In this case, where the requirements are not clear, and the focus is on customer value creation and problem-solving, a more adaptive and iterative approach like Agile is recommended.C. Hybrid: - While a hybrid approach can be a valid choice in some situations, it’s not the best choice in this scenario. Hybrid approaches combine elements of both Agile and Waterfall, and their success relies on tailoring the approach to the specific project needs. However, in this case, where the focus is on customer value, problem-solving, and user acceptance, a more Agile-centric approach is more appropriate.D. Kanban: - Kanban is a lean methodology primarily focused on visualizing and managing workflow and optimizing efficiency. It may not be the best choice for a project where the emphasis is on creating an application to improve ‘patient flow’ with unclear requirements and a focus on customer value and problem-solving. Agile methodologies, such as Scrum, offer better tools and practices for these objectives.In the Project Management Body of Knowledge (PMBOK) framework and associated concepts of project management, the Agile approach is commonly used when requirements are evolving, unclear, or subject to change. It prioritizes delivering value incrementally and focuses on customer satisfaction and collaboration. Therefore, option A, “Agile,” is the correct choice for this scenario.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Agile Life Cycles (Pg. 25)DomainProcess
Question 22:
You are a project manager for a shampoo packing line installation. During the design stage, you have accounted for a 2% loss in final production due to spillage/spoilage/damage of the product. Where should you document this particular assumption?
Quality handover
Quality Control Charts
Quality Management Plan
Quality Audit
Quality handoverQuality Control ChartsCorrect answerQuality Management PlanQuality AuditOverall explanationThe correct answer to the given question is option C: “Quality Management Plan.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Quality Handover: - Quality Handover is not the appropriate place to document assumptions related to product loss during the design stage. Quality Handover is typically used at the end of a project phase or the project itself to transition deliverables and responsibilities between project phases or to the operational team.B. Quality Control Charts: - Quality Control Charts are tools used to monitor and analyze the quality of a product or process over time. They are not used for documenting assumptions related to product loss during the design stage. Quality Control Charts are primarily used for data analysis and process monitoring, not for documenting assumptions.C. Quality Management Plan: - This is the correct answer. The Quality Management Plan is a project management document that outlines how quality will be planned, implemented, and monitored throughout the project. It is the appropriate place to document assumptions related to product loss during the design stage because it details the overall quality approach, including assumptions, constraints, and the quality metrics and controls that will be applied to manage product loss during the project.D. Quality Audit: - Quality Audit is a process used to examine and verify the effectiveness of quality control measures and ensure compliance with quality standards. It is not the place to document assumptions; rather, it is focused on evaluating and verifying the actual quality processes and practices during the project.In the Project Management Body of Knowledge (PMBOK) framework and standard project management practices, the Quality Management Plan is the document where assumptions related to quality are documented. Assumptions about product loss due to spillage, spoilage, or damage during the design stage would be included in the Quality Management Plan, which outlines the project’s approach to managing quality. Therefore, option C, “Quality Management Plan,” is the correct choice in this scenario.Link to new ECO: Domain 2, Task-7: Plan and manage the quality of product/deliverablesLink to Process Group Practice Guide: Section 5.14 - Plan Quality ManagementDomainProcess
Question 23:
You are the project manager of a $50Mn automation project for an FMCG manufacturer and currently developing the project charter. You need to identify the stakeholders and align them now to the project objectives. One of your stakeholders asks you to show him the economic feasibility report of the project which will establish the validity of the benefits incurred from the automation. Which document should you refer to for the same?
Project Charter
Project Business Case
Requirements Management Plan
Cost Management Plan
Project CharterCorrect answerProject Business CaseRequirements Management PlanCost Management PlanOverall explanationThe correct answer to the given question is option B: “Business case.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. Project charter: - The project charter is a high-level document that authorizes the project and provides the project manager with the authority to use organizational resources. It outlines the project’s objectives, high-level requirements, stakeholders, and the project manager’s authority. While it provides a high-level overview of the project, it does not typically contain the detailed economic feasibility report or the business case.B. Business case: - This is the correct answer. The business case is a comprehensive document that justifies the project by detailing its economic feasibility, benefits, costs, risks, and potential return on investment (ROI). It provides the detailed financial and economic analysis that establishes the validity of the project’s benefits, such as in the context of an automation project. The economic feasibility report is a key component of the business case.C. Requirements management plan: - The requirements management plan focuses on how project requirements will be defined, documented, and managed throughout the project. It does not contain the detailed economic feasibility report or business case, which is used to justify the project’s existence.D. Cost management plan: - The cost management plan provides guidance on how project costs will be estimated, budgeted, and controlled. While it is essential for managing project costs, it does not contain the detailed economic feasibility report or business case, which is typically a separate document that justifies the project’s economic viability.In the Project Management Body of Knowledge (PMBOK) framework and standard project management practices, the business case is the document that contains the detailed economic feasibility report, financial analysis, and justification for the project. It outlines the benefits, costs, and return on investment, which is essential for aligning stakeholders to the project’s objectives, particularly in large projects like the $50M automation project for an FMCG manufacturer. Therefore, option B, “Business case,” is the correct choice in this scenario.Link to new ECO: Domain 3, Task 2: Evaluate and deliver project benefits and valueLink to Process Group Practice Guide: Section 1.10 - Business DocumentsDomainBusiness Environment
Question 24:
As part of an overarching programme, a healthcare infrastructure project is planning to deliver a mobile surgery theatre solution. The supplier providing the technology needs to demonstrate a proof-of-principle before rollout. The agile part of the project is scheduled to complete in 12 weeks.
However, there has been a long feedback list of improvement ideas suggested by the control user-group on the prototype model. Some of these are dependent on external events which can trigger unforeseen cost and schedule issues.
How should the project manager manage this situation?
Reassign the outstanding user-stories to the next sprint
Choose which feedback ideas to include and which ones to reject based on personal experience
Plan a sprint to include the improvement ideas accounting for the dependencies of the external events
Fast track the project by planning to run parallel sprints
Reassign the outstanding user-stories to the next sprintChoose which feedback ideas to include and which ones to reject based on personal experienceCorrect answerPlan a sprint to include the improvement ideas accounting for the dependencies of the external eventsFast track the project by planning to run parallel sprintsOverall explanationThe correct answer to the given question is option C: “Plan a sprint to include the improvement ideas accounting for the dependencies of the external events.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Reassign the outstanding user-stories to the next sprint: - Reassigning outstanding user-stories to the next sprint without considering the dependencies on external events may not address the underlying issue. It’s essential to address the improvement ideas related to the prototype model, especially if they are critical for the project’s success.B. Choose which feedback ideas to include and which ones to reject based on personal experience: - Relying solely on personal experience to select which feedback ideas to include or reject may not be the most objective or effective approach. It’s important to involve stakeholders and consider the potential impact of these feedback ideas on the project.C. Plan a sprint to include the improvement ideas accounting for the dependencies of the external events: - This is the correct answer. In Agile project management, it’s important to plan and prioritize work based on user feedback and requirements. However, it’s crucial to consider the dependencies on external events to avoid unforeseen cost and schedule issues. Planning a sprint to address these improvement ideas while accounting for external dependencies allows for better control and alignment with project objectives.D. Fast track the project by planning to run parallel sprints: - Fast-tracking the project by running parallel sprints may not be the most effective solution in this situation. It’s essential to address the feedback and improvement ideas in a structured manner, considering dependencies and potential risks associated with external events.In the Project Management Body of Knowledge (PMBOK) framework and Agile practices, it is crucial to incorporate user feedback and make necessary improvements in an organized manner. Option C aligns with Agile principles, where the team plans and adapts its work based on feedback and requirements, while also considering external dependencies to avoid unforeseen issues. Therefore, option C, “Plan a sprint to include the improvement ideas accounting for the dependencies of the external events,” is the correct choice for this scenario.Link to new ECO: Domain 2, Task-6: Plan and manage scheduleLink to Agile Practice Guide - Sprint Planning - Pg. 154DomainProcess
Question 25:
Iterative life cycles improve the product or result through successive prototypes or proofs of concepts. Each new prototype yields new stakeholder insights and team feedback. The team incorporates new information by repeating one or more project activities in the next cycle. Teams may use ________ on a given iteration for a few weeks, gather insights, and then rework the activity based on those insights. Fill in the blanks:
Prototyping
Timeboxing
Incubation
Test-runs
PrototypingCorrect answerTimeboxingIncubationTest-runsOverall explanationThe correct answer to the given question is option B: “Timeboxing.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. Prototyping: - Prototyping is a technique used in iterative and incremental development to create models or early versions of the product to gather stakeholder feedback. While prototyping is related to iterative development, it is not specifically focused on the concept of setting time constraints or timeboxing for iterations.B. Timeboxing: - This is the correct answer. Timeboxing is a key concept in iterative and incremental project management. It involves allocating a fixed amount of time (a timebox) to complete a set of activities or tasks. The team works on the project within this time constraint, and at the end of the timebox, they review progress, gather insights, and decide whether to continue with the same approach, make adjustments, or change course based on the feedback and insights gained during that timebox. It is a fundamental practice in iterative project management.C. Incubation: - Incubation typically refers to a separate phase or process where ideas or concepts are developed in a controlled environment before being integrated into the project. While it can be related to iterative development, it is not directly associated with the concept of working within fixed time constraints for each iteration.D. Test-runs: - Test-runs can be part of the iterative development process to validate and test the product or its components. However, it does not specifically relate to the practice of setting time constraints for iterations, which is the essence of timeboxing.In the Project Management Body of Knowledge (PMBOK) framework and Agile practices, timeboxing is a well-established concept in iterative and incremental project management. It ensures that work is carried out within fixed timeframes to gather insights, receive feedback, and make necessary adjustments during the project’s iterations. Therefore, option B, “Timeboxing,” is the correct choice for this scenario.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide - Timeboxes - Page 53.DomainProcess
Question 26:
In the project lifecycle, ‘Delivery Cadence’ refers to the timing and frequency of project deliverables. Projects can have a single delivery, multiple deliveries, or periodic deliveries based on tailoring considerations. Match the following project scenarios (A, B, C, D) with their ideal Delivery Cadence. In your PMP Exam you will be expected to drag & drop each of the project scenarios to match their ideal delivery cadence:
A-4, B-3, C-2, D-1
A-4, B-1, C-2, D-3
A-4, B-1, C-3, D-2
A-2, B-3, C-1, D-4
A-4, B-3, C-2, D-1Correct answerA-4, B-1, C-2, D-3A-4, B-1, C-3, D-2A-2, B-3, C-1, D-4Overall explanationOption 2. Following is the correct order and reasoning for delivery cadence. Question based on PMBOK-7th edition (Performance Domain – 2.3 – Development Approach and Life Cycle). Link to new PMP Exam ECO: Domain 2, Task 13 – Determine appropriate project methodology/methods and practices.DomainProcess
Question 27:
You have been inducted into a project as the new project manager following the resignation of the previous project manager. You are committed and motivated to lead the project team and to direct them the right way to achieve all the success metrics defined by the customer. What should be your first step?
Reassess the project schedule to check if that is realistic for project delivery
Plan to perform a team building exercise to motivate the project team
Review the project charter to understand the success metrics and associated risks
Review the learn from experience notes left by the previous project manager
Reassess the project schedule to check if that is realistic for project deliveryPlan to perform a team building exercise to motivate the project teamCorrect answerReview the project charter to understand the success metrics and associated risksReview the learn from experience notes left by the previous project managerOverall explanationThe correct answer to the given question is option C: “Review the project charter to understand the success metrics and associated risks.”Let’s break down each option to understand why option C is the correct choice and why the other options (A, B, and D) are incorrect:A. Reassess the project schedule to check if that is realistic for project delivery: - While reviewing the project schedule is important, it is not typically the first step for a new project manager. The project charter provides high-level information about the project’s objectives, success metrics, and risks, which are more crucial to understand initially.B. Plan to perform a team building exercise to motivate the project team: - Team building is an essential activity in project management, but it may not be the most immediate first step when taking over a project. Understanding project objectives and potential risks should come before planning team-building exercises.C. Review the project charter to understand the success metrics and associated risks: - This is the correct answer. The project charter is a foundational document that outlines the project’s purpose, objectives, success criteria, and associated risks. Reviewing the project charter provides the new project manager with a clear understanding of what the project is intended to achieve and what potential challenges or risks may be involved.D. Review the learn from experience notes left by the previous project manager: - While reviewing the lessons learned from the previous project manager can be valuable, it is not typically the first step. Understanding the current project’s objectives and context through the project charter should take precedence.In the Project Management Body of Knowledge (PMBOK) framework and standard project management practices, it is crucial for a new project manager to establish a clear understanding of the project’s purpose, success metrics, and associated risks. The project charter is the primary document that provides this information. Therefore, option C, “Review the project charter to understand the success metrics and associated risks,” is the correct choice for the first step of a new project manager.Link to new ECO: Domain 1, Task 6: Build a TeamLink to Process Group Practice Guide: Project Charter - Section 1.11DomainPeople
Question 28:
In an agile project, the design & development team integrated an artificial intelligence module in the project to improve it’s performance. To validate the same, the team demonstrated the increased efficiency of the product via the next set of timeboxed iterations.
However, in a recent sprint retrospective meeting, the product owner expressed discontent regarding the change since this was done without any approvals. It was instructed that the team roll back the improvements and redo the work based on the original product design.
How the project manager could have prevented this situation?
Redefine team ground rules and decision authority levels
Put forward a recommendation to proceed with the change since this has demonstrated increased efficiency
Demonstrate servant leadership and plan to remove all impediments for the team
Enable regular review meetings with the product owner and capture deviations early in the sprint
Redefine team ground rules and decision authority levelsPut forward a recommendation to proceed with the change since this has demonstrated increased efficiencyDemonstrate servant leadership and plan to remove all impediments for the teamCorrect answerEnable regular review meetings with the product owner and capture deviations early in the sprintOverall explanationThe correct answer to the given question is option D: “Enable regular review meetings with the product owner and capture deviations early in the sprint.”Let’s break down each option to understand why option D is the correct choice and why the other options (A, B, and C) are incorrect:A. Redefine team ground rules and decision authority levels: - While defining or redefining team ground rules and decision authority levels can be beneficial for team collaboration, this may not directly address the issue of the product owner’s discontent. It focuses on internal team dynamics rather than the communication with the product owner.B. Put forward a recommendation to proceed with the change since this has demonstrated increased efficiency: - While demonstrating increased efficiency is important, making changes without obtaining necessary approvals or involving key stakeholders, like the product owner, can lead to misunderstandings and conflicts. It’s crucial to involve stakeholders and seek their input before making significant changes.C. Demonstrate servant leadership and plan to remove all impediments for the team: - Servant leadership is an important aspect of Agile project management. However, while it helps remove impediments for the team, it does not directly address the need for early communication and alignment with the product owner, which is crucial in this scenario.D. Enable regular review meetings with the product owner and capture deviations early in the sprint: - This is the correct answer. Regular review meetings with the product owner and capturing deviations early in the sprint are aligned with Agile principles. It ensures that there is continuous and transparent communication with key stakeholders. By involving the product owner in review meetings and addressing any deviations promptly, the project manager can prevent situations where changes are made without approvals, leading to discontent.In the Agile approach, regular communication, collaboration, and transparency with stakeholders, including the product owner, are essential to avoid misunderstandings and ensure that project changes are well-coordinated and approved. Therefore, option D is the correct choice to prevent the situation described in the question.Link to new ECO: Domain 2, Task 8: Plan and manage scopeLink to Agile Practice Guide - Sprint Planning - Pg. 154DomainProcess
Question 29:
Laura is a project manager for a financial services project, and she is currently leading a $2Mn project of launching a new credit card for the client (NatWest Bank Plc.). She is in the schedule management process and currently defining the activities required to develop the schedule of the project.
The project has a big scope that spans across 6 different countries. What is the technique used at this stage for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts?
Product Flow Diagram
Decomposition
Roll wave planning
Convergence & Divergence
Product Flow DiagramCorrect answerDecompositionRoll wave planningConvergence & DivergenceOverall explanationThe correct answer to the given question is option B: “Decomposition.”Let’s break down each option to understand why option B is the correct choice and why the other options (A, C, and D) are incorrect:A. Product Flow Diagram: - A Product Flow Diagram is a tool used to show how products or deliverables move through a process or workflow. It helps visualize the flow of products but is not primarily used for dividing and subdividing project scope and deliverables.C. Roll Wave Planning: - “Roll Wave Planning” is a type of Agile planning process where multiple plans are created one after the other over shorter time horizons. There is a typical finish to start relationship between to successive plans ensuring continued business justification throughout the entire planning process. D. Convergence & Divergence: - “Convergence & Divergence” is not a recognized technique for dividing and subdividing project scope. It does not align with standard project management practices.B. Decomposition: - Decomposition is the correct answer. It is a fundamental technique used in project management for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. This process involves breaking down complex project components into smaller, more manageable work packages, which can then be assigned to teams or individuals for execution. Decomposition helps create a detailed work breakdown structure (WBS) and supports the development of the project schedule.In the context of the project led by Laura, which involves launching a new credit card across multiple countries, decomposition is a crucial technique to break down the complex scope into manageable components and activities that can be planned, tracked, and executed effectively. It is widely used in project management to ensure clarity, control, and successful project execution.Link to new ECO: Domain 2, Task-6: Plan and manage scheduleLink to Process Group Practice Guide: Decomposition & WBS - Pg. 88DomainProcess
Question 30:
The Scrum Master is the team role responsible for ensuring the team lives agile values and principles. What is the primary way that a Scrum Master contributes towards maximizing productivity in the development team?
By maintaining a risk adjusted product backlog in priority order
By developing capability of the team members on new productivity tools in the market
By keeping a strong and methodical minutes of meeting for every sprint review
By facilitating the development team decision making & removing impediments
By maintaining a risk adjusted product backlog in priority orderBy developing capability of the team members on new productivity tools in the marketBy keeping a strong and methodical minutes of meeting for every sprint reviewCorrect answerBy facilitating the development team decision making & removing impedimentsOverall explanationThe correct answer to the given question is option D: “By facilitating the development team decision making & removing impediments.”Let’s explain why option D is the correct choice and why the other options (A, B, and C) are incorrect:A. By maintaining a risk-adjusted product backlog in priority order: - Maintaining a risk-adjusted product backlog is a responsibility of the Product Owner, not the Scrum Master. The Product Owner is responsible for prioritizing and managing the product backlog.B. By developing the capability of the team members on new productivity tools in the market: - While it’s beneficial for the team to have the skills and tools to improve productivity, this is not the primary role of the Scrum Master. Skill development is typically addressed by the team itself or through collaboration with the Product Owner.C. By keeping strong and methodical minutes of meeting for every sprint review: - Documenting meeting minutes is a valuable practice, but it does not directly maximize team productivity. It is not the primary responsibility of the Scrum Master.D. By facilitating the development team decision-making & removing impediments: - This is the correct answer. The Scrum Master’s primary role is to facilitate the development team’s decision-making process and to remove impediments that may hinder the team’s progress. The Scrum Master serves as a servant-leader, ensuring that the team can work efficiently, make decisions, and address any obstacles that could impact their productivity.In the Scrum framework and Agile principles, the Scrum Master acts as a coach and servant-leader, working to create an environment where the development team can self-organize, collaborate effectively, and maximize their productivity by removing roadblocks and facilitating decision-making. This aligns with Agile values and principles and is a key responsibility of the Scrum Master.Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the team.Link to Agile Practice Guide: Table 4.2 Pg. 41 - Agile Team Roles (Team facilitator/Scrum Master)DomainPeople
Question 31:
As a project manager for a dam construction project on the river Medway, you face uncertainties due to the unavailability of seasonal flow data, costly deep piling work which has been recommended by a reputed testing agency, and the need for various approvals from the Forest Conservation Department.
Which project management methodology is most suitable here?
Waterfall
Agile
Iterative
Incremental
Correct answerWaterfallAgileIterativeIncrementalOverall explanationOption A, Waterfall, is the most suitable project management methodology for the dam construction project across the river Medway in this scenario. Here’s why:1. Uncertainties and Regulatory Requirements: The project involves a lot of uncertainties, such as the unavailability of seasonal flow data and the need for approvals from the Forest Conservation Department. Waterfall is a traditional project management approach that is best suited for projects with well-defined requirements and regulatory processes. In this case, a structured approach is needed to address the uncertainties and navigate the regulatory requirements step by step.2. Costly Deep Piling Work: The deep piling work, which is exorbitantly costly, requires careful planning and adherence to a well-defined project plan. Waterfall’s sequential and phased approach allows for comprehensive planning and cost estimation at the beginning of the project, which is critical in managing expensive activities like deep piling.3. Reputed Soil Condition Testing: Since the soil condition testing was done by a reputed firm, it implies a comprehensive upfront analysis, which aligns with the Waterfall approach’s emphasis on detailed planning and analysis before execution.Option B, Agile, is not suitable in this context because Agile is more appropriate for projects with changing requirements, high degrees of uncertainty, and a focus on delivering smaller increments of value iteratively. The dam construction project, with its exorbitantly costly deep piling work and regulatory requirements, does not align with the Agile principles.Option C, Iterative, and Option D, Incremental, share similarities with Agile in that they involve incremental development and refinement. However, they are not the best choices for a project with such significant uncertainties, high costs, and a need for regulatory approvals. Waterfall, with its emphasis on thorough planning and a structured approach, is better suited to manage these challenges.In summary, for a dam construction project with uncertainties, high costs, and regulatory requirements, the Waterfall project management methodology is the most appropriate choice.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to PMBOK 7th Edition: Development approach and life cycle (Section 2.3)DomainProcess
Question 32:
You are a project manager for a project that has team with members from different functions. Two of your team members keep on having conflict between themselves and this is affecting your project delivery.
You decide to call both of them in a meeting and discuss openly about the issues and align on what needs to be true for both of them to work seamlessly. You facilitate the discussion as a PM.
What type of conflict resolution technique you are using here?
Withdrawal
Smoothing
Collaborating
Forcing
WithdrawalSmoothingCorrect answerCollaboratingForcingOverall explanationOption C, “Collaborating,” is the correct conflict resolution technique being used in this scenario. Here’s why, along with explanations for the other options:Option C- Collaborating (Correct): Collaborating, also known as problem-solving or confronting, is the most appropriate technique when team members with differing viewpoints or conflicts need to work together effectively. In this approach, the project manager facilitates open and constructive discussions to find a solution that addresses the concerns of both parties and ensures they can work together seamlessly. This technique aligns with the principles of effective conflict resolution and collaboration to achieve mutually satisfactory outcomes.Option A - Withdrawal (Incorrect): The withdrawal technique involves avoiding or sidestepping the conflict, which doesn’t address the issue directly. In this scenario, the project manager is actively engaging the conflicting parties in a discussion to resolve the conflict, which is the opposite of withdrawal.Option B - Smoothing (Incorrect): Smoothing involves emphasizing areas of agreement to downplay the areas of conflict. This technique aims to maintain relationships but doesn’t necessarily resolve the underlying issues. In the scenario provided, the project manager is attempting to openly discuss and address the issues, which is more aligned with the collaborating approach rather than smoothing.Option D - Forcing (Incorrect): Forcing implies using authority or power to resolve conflicts and make one party’s preferences prevail over the other’s. This approach may lead to a win-lose outcome. In the scenario, the project manager is facilitating a discussion to find a mutually acceptable solution, which is not forceful or coercive.In summary, the project manager is using the collaborating technique to address the conflict between team members by engaging them in an open and constructive discussion to find a solution that allows them to work together harmoniously. This approach is in line with effective conflict resolution and collaboration principles, making it the most appropriate choice for this situation.Link to new ECO: Domain 1, Task 1: Manage conflictLink to PMBOK 7th Edition: Conflict Models - Section 4.2.7.1DomainPeople
Question 33:
Andrea is a project manager for an Agile-led project. As a part of the Direct & Manage Project Work process, he is conducting iteration planning meetings every week. Over the meetings, he has observed that the meeting is dominated by the most senior developer who likes to push his decision with the team without leaving the scope for a healthy exchange of ideas. This is causing a bit of unrest and dissatisfaction within the team. Andrea wants to ensure that in the next iteration meeting, all voices are heard.
What is the best course of action for Andrea in this scenario?
Discuss the issue with the senior developer and in the next meeting allocate equal time for each member to pitch their ideas/concerns
Inform the senior developer’s functional manager about this unacceptable behaviour and process disciplinary action against him
Before the start of the meeting, align the team on meeting ground rules as defined in the team charter and make the same visual in the meeting room for the next meetings
Invite the sponsor in the next iteration meeting so that the senior developer gets intimidated by the sponsor’s presence and decides to be more thoughtful
Discuss the issue with the senior developer and in the next meeting allocate equal time for each member to pitch their ideas/concerns Inform the senior developer’s functional manager about this unacceptable behaviour and process disciplinary action against him Correct answerBefore the start of the meeting, align the team on meeting ground rules as defined in the team charter and make the same visual in the meeting room for the next meetingsInvite the sponsor in the next iteration meeting so that the senior developer gets intimidated by the sponsor’s presence and decides to be more thoughtful Overall explanationOption C, “Before the start of the meeting, align the team on meeting ground rules as defined in the team charter and make the same visual in the meeting room for the next meetings,” is the best course of action for Andrea in this scenario. Here’s why, along with explanations for the other options:Option C. Define Ground Rules and Display Them (Correct): Agile teams often establish and adhere to ground rules or working agreements to ensure effective collaboration. By clearly defining ground rules at the outset and displaying them in the meeting room, Andrea can set expectations for behaviour and participation. This approach promotes a healthy exchange of ideas, ensures everyone’s voice is heard, and helps manage team dynamics.Option A. Discuss the Issue with the Senior Developer (Incorrect): While it’s essential to address the issue with the senior developer, this alone may not be sufficient. Simply discussing the problem with the senior developer may not guarantee a change in behaviour and may not involve the entire team in establishing collaboration norms.Option B. Inform the Senior Developer’s Functional Manager (Incorrect): Escalating the issue to the senior developer’s functional manager and initiating disciplinary action should be a last resort. It is generally more effective to address team dynamics and collaboration issues within the team before involving external parties.Option D. Invite the Sponsor to Intimidate (Incorrect): Inviting the sponsor solely to intimidate the senior developer is not a constructive solution. It could harm team morale and collaboration. It’s best to focus on team self-regulation and addressing issues through well-defined ground rules and open communication.In Agile project management, collaboration and self-organization are highly valued. Setting and displaying ground rules that define expected behaviour during meetings aligns with Agile principles, encourages open communication, and fosters a more collaborative team environment. This approach respects the values of Agile and promotes a solution that involves the entire team in improving their collaboration practices.Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the team.Link to PMBOK 7th Edition: Distributed management and leadership (Section 2.2.1.2)DomainPeople
Question 34:
You are the Scrum Master for an agile-managed project. During a sprint review meeting, you find out that there has been a major error in the coding process for a feature that has created a bug in the system. You reach out to the development team to find the root cause & plan resolution.
What should be your best approach as a servant leader here?
Identify the developer who made this error and do a performance review meeting with him
Identify the developer who made this error and reassign him to another project
Plan a review meeting with the development team, identify the developer who created the error and try to understand the root cause of the error. Arrange a training for the developer if it was a training gap for him
Plan a review meeting with the development team, identify the developer who created the error and ask him to correct the error at the earliest before the client catches it
Identify the developer who made this error and do a performance review meeting with himIdentify the developer who made this error and reassign him to another projectCorrect answerPlan a review meeting with the development team, identify the developer who created the error and try to understand the root cause of the error. Arrange a training for the developer if it was a training gap for himPlan a review meeting with the development team, identify the developer who created the error and ask him to correct the error at the earliest before the client catches itOverall explanationOption C, “Plan a review meeting with the development team, identify the developer who created the error and try to understand the root cause of the error. Arrange a training for the developer if it was a training gap for him,” is the correct approach for a Scrum Master acting as a servant leader in an Agile project. Here’s why, along with explanations for the other options:Option A. Identify the Developer and Conduct a Performance Review (Incorrect): Conducting a performance review in response to an error is not in line with Agile principles. Agile values collaboration and self-improvement over individual performance reviews, which are typically conducted less frequently in Agile projects. This approach may create fear and hinder open communication.Option B. Identify the Developer and Reassign (Incorrect): Reassigning the developer to another project due to a single error is not a constructive Agile practice. It does not address the root cause of the problem, promote learning, or improve the team’s capabilities.Option C. Plan a Review Meeting with Training (Correct): In Agile, when an error occurs, the focus is on continuous improvement, collaboration, and learning. Planning a review meeting with the development team to identify the root cause of the error is a good practice. If the error resulted from a training gap, arranging training for the developer is a proactive step to address the issue and prevent similar errors in the future. This approach aligns with Agile principles of transparency and continuous improvement.Option D. Ask the Developer to Correct the Error (Incorrect): Assigning blame and asking the developer to correct the error without understanding the root cause does not address the systemic issue. It may lead to a culture of fear and discourage open discussions about errors and their causes.In Agile project management, it’s essential to adopt a collaborative and learning-oriented approach when issues or errors arise. The focus should be on root cause analysis, knowledge sharing, and addressing training gaps, if necessary. Option C reflects the Agile values and principles of fostering a culture of continuous improvement, teamwork, and individual and collective accountability.I would highly recommend you to watch the tutorial video on Servant Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsULink to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition: 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 35:
In this agile methodology, the work is organized into small sprints and leverages the use of Kanban boards to visualize and monitor the work. The stories are placed on the Kanban board and the team manages its work by using work-in-progress limits. Which approach is being talked about here?
Scrum
Kanban
LeSS
Scrumban
ScrumKanbanLeSSCorrect answerScrumbanOverall explanationOption D, “Scrumban,” is the correct answer for this question, as it refers to a combination of Scrum and Kanban methodologies, allowing teams to enjoy the benefits of both approaches. Here’s an explanation of each option:A. Scrum (Incorrect): Scrum is an Agile framework that organizes work into iterations called sprints, with specific roles, events, and artifacts. While it uses sprints, it does not primarily employ Kanban boards and work-in-progress limits as described in the question.B. Kanban (Incorrect): Kanban is an Agile methodology that focuses on visualizing and monitoring work on a Kanban board, using work-in-progress limits to optimize flow. However, it does not use sprints or have the same Scrum ceremonies and roles.C. LeSS (Incorrect): Large-Scale Scrum (LeSS) is a framework for scaling Scrum to multiple teams working on a single product. It is an extension of Scrum and doesn’t typically incorporate Kanban practices to the extent described in the question.D. Scrumban (Correct): Scrumban combines Scrum and Kanban principles. It uses Scrum’s sprint structure while also incorporating Kanban’s visual management and work-in-progress limits. This allows teams to flexibly adapt their work as they continuously improve their processes. The use of both Scrum and Kanban practices is a distinguishing feature of Scrumban.In Scrumban, teams often begin with Scrum but incorporate Kanban practices as needed to enhance their ability to manage work efficiently and respond to changing circumstances. This hybrid approach can be particularly useful for teams transitioning from pure Scrum to a more flow-based Agile approach or when they need more flexibility in managing work. Scrumban is a response to the real-world need for teams to be agile in their Agile practices.Link to Agile Practice Guide: Page 108. Annexure 3Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 36:
You (as a project manager) are trying to understand and categorize the types of risk that may occur in your project as a part of planning your risk management strategy. How would you best classify this risk: “a key seller going out of business during the project”?
Event based risk
Variability risk
Ambiguity risk
Emergent risk
Correct answerEvent based riskVariability riskAmbiguity riskEmergent riskOverall explanationOption A, “Event-based risk,” is the correct answer for classifying the risk of “a key seller going out of business during the project.” Let’s explore why this is the most appropriate classification and why the other options are incorrect:A. Event-based risk (Correct): An event-based risk is a specific incident or occurrence that can affect the project. In this case, the key seller’s going out of business is a distinct event that could have a significant impact on the project. It’s an identifiable risk event that may or may not happen.B. Variability risk (Incorrect): Variability risk typically refers to risks associated with fluctuations in project variables, like costs, schedules, or performance. The risk described in the question is not about variability but rather a specific event that could disrupt the project.C. Ambiguity risk (Incorrect): Ambiguity risk relates to risks arising from uncertainty or lack of clarity in project requirements, objectives, or other aspects. The risk in question doesn’t stem from ambiguity; it’s about a specific external event, the seller’s business closure.D. Emergent risk (Incorrect): Emergent risks are those that arise during the project due to unforeseen circumstances which cannot be forecasted (war, political unrest, natural calamity etc.). In this case, the risk of the key seller going out of business is not something that emerges during the project; it’s a potential risk that can be identified and planned for during risk assessment and management.Therefore, the risk of a key seller going out of business during the project is appropriately classified as an event-based risk because it’s a specific incident that could disrupt the project if it occurs. It should be documented and addressed as part of the project’s risk management strategy.Link to new ECO: Domain 2, Task 3: Assess and manage risksLink to PMBOK 7th Edition: Optimize Risk Responses. First paragraph below Table 3-11.DomainProcess
Question 37:
You are the Scrum Master for an agile-managed project. During a sprint review meeting, the product development team notifies you that this sprint delivery will be delayed since the product design team has not provided the required inputs till date.
You know that there has always been an issue with the design team to delay communications and timely inputs. What is your best step as a servant leader here?
Reach out to the design team again and serve them an ultimatum to share the inputs to the development team
Ask the development team to setup a meeting with the design team to identify the bottlenecks and you facilitate that meeting
Reach out to the design head of department and setup a meeting with him. Express the challenges that you are facing with the late deliveries from his department and seek help
Ask the development team to setup a meeting with the design team to identify the bottlenecks and report back to you their findings and next steps
Reach out to the design team again and serve them an ultimatum to share the inputs to the development teamCorrect answerAsk the development team to setup a meeting with the design team to identify the bottlenecks and you facilitate that meetingReach out to the design head of department and setup a meeting with him. Express the challenges that you are facing with the late deliveries from his department and seek helpAsk the development team to setup a meeting with the design team to identify the bottlenecks and report back to you their findings and next stepsOverall explanationOption B, “Ask the development team to set up a meeting with the design team to identify the bottlenecks, and you facilitate that meeting,” is the correct answer for the Scrum Master’s best course of action. Let’s explain why this is the most suitable option and why the other choices are incorrect:Option B (Correct): Scrum Masters play a crucial role in facilitating communication and collaboration within Agile teams. When there are impediments or bottlenecks affecting the team’s progress, it’s the Scrum Master’s responsibility to help resolve these issues. By asking the development team to set up a meeting with the design team and facilitating it, the Scrum Master promotes open communication and problem-solving among team members. This approach aligns with the Agile principles of self-organization and collaboration.Option A (Incorrect): Serving an ultimatum is not in line with the Agile principles of collaboration and respect. It’s essential for the Scrum Master to act as a servant leader and encourage cooperation rather than imposing demands on team members.Option C (Incorrect): While reaching out to the design head of the department may be necessary in some cases, it’s not the initial step to take. Agile values direct communication and problem-solving at the team level. Escalating to higher management should be a last resort.Option D (Incorrect): In Agile, the Scrum Master is expected to actively participate in problem-solving and facilitating communication. Delegating the task to the development team and having them report findings doesn’t leverage the Scrum Master’s role effectively. The Scrum Master should be directly involved in facilitating the collaboration between the two teams.In Agile frameworks like Scrum, fostering direct communication and collaboration among team members is crucial. The Scrum Master acts as a facilitator and servant leader to help the team overcome obstacles and achieve their goals. Option B best reflects this Agile approach by involving the Scrum Master in facilitating the meeting to identify and address bottlenecks.I would highly recommend you to watch the tutorial video on Servant Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsULink to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 38:
Lisa is managing an Agile-based project as the Scrum Master. She is handling a very large project team that is cross-functional and sits across different locations within a single campus. What tailoring recommendations she can adopt for an effective delivery? (select THREE OPTIONS)
Restructure the project as multiple smaller projects matched to scale of delivery
Develop a business case to fund additional resources
Break the team into smaller teams and use program management to coordinate
Use lean program management to organize the larger effort
Consider to implement a probabilistic simulation model to predict cost overruns
Correct selectionRestructure the project as multiple smaller projects matched to scale of deliveryDevelop a business case to fund additional resources Correct selectionBreak the team into smaller teams and use program management to coordinateCorrect selectionUse lean program management to organize the larger effortConsider to implement a probabilistic simulation model to predict cost overrunsOverall explanationLisa, as a Scrum Master managing a large Agile-based project, can adopt the following tailoring recommendations for effective delivery:A. Restructure the project as multiple smaller projects matched to the scale of delivery: Breaking down a large project into smaller, more manageable components is a common Agile practice. This allows for incremental and iterative development, making it easier to deliver value more frequently. It aligns with the Agile principle of “Deliver working solutions frequently.”C. Break the team into smaller teams and use program management to coordinate: Cross-functional teams can be divided into smaller, more focused teams. This approach follows the Agile concept of Scrum of Scrums or other scaling frameworks like SAFe. Coordinating through program management ensures that individual teams can work autonomously while still aligning their efforts toward common project goals.D. Use lean program management to organize the larger effort: Lean program management principles, such as reducing waste, improving flow, and optimizing resource utilization, can be applied to streamline the delivery of a large project. Lean practices complement Agile by emphasizing continuous improvement and value delivery.Options B and E are incorrect. B. Develop a business case to fund additional resources: Agile focuses on delivering value efficiently with the existing resources rather than seeking additional funding as the first solution. While adjustments in resource allocation can be made, Agile encourages optimizing the use of current resources.E. Consider implementing a probabilistic simulation model to predict cost overruns: This option introduces unnecessary complexity and does not align with Agile principles. Agile promotes adaptive planning and responding to change over following predictive models. Probabilistic simulation models are typically associated with predictive project management approaches and does not link to the basic principle of tailoring.In Agile project management, the emphasis is on iterative, incremental, and collaborative delivery. Breaking down large projects into smaller components, coordinating through program management, and applying lean principles to streamline the effort are effective strategies to handle large and complex projects while staying true to Agile values and principles.Check Page 121. Appendix 2 of Agile Practice Guide (Attributes that influence tailoring). Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 39:
In a civil construction project, the subcontractor responsible for bar bending work consistently delivers late due to resource challenges. The subcontractor is willing to accept penalties for the delays, and as the project manager, you agree to this arrangement since finding a replacement contractor is not a feasible option at this stage.
This negotiation is an example of:
Forcing
Collaboration
Withdrawal
Compromising
ForcingCollaborationWithdrawalCorrect answerCompromisingOverall explanationOption D, “Compromising,” is the correct answer for this scenario. Here’s an explanation of the correct and incorrect options:A. Forcing: Forcing is a conflict resolution technique where one party uses their authority to impose a solution on the other party. In this scenario, the project manager is not imposing a solution but rather working with the subcontractor to find a mutually agreeable solution. It’s not a forcing situation.B. Collaboration: Collaboration is a conflict resolution technique where parties work together to find a mutually beneficial solution. While collaboration is generally a good approach, in this scenario, the subcontractor is willing to accept penalties for late deliveries, which indicates a compromise rather than full collaboration.C. Withdrawal: Withdrawal, also known as avoiding, is a conflict resolution technique where one or both parties choose not to address the conflict. In this scenario, the project manager is actively addressing the issue and negotiating with the subcontractor, so withdrawal is not the correct choice.D. Compromising: Compromising is a conflict resolution technique where both parties make concessions to reach an agreement. In this scenario, the project manager and subcontractor are working together to agree on contract terms that involve penalties for late deliveries. This approach represents a compromise between the two parties to resolve the issue effectively.The project manager is taking a compromising approach by accepting the subcontractor’s willingness to take a hit on contract terms, which is a fair and reasonable way to handle the situation given the challenges faced by the subcontractor.Link to PMBOK 7th Edition: Section 4.2.7.1 - Conflict ModelLink to new ECO: Domain 1, Task 1: Manage conflictDomainPeople
Question 40:
You are managing an agile-driven project as the scrum master. You have various development teams working across the globe in different time zones. What tailoring recommendations can you adopt for an effective delivery (select THREE OPTIONS)
Use tools like Teams, Webex and electronic team boards
Setup face-to-face meetings wherever possible to ensure more effective remote connections
Plan regular connects on fixed time of the day to ensure smooth drumbeat
Consider round robin check-ins during meetings to ensure participation and check consensus for decision making
Recommend to have team off-site events for leadership trainings
Correct selectionUse tools like Teams, Webex and electronic team boardsCorrect selectionSetup face-to-face meetings wherever possible to ensure more effective remote connectionsPlan regular connects on fixed time of the day to ensure smooth drumbeatCorrect selectionConsider round robin check-ins during meetings to ensure participation and check consensus for decision makingRecommend to have team off-site events for leadership trainingsOverall explanationIn an agile-driven project with development teams working across the globe in different time zones, the key is to enhance communication and collaboration. Options A, B, and D are correct recommendations, while options C and E are incorrect. Here’s an explanation for each:A. Use tools like Teams, Webex, and electronic team boards: This is a correct recommendation. Agile teams distributed across different locations can benefit from using collaboration tools and electronic boards to facilitate communication, share information, and track progress. Tools like Microsoft Teams, Webex, or other video conferencing and collaboration software can help bridge the geographical gap.B. Setup face-to-face meetings wherever possible to ensure more effective remote connections: While face-to-face meetings are highly effective, they might not be feasible for teams spread across the globe. Therefore, it’s crucial to use virtual meetings and video conferencing tools to create a more personal and interactive connection. However, in some cases, when feasible, face-to-face meetings can be beneficial for team-building and establishing rapport.C. Plan regular connects on a fixed time of the day to ensure a smooth drumbeat: This option is not necessarily the best practice for globally distributed agile teams. Fixed-time daily stand-up meetings might not accommodate different time zones, causing inconvenience for some team members. Agile teams should consider implementing flexible meeting schedules to accommodate various time zones and make it easier for all team members to participate.D. Consider round-robin check-ins during meetings to ensure participation and check consensus for decision-making: This is a good recommendation. Round-robin check-ins during meetings ensure that each team member has an opportunity to provide updates, ask questions, and express concerns. It promotes equal participation and helps check consensus for decision-making.E. Recommend having team off-site events for leadership training: While team off-site events and leadership training are valuable, they might not be practical for a globally distributed agile team. Traveling for off-site events can be challenging, costly, and time-consuming. Leadership training can be conducted through virtual sessions, which are more suitable for geographically dispersed teams.In summary, for effective delivery in an agile project with global teams, it’s crucial to leverage collaboration tools (Option A), use virtual meetings (Option B), and promote equal participation during meetings (Option D). Planning fixed-time daily connects (Option C) and recommending team off-site events (Option E) may not be the most practical or effective approaches in this context.Check Page 122. Appendix 2 of Agile Practice Guide (Attributes that influence tailoring). Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainPeople
Question 41:
Jake is a project manager for a software application development project which is getting executed in an agile environment. Over the last few weeks, his team members have approached Jake a number of times, voicing concerns regarding the amount of documentation that they need to perform as a part of the project.
This has been a client requirement since the beginning, but it is consuming a lot of productive time of your team members. What is the best course of action for you as a servant leader here?
Instruct the team to follow the process already being followed and try to hire additional resources to help documentation
Empathize with the issue for your team and propose that you are willing to help by working extra hours for them to complete the documentation backlog
Setup a meeting with the customer and your key team members to re-evaluate the current documentation process and identify opportunities for simplification and elimination
Use your judgement to eliminate some documentation stuff which you feel is unnecessary
Instruct the team to follow the process already being followed and try to hire additional resources to help documentationEmpathize with the issue for your team and propose that you are willing to help by working extra hours for them to complete the documentation backlogCorrect answerSetup a meeting with the customer and your key team members to re-evaluate the current documentation process and identify opportunities for simplification and eliminationUse your judgement to eliminate some documentation stuff which you feel is unnecessaryOverall explanationOption C is the correct answer for the given scenario, and here’s why, along with explanations for why the other options (A, B, and D) are incorrect:C. Setup a meeting with the customer and your key team members to re-evaluate the current documentation process and identify opportunities for simplification and elimination: This is the best course of action as it promotes collaboration and open communication. Agile projects value customer collaboration, and it’s essential to involve the customer in discussions about project processes. By revisiting the documentation requirements with the customer and key team members, you can identify ways to simplify or eliminate unnecessary documentation, aligning the process with agile principles.A. Instruct the team to follow the process already being followed and try to hire additional resources to help documentation: This option is not ideal because it disregards the agile principle of customer collaboration and doesn’t address the root of the problem. Simply hiring more resources may not be the most efficient solution, and it doesn’t involve the customer in the decision-making process.B. Empathize with the issue for your team and propose that you are willing to help by working extra hours for them to complete the documentation backlog: While empathy is a valuable trait for a servant leader, offering to work extra hours yourself doesn’t address the issue effectively. It doesn’t involve the customer or evaluate the documentation process’s necessity.D. Use your judgment to eliminate some documentation stuff which you feel is unnecessary: Relying solely on your judgment to eliminate documentation may not align with agile principles. Agile practices emphasize collaboration and customer involvement. Deciding on your own to eliminate documentation without customer collaboration might lead to misunderstandings and missed requirements.In agile project management, the focus should be on delivering value to the customer while adapting to changing requirements. In this context, involving the customer (Option C) in the process of re-evaluating documentation is the most effective way to address concerns and streamline the documentation process.I would highly recommend you to watch the tutorial video on Servant Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsULink to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition: Section 2.2.1.2 - Distributed leadership and managementDomainPeople
Question 42:
This type of an organization is divided into departments and each department has a functional manager. As a project manager, one needs to reach out to each functional manager to help allocate resources for a particular project. The project manager has very limited authority to choose the resources for a project.
The members of the project team do not have any accountability or report to the project manager directly. Which type of organization is being talked about here?
Functional
Balanced-matrix
Strong-matrix
Project oriented
Correct answerFunctionalBalanced-matrixStrong-matrixProject orientedOverall explanationOption A is the correct answer for the given scenario, and here’s why, along with explanations for why the other options (B, C, and D) are incorrect:A. Functional: In a functional organization, departments are divided by functions (e.g., marketing, engineering, IT), and each department has a functional manager. In this structure, project managers have limited authority, and they must reach out to functional managers to allocate resources for their projects. Project team members report to their respective functional managers and not directly to the project manager. This is a typical characteristic of a functional organization.B. Balanced-matrix: In a balanced-matrix organization, the balance between functional managers and project managers in terms of authority and resource allocation is relatively equal. Project managers have more level authority in a balanced matrix organization than in functional organizations (Option C-Strong Matrix), and team members may have dual reporting relationships to both the project manager and functional manager. However, the scenario described is more aligned with a functional organization where functional managers have more authority over resource allocation.C. Strong-matrix: In a strong-matrix organization, project managers have significant authority, and they have control over resource allocation. Team members often report directly to the project manager. In this scenario, project managers do not have the level of authority described, so it does not represent a strong-matrix organization.D. Project oriented: A project-oriented organization is characterized by a structure where the project manager has complete control and authority over the resources and decisions related to the project. Team members typically report directly to the project manager. The scenario described does not match the characteristics of a project-oriented organization.The scenario presented aligns with a functional organization where the project manager has limited authority and must reach out to functional managers for resource allocation, and team members do not directly report to the project manager. Therefore, Option A, “Functional,” is the correct choice.Link to new ECO: Domain 3, Task 4: Support organizational changeLink to Process Group Practice Guide: Table 2.1 Influences of organizational structures on projectsDomainBusiness Environment
Question 43:
You are in the initiation phase of a project and you are developing an artifact that will be a primary input to your scope management plan. This artifact consists of the high-level project description, assumptions, constraints, and high-level requirements that the project is intended to satisfy. Which project artifact is being referred to here:
Business Case
Benefits Management Plan
Project Charter
Scope Document
Business CaseBenefits Management PlanCorrect answerProject CharterScope DocumentOverall explanationOption C, “Project charter,” is the correct answer for the given scenario, and here’s why, along with explanations for why the other options (A, B, and D) are incorrect:C. Project charter: The project charter is developed during the initiation phase and is a primary input to the scope management plan. It contains the high-level project description, assumptions, constraints, and high-level requirements that the project is intended to satisfy. The project charter provides a formal authorization for the project to begin, and it is typically issued by a project sponsor or someone at a similar level of authority.A. Business case: The business case is a document that justifies the need for the project. It typically includes information about the project’s expected benefits, costs, and alignment with the organization’s strategic objectives. While a business case is important, it does not contain the same level of detail regarding project assumptions, constraints, and high-level requirements as the project charter.B. Benefits management plan: The benefits management plan is a document that outlines how and when the expected benefits of the project will be realized. It focuses on the management and realization of benefits and is not the primary input for the scope management plan. It is related to the business case but does not contain the information specified in the question.D. Scope document: The scope document, or project scope statement, is a detailed document that defines the project’s scope, objectives, deliverables, constraints, assumptions, and acceptance criteria. It is used during the planning phase to guide the project team in developing the project’s work breakdown structure (WBS) and detailed project planning. While it contains some of the information mentioned, it is not the primary input for the scope management plan during the initiation phase.In the context of initiating a project and developing an artifact that contains a high-level project description, assumptions, constraints, and high-level requirements, the correct answer is the “Project charter” (Option C). The project charter is the document that authorizes the project and provides essential high-level information about the project’s purpose and context.Link to new ECO: Domain 2, Task 12: Manage Project ArtifactsLink to Process Group Practice Guide: 4.1 - Develop Project CharterDomainProcess
Question 44:
A drug company is developing an inhaler for asthma patients. The product is very critical for patient safety and needs multiple testing phases, conformance checks, and legal approvals. The project calls for an early product delivery and feedback to design in line with all necessary conformance reviews, documentation, and certification happening thereafter using standardized procedures.
What project management methodology is most suitable here?
Scrumban
Iterative
Incremental
Hybrid
ScrumbanIterativeIncrementalCorrect answerHybridOverall explanationOption D, “Hybrid,” is the correct answer for the given scenario, and here’s why, along with explanations for why the other options (A, B, and C) are incorrect:D. Hybrid: In a complex project like developing an inhaler for asthma patients, where safety, testing, conformance checks, legal approvals, and standardized procedures are crucial, a hybrid approach is often the most suitable. Hybrid project management combines elements from different methodologies, allowing for a tailored approach that can address the specific needs of the project. It enables the early delivery and feedback aspects associated with agile methodologies (like Scrum and Iterative) while accommodating the structured and documentation-heavy phases required for conformance reviews and legal approvals.A. Scrumban: Scrumban is a hybrid approach that combines Scrum and Kanban principles. While it can be useful in managing work in progress and providing flexibility, it may not be the best choice for a project with extensive safety, conformance, and legal requirements, as it tends to be more lightweight and may not provide the level of documentation and control required.B. Iterative: Iterative approaches involve the repetition of development cycles and refinement of the product over time. While this approach allows for flexibility and early delivery, it may not inherently address the specific safety, conformance, and legal aspects highlighted in the scenario.C. Incremental: Incremental approaches involve breaking the project into smaller, manageable parts, with each increment adding new features or capabilities. This can be valuable for incremental enhancements but may not fully address the safety-critical and regulatory aspects of the inhaler development project.In the context of developing a critical product like an inhaler with extensive safety, conformance checks, and legal approvals, a hybrid project management methodology (Option D) is often the best choice. This allows for a tailored approach that combines the benefits of both agile and traditional project management practices, ensuring early delivery and feedback while adhering to the necessary standards and documentation requirements.Check Page 122. Appendix 2 of Agile Practice Guide (Attributes that influence tailoring). Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 45:
In an agile project environment, this person is responsible for guiding the direction of the product. They rank the work based on business value. They work with their team daily to provide product feedback and setting direction on the next piece of functionality to be delivered/developed. They work with stakeholders, customers, and teams to define the product direction. Which agile team role is being talked about here?
Team facilitator
Team leader
Product owner
Project manager
Team facilitatorTeam leaderCorrect answerProduct ownerProject managerOverall explanationOption C, “Product owner,” is the correct answer for the given scenario, and here’s why, along with explanations for why the other options (A, B, and D) are incorrect:C. Product Owner: In agile project environments, the Product Owner plays a crucial role in guiding the direction of the product. They are responsible for prioritizing the work based on business value, working closely with their team to provide feedback, setting direction for the next functionality to be delivered, and collaborating with stakeholders and customers to define the product’s direction. The Product Owner is the key role responsible for managing the product backlog, making decisions about what features or user stories should be developed next, and ensuring that the team delivers value to the customer.A. Team Facilitator: While a team facilitator or Scrum Master facilitates agile ceremonies and helps the team work effectively, they do not have the responsibility for defining the product direction or prioritizing work based on business value. Their primary focus is on helping the team follow agile practices and remove impediments.B. Team Leader: The role of a team leader in agile teams is typically different from that of a Product Owner. Team leaders might provide guidance on technical aspects or team dynamics but are not primarily responsible for defining product direction or working with stakeholders and customers to prioritize work.D. Project Manager: In agile, the Project Manager’s role is often less prominent compared to traditional project management approaches. Agile teams are typically self-organizing, and the responsibilities related to defining the product and prioritizing work belong to the Product Owner. While Project Managers may have a role in some agile organizations, their focus is often on project-level coordination and management rather than defining product direction.In summary, the Product Owner (Option C) is the agile team role responsible for product direction, prioritizing work based on business value, and working closely with the team, stakeholders, and customers to ensure the product meets their needs and delivers value.Link to new ECO: Domain 1, Task 6: Build a teamLink to Agile Practice Guide: Section 4.3.2 - Agile RolesDomainPeople
Question 46:
A project manager is studying the types of leadership as a part of his project onboarding. What is the type of Leadership called that demonstrates a commitment to serve and put other people first; focuses on other people’s growth, learning, development, autonomy, and well-being; concentrates on relationships, community, and collaboration?
Charismatic Leader
Transformational Leader
Servant Leader
Interactional Leader
Charismatic LeaderTransformational LeaderCorrect answerServant LeaderInteractional LeaderOverall explanationOption C, “Servant leader,” is the correct answer for the described type of leadership, and here’s why, along with explanations for why the other options (A, B, and D) are incorrect:C. Servant Leader: A servant leader is a leadership style that emphasizes serving and putting the needs of others first. Servant leaders focus on the growth, learning, development, autonomy, and well-being of their team members. They concentrate on building strong relationships, fostering a sense of community, and promoting collaboration within the team. This type of leadership is often associated with creating a supportive and empowering work environment.A. Charismatic Leader: Charismatic leadership involves a leader who uses their personal charm and magnetism to inspire and motivate followers. While charismatic leaders can be influential and inspirational, this style may not necessarily prioritize serving others and fostering community and collaboration as much as servant leadership.B. Transformational Leader: Transformational leadership is a style where leaders inspire and motivate their team to achieve extraordinary outcomes and exceed their own expectations. While transformational leaders can be highly influential, their focus is often on transformation and achieving challenging goals rather than exclusively on serving and putting others first.D. Interactional Leader: The term “interactional leader” is not a widely recognized leadership style in traditional project management or leadership theory. It is not directly related to the description of leadership that prioritizes serving others, growth, development, and collaboration.In summary, the Servant Leader (Option C) best fits the description of leadership that is committed to serving and putting other people first, focusing on their well-being and fostering collaboration and community within the team. This leadership style is about empowering and supporting team members to achieve their best while building strong relationships.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition - Section 3.3.1 Leadership StylesDomainPeople
Question 47:
Bradley is the product owner of developing an ERP solution for SynSys. Inc – A technology giant based out of Silicon Valley. The project is currently in the design & development stage. A lot of customer requirements are pouring in and the user-story priorities are changing every week.
However, once the features & requirements get finalized & locked, it will be a defined and repeatable rollout process across SynSys offices in California, London, and New Delhi. What is the best project management methodology to apply here?
Hybird
LeSS
SAFE
Waterfall
Correct answerHybirdLeSSSAFEWaterfallOverall explanationOption A, “Hybrid,” is the correct answer for this scenario, and here’s why, along with explanations for why the other options (B, C, and D) are incorrect:A. Hybrid: In the scenario described, where customer requirements are continually evolving, and user-story priorities are changing frequently during the design and development stage, a hybrid project management approach is suitable. A hybrid approach combines elements of different methodologies to tailor the project management process to specific project needs. It allows for flexibility to accommodate changing requirements while still providing structure and control for the repeatable rollout process. This approach can integrate Agile practices with more traditional project management processes, enabling adaptability in the development phase and structure in the rollout phase.B. LeSS (Large-Scale Scrum): LeSS is a framework for scaling Scrum to larger organizations. While Scrum is an Agile methodology suitable for managing complex and adaptive work, it may not be the best fit in this scenario, as it doesn’t directly address the need for a defined and repeatable rollout process.C. SAFe (Scaled Agile Framework): SAFe is designed for large-scale Agile projects and can provide structure to Agile practices. It may be appropriate in some scenarios but does not directly address the evolving customer requirements and the need for a defined and repeatable rollout process.D. Waterfall: Waterfall is a traditional project management methodology that follows a linear and sequential approach. It’s typically not well-suited for projects with evolving customer requirements and changing user-story priorities, as it does not readily accommodate changes once the project is in progress.In summary, a Hybrid approach (Option A) is the best choice in this scenario because it allows for a combination of Agile practices to manage evolving requirements during design and development while incorporating more structured and controlled methods for the later rollout phase, where the requirements are expected to be locked down and repeatable. This approach provides the needed adaptability and control for a project like the ERP solution for SynSys, Inc.Check Page 122. Appendix 2 of Agile Practice Guide (Attributes that influence tailoring). Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 48:
A project manager is preparing a charter for a project to automate a pick-and-place operation in an assembly line with COBOTs. The sponsor has told the PM that the charter should be aligned with the operations dept. manager who is responsible for the production of that line.
The PM approaches the ops manager but he is totally non-cooperative since he believes that this automation will cause layoffs in his department. What should the PM do first?
Go to the sponsor and ask him for a rationale for this automation project
Update the risk register stating that the project will be delayed due to non-cooperation of the ops manager
Provide objective cost benefit analysis evidence of the automation project to the Ops manager
Setup a meeting with the dept manager to explain business case and benefits management plan
Go to the sponsor and ask him for a rationale for this automation projectUpdate the risk register stating that the project will be delayed due to non-cooperation of the ops managerProvide objective cost benefit analysis evidence of the automation project to the Ops managerCorrect answerSetup a meeting with the dept manager to explain business case and benefits management planOverall explanationOption D, “Setup a meeting with the department manager to explain the business case and benefits management plan,” is the correct answer for the following reasons, along with explanations for why the other options (A, B, and C) are incorrect:D. Setup a meeting with the department manager to explain the business case and benefits management plan: - This is the correct approach as it focuses on addressing the department manager’s concerns and objections. It provides an opportunity to discuss the project’s goals, benefits, and the rationale behind the automation project. By involving the department manager and explaining the business case and benefits management plan, you can potentially gain their cooperation and alignment with the project.A. Go to the sponsor and ask him for a rationale for this automation project: - While seeking clarification from the sponsor might provide some insights, it’s not the first step to take. It’s essential to engage with the department manager directly to address their concerns and build a collaborative understanding of the project’s objectives.B. Update the risk register stating that the project will be delayed due to non-cooperation of the ops manager: - While tracking the potential risk is a project management practice, it should not be the first step in this situation. It’s more proactive to attempt to resolve the issue by engaging with the department manager rather than immediately recording it as a risk.C. Provide objective cost benefit analysis evidence of the automation project to the Ops manager: - While providing a cost-benefit analysis is important, it may not address the department manager’s concerns and objections directly. Without first discussing the benefits and addressing their concerns, providing a cost-benefit analysis might not be as effective.In summary, the best initial step for the project manager is to set up a meeting with the department manager to engage in a constructive dialogue, explain the business case, and discuss the benefits management plan. This approach aims to build alignment, address concerns, and promote cooperation from the department manager.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to Process Group Practice Guide: Section 1.10- Benefits management and business documentsDomainPeople
Question 49:
RayVac Motors. Inc is planning to develop their first ever electric car. The project needs to be agile-driven since a lot of scope, execution strategy, timelines are undefined. You have been assigned as the project manager for this project. RayVac Motors. Organizational design is set up quite traditionally with teams in functional silos within functional organizations. (Eg. Design Department, Procurement Department, Fabrication Department, Quality Assurance etc.). What should you consider to setup your project team for success?
Develop a cross functional team without management involvement & build a reward system around it
Develop gated review systems across departments so that no deliverable moves without prior alignment between sending & receiving departments
Lead the project with program management methodology where each department handles its scope and success criteria individually
Send emails to individual department managers asking for resource allocation for your project
Correct answerDevelop a cross functional team without management involvement & build a reward system around itDevelop gated review systems across departments so that no deliverable moves without prior alignment between sending & receiving departmentsLead the project with program management methodology where each department handles its scope and success criteria individually Send emails to individual department managers asking for resource allocation for your projectOverall explanationOption A, “Develop a cross-functional team without management involvement & build a reward system around it,” is the correct answer for the following reasons, along with explanations for why the other options (B, C, and D) are incorrect:A. Develop a cross-functional team without management involvement & build a reward system around it: - This approach is consistent with agile principles, which emphasize self-organizing, cross-functional teams. By establishing a cross-functional team, you create a structure that can work collaboratively on the project, overcoming the limitations of traditional functional silos. Building a reward system can motivate and align the team towards project success, as agile methodologies often emphasize team-based rewards and recognition.B. Develop gated review systems across departments so that no deliverable moves without prior alignment between sending & receiving departments: - This option suggests implementing gated review systems, which can be bureaucratic and time-consuming. It enforces a traditional, stage-gate approach and may not align with the agile principles of flexibility and adaptability.C. Lead the project with program management methodology where each department handles its scope and success criteria individually: - Program management is not a methodology for developing a single product; it is about managing multiple related projects. In this scenario, using program management could lead to fragmentation and lack of integration in developing the electric car.D. Send emails to individual department managers asking for resource allocation for your project: - Sending emails to request resource allocation, while a practical form of communication, does not address the need for cross-functional collaboration and self-organizing teams essential in agile approaches.For an agile-driven project like developing an electric car, the most effective approach is to create cross-functional teams that can work collaboratively and adapt to the evolving scope. This approach aligns with agile principles and can lead to better project success by promoting self-organization, collaboration, and a focus on delivering value to the customer.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesLink to Process Group Practice Guide: Table 2.1 - Influences of Organizational Structures on ProjectsDomainProcess
Question 50:
The principal designer of a tunnel construction project has been reassigned to another project by his functional manager without the project manager’s approval. The project team has expressed concern that this will slow down the project and may also cause design inefficiencies in the final product. What should be the most effective action by the project manager to resolve this?
Review the situation with the sponsor and formulate a response
Hire an external design consultant to build design capability within project team
Acknowledge the concerns raised by the team and perform an impact analysis
Perform a team off-site to provide coaching on motivational theory
Review the situation with the sponsor and formulate a responseHire an external design consultant to build design capability within project teamCorrect answerAcknowledge the concerns raised by the team and perform an impact analysisPerform a team off-site to provide coaching on motivational theoryOverall explanationOption C, “Acknowledge the concerns raised by the team and perform an impact analysis,” is the correct answer for the following reasons, along with explanations for why the other options (A, B, and D) are incorrect:C. Acknowledge the concerns raised by the team and perform an impact analysis: - In this scenario, the project manager should first acknowledge the concerns raised by the project team, especially considering their expertise in the project’s details. This demonstrates effective communication and team collaboration. The project manager should then proceed to perform an impact analysis to understand the extent to which the reassignment of the principal designer may affect the project timeline and design quality. This is a prudent and responsible step that helps the project manager evaluate the consequences of the situation.A. Review the situation with the sponsor and formulate a response: - While eventually involving the sponsor may be necessary, jumping directly to this step without a thorough understanding of the issue would be premature. It’s important to conduct an impact analysis first to provide the sponsor with a clear picture of the problem and its potential consequences before formulating a response.B. Hire an external design consultant to build design capability within the project team: - Hiring an external consultant is a resource-intensive solution that may not be necessary until the impact analysis is performed and may come at an extra cost. Additionally, it does not address the immediate concerns and potential delays caused by the designer’s reassignment.D. Perform a team off-site to provide coaching on motivational theory: - While team-building activities and coaching are valuable for improving team morale and motivation, they are not the primary solution in this context. The immediate issue is the reassignment of a critical team member, and addressing motivational aspects would not effectively resolve the situation.In this scenario, the project manager should start by acknowledging the team’s concerns and performing a structured impact analysis to assess the potential impacts of the principal designer’s reassignment. Once a clear understanding of the situation and its implications is obtained, the project manager can make an informed decision on the next steps, including whether to involve the sponsor, hire external consultants, or conduct team off-sites. This aligns with the best practice of conducting due diligence before escalating issues to higher management.Link to new ECO: Domain 1, Task 6: Build a teamLink to Process Group Practice Guide: Team Building - Pg. 307DomainPeople
Question 51:
You are working in a project team where transparency is a major issue. Team members always tend to hide errors for the risk of receiving strong feedback and doing major rework. They also tend to hide their progress because they feel that if they finish a deliverable before time, they would be pushed to complete more deliverables out of their scope. What steps should you take as an effective project manager here? (Select THREE OPTIONS)
Lead by example and demonstrate transparency in decision making
Create a leader within the team and make him responsible to drive culture change
Create a status board/Kanban board with each member’s deliverable & scope displayed
Perform team building exercises regularly
Link issues on non-transparency to performance reviews of individuals which in turn defines their career progression
Correct selectionLead by example and demonstrate transparency in decision makingCreate a leader within the team and make him responsible to drive culture changeCorrect selectionCreate a status board/Kanban board with each member’s deliverable & scope displayed Correct selectionPerform team building exercises regularlyLink issues on non-transparency to performance reviews of individuals which in turn defines their career progressionOverall explanationOptions A, C, and D are the correct answers for addressing the issue of transparency within the project team. Let’s explore each of these options along with an explanation of why they are correct, as well as why options B and E are incorrect:A. Lead by example and demonstrate transparency in decision making: - This is an essential step for a project manager to foster transparency within the team. By leading with transparency in decision-making, the project manager sets a positive example that encourages team members to follow suit. It helps in building trust and an open communication culture.C. Create a status board/Kanban board with each member’s deliverable & scope displayed: - Using visual management tools like a Kanban board can promote transparency. It provides visibility into the work each team member is doing, including deliverables and scope. This encourages team members to be more open about their progress and can help identify potential bottlenecks or issues.D. Perform team building exercises regularly: - Team building exercises can improve team dynamics and communication. When team members have a stronger, more open relationship, they are more likely to be transparent about their work. Team building activities can help address the issue at its root by creating a culture of trust and open communication.Options B and E are incorrect for the following reasons:B. Create a leader within the team and make him responsible to drive culture change: - While creating a leader within the team can be valuable, it’s not a direct solution to the transparency issue. This option doesn’t address the core problem of team members hiding errors or progress. Transparency should be a shared value among all team members, rather than being the responsibility of a single individual.E. Link issues of non-transparency to performance reviews of individuals, which in turn defines their career progression: - Tying non-transparency issues to performance reviews and career progression can create a punitive environment that discourages openness. Team members may become even more reluctant to admit errors or share progress for fear of negative repercussions. It’s essential to build trust and encourage transparency through positive means rather than threats.In summary, addressing the issue of transparency requires the project manager to lead by example, create visual management tools like Kanban boards, and invest in team-building exercises to foster a culture of openness and trust. These actions promote transparency without creating a negative environment.I would highly recommend you to watch the tutorial video on Servant Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsULink to new PMP Exam ECO: Domain-1, Task-2: Lead a TeamLink to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 52:
Agile teams are mostly cross-functional. Some people in the team have specializations in one domain but rarely contribute beyond that domain. By contrast, another set of people supplement their expertise in one area with supporting but less developed skills in associated areas and good collaboration skills. As per the Agile Practice Guide, what are the two types of team members called (in order as mentioned in the question)?
T shaped and L shaped individual
I shaped and T shaped individual
L shaped and I shaped individual
T shaped and J shaped individual
T shaped and L shaped individualCorrect answerI shaped and T shaped individualL shaped and I shaped individualT shaped and J shaped individualOverall explanationOption B is the correct answer. The two types of team members, as per the Agile Practice Guide, are referred to as “I-shaped” and “T-shaped” individuals. Let’s break down why this is the correct choice and why the other options are incorrect:B. I-shaped and T-shaped individual: - “I-shaped” individuals have expertise or specialization in a single domain and typically do not contribute beyond that specialization. - “T-shaped” individuals have expertise in one domain (the vertical line of the ‘T’) and also possess supporting skills and collaboration skills in associated areas (the horizontal line of the ‘T’). These individuals can contribute to multiple areas and work effectively in cross-functional teams.Now, let’s examine why the other options are incorrect:A. T-shaped and L-shaped individual: - The term “L-shaped” is not commonly used in the context of Agile teams. The Agile Practice Guide primarily focuses on the concept of “T-shaped” individuals.C. L-shaped and I-shaped individual: - This option combines the terms “L-shaped” and “I-shaped” individuals, but it doesn’t accurately represent the concepts outlined in the Agile Practice Guide.D. T-shaped and J-shaped individual: - The term “J-shaped” is not a standard designation for a type of individual in Agile contexts. The Agile Practice Guide uses “I-shaped” and “T-shaped” to describe the two primary types of team members.In summary, Agile teams typically consist of “I-shaped” individuals who have specialized expertise and “T-shaped” individuals who have both specialization and supporting skills. These concepts emphasize the value of cross-functional teams and collaboration.Link to new ECO: Domain 1, Task 6: Build a teamLink to Agile Practice Guide: I shaped and T shaped People - Pg. 42DomainPeople
Question 53:
During a project review meeting for a civil construction project, a team member is unable to access the project schedule in MS Project due to an expired license.
Which project tool/technique should you refer to understand how project management software tools are licensed in your company and how to help your team member by directing him to the right person?
Configuration Management Plan
PMIS
Software Licensing Plan
Risk Register
Configuration Management PlanCorrect answerPMISSoftware Licensing PlanRisk RegisterOverall explanationOption B, PMIS (Project Management Information System), is the correct answer.Here’s an explanation of why the other options are incorrect:A. Configuration management plan: This plan deals with how the project’s deliverables and documentation are managed and versioned. It does not provide information on software licensing or how to help a team member resolve licensing issues.C. Software licensing plan: While this sounds relevant to the issue at hand, it’s not a standard term or concept in project management. Information on software licensing would typically be found in the organization’s policies or procedures.D. Risk register: The risk register is a document that identifies and assesses project risks, along with their potential impact and proposed responses. It is not the appropriate tool to address software licensing issues.PMIS (Option B) is the correct choice because it is the primary system that provides access to project-related information, including scheduling tools and licensing information. The PMIS often contains documentation on how to use project management software, license information, and who to contact for support or licensing issues. In this scenario, referring to the PMIS would help the project manager and team member find the necessary information and contacts to resolve the licensing problem.Link to new ECO: Domain 2, Task 12- Manage project artifactsLink to Process Group practice Guide: PMIS - Pg. 288DomainProcess
Question 54:
In a hybrid product design & manufacturing project, the waterfall team (production) enters a quality-check vision system malfunction resulting in high-value losses due to a scrap of products within specifications.
When the production team tells the design (agile) team about the problem, it becomes clear that mistranslated product specification sheets created problems for both teams.
However, the agile team identified and resolved the problem at their end weeks ago before the malfunction happened on the production floor. What could the agile team have done differently to prevent this loss?
Deprioritized the stories impacted by the information in the specification sheets
Asked the product owner to hold the project till the translation issued were sorted
Summarized their retrospective conclusions on information radiators
Formally raised a change request to provide similar translated material both for the agile and waterfall teams
Deprioritized the stories impacted by the information in the specification sheetsAsked the product owner to hold the project till the translation issued were sortedCorrect answerSummarized their retrospective conclusions on information radiatorsFormally raised a change request to provide similar translated material both for the agile and waterfall teamsOverall explanationOption C is the correct answer, and here’s why:C. Summarized their retrospective conclusions on information radiators: In an agile environment, the retrospective is a crucial ceremony where the team reflects on their performance and identifies areas for improvement. Summarizing the retrospective conclusions on information radiators (like team boards or dashboards) can help make the information visible to the entire team and ensure that everyone is aware of and understands the improvements needed. This proactive approach can help prevent issues that arise from misunderstandings or miscommunications.Now, let’s explain why the other options are incorrect:A. Deprioritized the stories impacted by the information in the specification sheets: Deprioritizing stories doesn’t address the issue of mistranslated specification sheets. It’s a reactive approach and doesn’t ensure that the problem is identified and resolved in advance.B. Asked the product owner to hold the project till the translation issues were sorted: Delaying the project isn’t a practical solution, especially if the agile team had already identified and resolved the problem weeks ago. It’s an overreaction to the issue.D. Formally raised a change request to provide similar translated material both for the agile and waterfall teams: While formal change requests are essential for certain changes in project management, in an agile environment, teams are encouraged to collaborate and make necessary adjustments without formalities whenever possible. Raising a change request may be seen as excessive bureaucracy in this context.Option C emphasizes the agile practice of using information radiators to make crucial information visible, which is a proactive way to prevent misunderstandings and issues before they impact the project.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesLink to Agile Practice Guide: Pg. 105 - InformationRadiatorsDomainPeople
Question 55:
A new regulation has mandated both the ‘date of packaging’ and the ‘date of expiry’ on a label. However, the company’s current packaging design is too small to fit the information.
The regulatory agencies do not provide a solution, so the agile team proposes a solution to display the information on a secondary flap within the product packaging. The start of full-scale production of the product package is a critical milestone and is due to start in 2 weeks.
What should the agile team do first?
Update the sprint backlog to reflect the additional product label requirement
Contact the legal compliance team to confirm the validity of the selected design
Request approval from the steering committee to proceed with the change
Develop a prototype and submit it to the label manufacturer for approval
Update the sprint backlog to reflect the additional product label requirementCorrect answerContact the legal compliance team to confirm the validity of the selected designRequest approval from the steering committee to proceed with the changeDevelop a prototype and submit it to the label manufacturer for approvalOverall explanationOption B is the correct answer, and here’s why:B. Contact the legal compliance team to confirm the validity of the selected design: In this scenario, the agile team has proposed a solution to address a regulatory requirement that affects the packaging design. It’s crucial to ensure that the selected design aligns with legal compliance and regulatory standards. Contacting the legal compliance team first is the most appropriate step to confirm that the proposed solution complies with the regulations. This step helps avoid potential legal issues and delays in the project.Now, let’s explain why the other options are incorrect:A. Update the sprint backlog to reflect the additional product label requirement: While updating the sprint backlog is a valid action in agile projects, it is not the first step in this situation. Addressing legal compliance and regulatory requirements should come before updating the sprint backlog, as non-compliance could result in major project setbacks.C. Request approval from the steering committee to proceed with the change: While obtaining approval from the steering committee may be necessary for significant project changes, it’s not the first step. It’s important to confirm the legality of the design with the legal compliance team before escalating the issue to higher management.D. Develop a prototype and submit it to the label manufacturer for approval: Developing a prototype and submitting it for approval is premature before confirming the legality of the design with the legal compliance team. Legal compliance should be the initial step.In agile projects, addressing regulatory and legal compliance is a fundamental consideration, and it’s essential to consult the relevant legal experts or teams to ensure adherence to the rules and regulations.Link to new ECO: Domain 3, Task 1: Plan and manage project complianceLink to Process Group Practice Guide: Compliance and Quality Control - Pg. 179-181DomainBusiness Environment
Question 56:
Arrange the personality traits (A B, C, D) of your project team members with their MBTI personality indicator classifications (1, 2, 3, 4) in the table below.
(Note: In your PMP Exam, you will be asked to perform this matching using the drag & drop feature on the exam interface)
A-1, B-3, C-4, D-2
A-1, B-3, C-2, D-4
A-4, B-2, C-3, D-1
A-2, B-1. C-4, D-3
Correct answerA-1, B-3, C-4, D-2A-1, B-3, C-2, D-4A-4, B-2, C-3, D-1A-2, B-1. C-4, D-3Overall explanationOption 1. A-1, B-3, C-4, D-2. Domain 1, Task 14: Promote team performance through the application of emotional intelligence. Check the MBTI Personality Types Infographic here (Courtesy: Wikimedia)DomainPeople
Question 57:
You as the Scrum Master for an Agile-led project are facing difficulty to make your team members update the lessons learned register. Your team members are definitely busy at this stage of the project. They mention not having enough time as the key reason for not being able to update the lessons learned register. How should you respond?
Bring in an external resource to collect the lessons learned to help reduce the burden on the project team
Require submission of lessons learned documentation after each project deliverable is accepted by the customer
File a change request to the PMO to change how often lessons learned are collected
Ensure an agenda item for discussion of lessons learned from project activities as part of all project meetings
Bring in an external resource to collect the lessons learned to help reduce the burden on the project teamRequire submission of lessons learned documentation after each project deliverable is accepted by the customerFile a change request to the PMO to change how often lessons learned are collectedCorrect answerEnsure an agenda item for discussion of lessons learned from project activities as part of all project meetingsOverall explanationOption D: Ensure an agenda item for discussion of lessons learned from project activities as part of all project meetings. That way you structurally integrate the collation of lessons learned as part of the meeting itself. Your team members do not need to find separate time to sit & update it. Doing it in a meeting is even better because you have most of your team members and it’s the perfect forum to capture collective suggestions and learnings.(Option A) Bringing an external resource will take the accountability of lessons learned away from the team. Also, it would be difficult for the external person to consolidate lessons learned through second-hand information. (Option B) Requiring to submit lessons learned documentation after each project deliverable is accepted by the customer will increase the load even more & will worsen the situation. (Option C) Changing standards (frequency of lessons learnt) of your organization’s PMO for your project team (basis the need of a single project) is too far-fetched and will not provide a good image of you & your team to the PMO. Hence, you don’t want to do that as well.Link to new ECO: Domain 1, Task 3: Support team performanceLink to Process Group Practice Guide: Lessons Learned - Pg. 332DomainPeople
Question 58:
Georgina as a product owner experiences that a trend of stories is incomplete, and this becomes apparent at the end of an iteration. Upon investigation, Georgina finds out that several team members worked on these stories and no blockers were reported or identified. How could Georgina resolve this?
Put the stories in the blocked column and work with the scrum master to remove impediments
Work with the team to further break down the stories in the backlog and update the Definition of Ready
Use the next iteration for a team spike to determine the feasibility of completing the stories
Put the stories in the backlog list and consider them during a less intensive iteration
Put the stories in the blocked column and work with the scrum master to remove impedimentsCorrect answerWork with the team to further break down the stories in the backlog and update the Definition of ReadyUse the next iteration for a team spike to determine the feasibility of completing the storiesPut the stories in the backlog list and consider them during a less intensive iterationOverall explanationOption B: Work with the team to further break down the stories in the backlog and update the Definition of Ready. When stories cannot be completed within one iteration, it is typically because the story is not broken down into small enough goals. In the Scrum agile framework, ‘Definition of Ready’ describes the requirements that must be met in order for a story to move from the backlog to development.Definition of Ready (DoR) is a concept in Agile project management, particularly in Scrum, used to ensure that product backlog items (user stories or tasks) are well-prepared and ready to be taken up by the development team in a sprint. The DoR serves as a checklist of criteria that a user story or backlog item must meet before it can be pulled into a sprint for implementation. It helps prevent any ambiguities or unrefined work from entering the sprint and interrupting the development flow.The specific criteria in a Definition of Ready can vary from one team to another but generally include aspects like:1. Clearly defined and understood user story or task.2. Acceptance criteria are well-documented and agreed upon.3. Dependencies or prerequisites are identified and addressed.4. The product owner has reviewed and approved the item.5. The team understands the business value of the item.6. Any necessary design or architectural work is done.7. Necessary resources and environments are available.The purpose of a DoR is to promote clear communication and collaboration within the team and with stakeholders, to ensure that everyone is on the same page regarding what work is expected and how it will be delivered. By defining these criteria, teams can reduce disruptions during the sprint and increase their efficiency in delivering potentially shippable product increments. It is essential for improving the agility and predictability of the development process in Agile projects.Option A: Putting the stories in the blocked column and working with the scrum master to remove impediments disregard the team involvement and hence, is not a preferred route. Option C: A spike story in Agile is a user story that needs more information so the team can estimate how long the story will take to complete. Agile teams typically have a set amount of time outlined for spikes, which is why spike stories are often referred to as time-boxed investigations. Resorting to this option does not solve the problem from the root, because: even if the team does consider the story in the spike if the full scope (definition of ready) is not clear, the same results would be found. Option D: Putting the stories in the backlog list and considering them during a less intensive iteration is NOT good since that trend of stories may contain some critical activities which can potentially delay the project.Link to new ECO: Domain 1, Task 10: Build a shared understandingLink to Agile Practice Guide: DoR and DoD - Pg. 151DomainPeople
Question 59:
Rachel is a project manager leading a data cabling upgrade project for a telecom company. She is developing the project charter and she needs to get approval from the Communications Manager, Finance Controller, and Cyber Security Manager. All 3 of them are key stakeholders in the project.
However, each one of them has a different vision regarding the project vision & its end goal. How should Rachel go about getting the approval for all 3 of them for the project charter?
Perform a stakeholder analysis
Use conflict resolution techniques
Call a project kick-off meeting
Inform the PMO and ask for intervention
Perform a stakeholder analysisCorrect answerUse conflict resolution techniquesCall a project kick-off meetingInform the PMO and ask for interventionOverall explanationThe correct answer is B. Use conflict resolution techniques.Here’s why:1. Perform a stakeholder analysis (Option A): While stakeholder analysis is an essential step in project management, it is typically done at the beginning of the project to identify stakeholders and understand their interests and concerns. It’s not a conflict resolution technique. It doesn’t directly address the conflicting visions of key stakeholders.2. Call a project kick-off meeting (Option C): A project kick-off meeting is generally held at the beginning of a project to introduce stakeholders to the project, its goals, roles, and responsibilities. While it’s an important project management activity, it may not necessarily resolve conflicts among stakeholders. It’s more about setting the stage for the project.3. Inform the PMO and ask for intervention (Option D): Involving the Project Management Office (PMO) might be necessary in some situations, but it’s generally not the first step to take when you encounter conflicts among key stakeholders. It’s more of an escalation step and should be reserved for more serious disputes or issues that can’t be resolved at the project level.Using conflict resolution techniques (Option B) is the most appropriate immediate action when key stakeholders have conflicting visions for the project. Rachel should facilitate discussions, negotiation, and communication to align the stakeholders’ perspectives and find a common ground. Conflict resolution techniques can help in reaching a consensus and moving forward with the project charter approval.Link to new ECO: Domain 1, Task 2: Lead a Team (Servant Leadership). I would also recommend you to watch the tutorial video on Servant Leadership from my YouTube channel here: https://youtu.be/4Oa7oADVtsULink to PMBOK 7th Edition: Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 60:
You are leading a sprint review meeting for an agile project. The morale of your team members is low because the project team has suffered quite a few attritions over the last week. During the meeting, one of your team members addresses the Product Owner in a disrespectful manner. Which of the following actions should you take as the Scrum Master? (Choose TWO OPTIONS)
This is the final question for Set-1.
Please remember to review your responses at the end of the test by using the REVIEW QUESTIONS option at the end of the test on the RESULTS SCREEN.
On the results screen, you can review your performance by KNOWLEDGE AREA as well.
Remember, the key to a good preparation is analysing your practice test responses and correcting your gaps accordingly. This is a key part of your learning process which will enable you to reflect upon your competency and refine your understanding of specific areas within the syllabus.
I am certain that if you follow these steps, you will be able to ace the PMP Exam with confidence!
A kind review and positive rating for this course would be very much appreciated :)
Now, all the best with with your question ‘review & analysis’ exercise!
Remind the team about the Product Owners responsibilities and authorities
Calm all of the team members by calling on their emotional quotient
Ask the team member who behaved disrespectfully to leave the meeting
Facilitate by asking the team to resolve the points of dispute
Intervene by providing a couple of uninterrupted minutes for each person to present their case
Remind the team about the Product Owners responsibilities and authoritiesCalm all of the team members by calling on their emotional quotientAsk the team member who behaved disrespectfully to leave the meetingCorrect selectionFacilitate by asking the team to resolve the points of disputeCorrect selectionIntervene by providing a couple of uninterrupted minutes for each person to present their caseOverall explanationCorrect: Option 4, 5. The scrum master should address this conflict situation with a collaborative approach as per the servant leadership principles.Incorrect Options:Option 1. Reminding the team about the Product Owner’s responsibilities and authorities is a force/direct approach and should be avoided as a servant leader.Option 2. Calm all of the team members by calling on their emotional quotient. If you only calm & placate, you may NOT reach a win-win solution, which is the goal of conflict resolution.Option 3. Asking the team member who behaved disrespectfully to leave the meeting, is again a force/direct approach and should be avoided as a servant leader.Facilitating by asking the team to resolve the points of dispute, is in line with collaborative conflict resolution techniques and hence is a correct choice.Intervene by providing a couple of uninterrupted minutes for each person to present their case is also a correct choice because here you are first ensuring that all viewpoints are expressed, and also inviting suggestions on how to resolve the dispute.Link to new ECO: Domain 1, Task 1: Manage ConflictLink to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 1:
You are working as a project manager in a government organization where ‘agile’ is not fully integrated into the culture. What should be your best approach as a project manager while leading an agile-driven project in an organization where agile terms and language do not fit the organizational culture?
Explain Agile in terms of lean thinking, small batch sizes, frequent reviews
Modify the terms to meet the culture of the organization, but still keeping the necessary intent & outcome of every work process
Adopt a Hybrid approach since that will ensure a smooth transition
Build centre of competencies to help provide guidance and build domain knowledge
Explain Agile in terms of lean thinking, small batch sizes, frequent reviewsCorrect answerModify the terms to meet the culture of the organization, but still keeping the necessary intent & outcome of every work processAdopt a Hybrid approach since that will ensure a smooth transitionBuild centre of competencies to help provide guidance and build domain knowledgeOverall explanationThe correct answer to the question is option B: Modify the terms to meet the culture of the organization, but still keeping the necessary intent & outcome of every work process. I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.B. Modify the terms to meet the culture of the organization, but still keeping the necessary intent & outcome of every work process: - This approach recognizes the importance of adapting to the existing organizational culture while preserving the fundamental principles and values of Agile. It involves modifying Agile terminology and practices to align with the organization’s culture while still achieving the Agile project’s intended outcomes. This approach promotes flexibility and integration, allowing for a smoother transition to Agile in a non-Agile culture.Now, let’s explain why the other options are incorrect:A. Explain Agile in terms of lean thinking, small batch sizes, frequent reviews: - While explaining Agile in terms of lean thinking and frequent reviews can be beneficial, it may not be sufficient to address the disconnect between Agile terminology and the organization’s culture. Simply explaining Agile concepts may not lead to effective implementation in a non-Agile culture.C. Adopt a Hybrid approach since that will ensure a smooth transition: - While hybrid approaches can be useful in certain situations, adopting a purely hybrid approach may not be the best solution if the organization’s culture does not align with Agile. Hybrid approaches combine Agile with traditional project management methodologies, but they can be complex and may not ensure a smooth transition if the organization’s culture remains resistant to Agile principles.D. Build center of competencies to help provide guidance and build domain knowledge: - Building a center of competencies can be a valuable initiative, but it may not directly address the issue of adapting Agile to fit the organization’s culture. It focuses on providing guidance and knowledge, which is important but not the primary solution for aligning Agile with the organizational culture.Option B is the most practical approach because it acknowledges the need to bridge the gap between Agile and the organizational culture by modifying terminology and practices while preserving the Agile mindset and principles. This approach promotes adaptability and can lead to a more successful Agile implementation in a non-Agile environment.Check Page 123. Appendix 2 of Agile Practice Guide (Attributes that influence tailoring). Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 2:
As the project manager for a governance project involving local council authorities as key stakeholders, an enthusiastic Customs & Duty department stakeholder seeks more frequent and detailed project updates and offers assistance, prompting you to inquire further about his background.
Which project artifact should you refer to before going into further discussion with this stakeholder?
Project charter
Stakeholder register
Stakeholder engagement plan
Resource Management Plan
Project charterCorrect answerStakeholder registerStakeholder engagement planResource Management PlanOverall explanationThe correct answer to the question is option B: Stakeholder register. I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.B. Stakeholder register: - The stakeholder register is a project management document that contains detailed information about all project stakeholders. It includes their identification, roles, interests, expectations, and their level of influence or involvement in the project. When a new stakeholder, such as the individual from the Customs & Duty department, expresses interest in the project, the stakeholder register is the go-to document for project managers to learn more about that stakeholder’s background and interests.Now, let’s explain why the other options are incorrect:A. Project charter: - The project charter is a high-level document that authorizes the project and provides a broad overview of the project’s objectives, purpose, and stakeholders. However, it does not contain the detailed information about individual stakeholders that you would find in the stakeholder register.C. Stakeholder engagement plan: - The stakeholder engagement plan outlines how project stakeholders will be engaged and communicated with throughout the project. It provides a strategy for managing stakeholder expectations and involvement but does not contain the detailed information about a specific stakeholder’s background.D. Resource Management Plan: - The Resource Management Plan primarily focuses on how project resources (both human and physical) will be acquired, allocated, and managed. It does not contain information about individual stakeholders or their backgrounds.The stakeholder register is a crucial tool for project managers to understand and effectively engage with project stakeholders, especially when new stakeholders express interest in the project. It allows project managers to tailor their communication and engagement strategies based on the specific needs and characteristics of each stakeholder, helping to ensure a successful project outcome.Link to Process Group Practice Guide : Pg. 239 - Stakeholder RegisterLink to new ECO: Domain 2, Task 4: Engage stakeholdersDomainProcess
Question 3:
A project manager is in the process of estimating team resources that will be required for the project. Due to the nature of the project and selected development approach, they are having the challenge that only a few top-level WBS-es have been identified with the remaining to be progressively elaborated throughout the project.
What is the best approach for the estimation of team resources for the project?
Use the WBS-es to create a bottom up estimating
Use parametric estimating for the individual work packages within the WBS-es
Use analogous estimating by studying the OPAs
Start WBS decomposition to arrive at a detailed estimate
Use the WBS-es to create a bottom up estimatingUse parametric estimating for the individual work packages within the WBS-esCorrect answerUse analogous estimating by studying the OPAsStart WBS decomposition to arrive at a detailed estimateOverall explanationThe correct answer to the question is option C: Use analogous estimating by studying the OPAs. I’ll explain why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.C. Use analogous estimating by studying the OPAs: - Analogous estimating, also known as top-down estimating, involves using historical data or expert judgment to estimate project parameters when detailed project information is limited. In this scenario, where only a few top-level Work Breakdown Structures (WBS) have been identified and detailed project information is lacking, analogous estimating can provide a reasonable estimate by comparing the current project to similar past projects. The question suggests that the project is being done in a hybrid environment (roll wave planning - only a few top-level WBS-es have been identified with the remaining to be progressively elaborated throughout the project). When incorporating agile practices in the traditional waterfall approach, the project scope may be progressively elaborated throughout the project and the WBS may not be initially decomposed during the initial phases. Here a good approach is an analogous estimation by looking at past projects of similar nature (OPAs). Now, let’s explain why the other options are incorrect:A. Use the WBS-es to create a bottom-up estimating: - Bottom-up estimating involves estimating the work packages and aggregating them to higher levels of the WBS. In this case, where only a few top-level WBS items are defined, attempting bottom-up estimating is premature and would not provide accurate estimates.B. Use parametric estimating for the individual work packages within the WBS-es: - Parametric estimating involves using statistical relationships to estimate project parameters. However, to use parametric estimating effectively, you need detailed information on work packages, which is not available in this scenario with limited WBS detail.D. Start WBS decomposition to arrive at a detailed estimate: - While WBS decomposition is essential for creating a detailed project scope, it is not an appropriate approach when you already face resource estimation challenges due to limited WBS detail. Starting decomposition without more information can lead to unnecessary work and delays.Analogous estimating based on historical data and insights from the Organizational Process Assets is a practical approach when you have limited project details. It leverages past project knowledge to derive reasonable resource estimates and aligns with the PMBOK framework’s guidance on estimation techniques.Link to Process Group Practice Guide: Pg. 246, Analogous EstimatingLink to new ECO: Domain 2, Task 5: Plan and Manage Budget and ResourcesDomainProcess
Question 4:
In iteration-based agile, the product owner often works with the team to prepare some stories for the upcoming iteration during one or more sessions in the middle of the iteration. The purpose of these meetings is to analyze enough stories, so the team understands what the stories are and how large the stories are in relation to each other. What is this process called?
Backlog preparation
Backlog refinement
Backlog analysis
Backlog timeboxing
Backlog preparationCorrect answerBacklog refinementBacklog analysisBacklog timeboxingOverall explanationThe correct answer to the question is option B: Backlog refinement. I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from the Agile Practice Guide and associated agile project management principles.B. Backlog refinement: - Backlog refinement, also known as backlog grooming, is the process in Agile where the product owner and the development team collaborate to review, analyze, and update the product backlog. It involves discussions about upcoming user stories, their priorities, and their detailed requirements. The purpose is to ensure that the backlog items are well-defined, appropriately sized, and ready for selection in the next iteration or sprint. Backlog refinement sessions typically occur in the middle of an iteration, allowing the team to prepare for the next iteration while ensuring that the backlog is in good shape.Now, let’s explain why the other options are incorrect:A. Backlog preparation: - This activity involves preparing an ordered list of all the work, presented in story form, for a team. This does not involve any prioritization or ‘refinement’ activities. Check Section 5.2.2. of Agile Practice Guide for more details.C. Backlog analysis: - “Backlog analysis” is not a standard Agile term as per the Agile Practice Guide. While analysis is part of the backlog refinement process, the specific term used to describe this activity is “backlog refinement.”D. Backlog timeboxing: - “Backlog timeboxing” refers to setting a time limit for backlog refinement sessions to ensure they do not become too lengthy. It is a related concept but does not describe the entire process of refining the backlog, which includes analysis, discussion, and prioritization. Also, it’s not a standard time as per the Agile Practice Guide.Backlog refinement is an essential part of Agile project management, as it helps ensure that the product backlog is well-prepared, making it easier for the team to select and work on the right user stories in the upcoming iteration. It aligns with Agile principles of continuous improvement and collaboration between the product owner and the development team.Checkout my tutorial video on YouTube on various Agile Ceremonies: https://youtu.be/EGl7CI-Z7GILink to Agile Practice Guide: Section 5.2.3 - Backlog refinementLink to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 5:
One of your team members have become suddenly unavailable during the project due to long term illness. This has resulted in rescheduling of certain project activities which were on critical path. In a project review meeting, you find out that one critical path activity and a couple of sub-critical path activities are planned to occur at the same time now.
The sponsor is concerned about this situation. What should be your first step as a project manager?
Perform an assessment of the risks introduced as part of this re-planning
Plan to stick to the baseline to avoid any risks occurring
Review the risk register and prioritize the risks
Plan responses for the risks introduced as part of this re-planning
Correct answerPerform an assessment of the risks introduced as part of this re-planningPlan to stick to the baseline to avoid any risks occurringReview the risk register and prioritize the risksPlan responses for the risks introduced as part of this re-planningOverall explanationThe correct answer to the question is option A: Perform an assessment of the risks introduced as part of this re-planning. I’ll explain why this is the correct answer and why options B, C, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.A. Perform an assessment of the risks introduced as part of this re-planning: - When a team member becomes suddenly unavailable due to long-term illness, it can impact the project’s schedule, particularly if critical path activities are affected. Replanning in such situations can introduce new risks or alter the existing risk landscape. The project manager’s first step should be to assess the risks associated with the re-planning to identify potential impacts and formulate a response strategy.Now, let’s explain why the other options are incorrect:B. Plan to stick to the baseline to avoid any risks occurring: - Sticking to the baseline without assessing and addressing the risks introduced by re-planning is not a practical or responsible approach. It may lead to further delays and issues, as the project manager is not acknowledging the changed circumstances.C. Review the risk register and prioritize the risks: - While reviewing the risk register is important, it should be done after assessing the new risks introduced by re-planning. Prioritizing existing risks in the risk register should not be the initial response when a critical path is affected by a sudden change.D. Plan responses for the risks introduced as part of this re-planning: - While planning responses for risks is essential, it should be preceded by a thorough assessment of the risks. Identifying and analyzing the risks first will provide the necessary information to plan effective responses.Assessing the risks introduced by the re-planning allows the project manager to understand the potential implications on the project schedule, budget, and other objectives. It also enables the development of risk response plans to mitigate or address these risks. It aligns with the PMBOK framework’s principles of risk management, where assessing and responding to risks is a fundamental part of effective project management.Link to Process Group practice Guide - Table 1.4 (Identify Risks -> Plan Qualitative Risk Analysis)Link to PMP Exam ECO: Domain 2, Task 3 - Assess & Manage RisksDomainPeople
Question 6:
While studying the release burndown chart for a scrum team before the morning sprint review meeting, it was noticed that at a point, the graph moves below the X-axis. Chose the best conclusion:
This is normal. The project is delayed, and the team is not able to complete story points as per schedule
This is normal. The team should have had extra scope added by customer
This is normal. The development team underestimated time required to complete each story point
This is not normal. There have been errors in plotting the chart. The graph can touch the x-axis but cannot go below it.
This is normal. The project is delayed, and the team is not able to complete story points as per scheduleThis is normal. The team should have had extra scope added by customerThis is normal. The development team underestimated time required to complete each story pointCorrect answerThis is not normal. There have been errors in plotting the chart. The graph can touch the x-axis but cannot go below it.Overall explanationThe correct answer to the question is option D: This is not normal. There have been errors in plotting the chart. The graph can touch the x-axis but cannot go below it. I’ll explain why this is the correct answer and why options A, B, and C are incorrect, while referencing concepts from the Agile Practice Guide and associated agile project management principles.D. This is not normal. There have been errors in plotting the chart. The graph can touch the x-axis but cannot go below it: - In agile project management, a burndown chart is used to track the progress of the project by showing the amount of work remaining over time. The chart represents the work (typically story points) on the y-axis and time on the x-axis. If the chart goes below the x-axis, it suggests a graphical error or an issue with how the chart was plotted. In a valid burndown chart, the graph may touch or intersect the x-axis at zero, indicating that the work is complete, but it should not go below it.Now, let’s explain why the other options are incorrect:A. This is normal. The project is delayed, and the team is not able to complete story points as per schedule: - Going below the x-axis in a burndown chart is not a normal representation of project delay. It indicates an error in chart plotting, not project status.B. This is normal. The team should have had extra scope added by the customer: - Going below the x-axis is not a normal indication of added scope by the customer. It is a graphical issue, not a representation of scope change.C. This is normal. The development team underestimated the time required to complete each story point: - A burndown chart going below the x-axis is not a normal indication of estimation issues by the development team. It suggests a charting error rather than estimation problems.It’s crucial for agile teams to rely on accurate and correctly plotted burndown charts to effectively track project progress. Going below the x-axis is not a standard representation of project status and should be considered an error or a charting issue that needs to be corrected.Link to Agile Practice Guide: Burndown Charts - Pg. 62Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 7:
A software development team can begin to write the scope of development only after 2 months of the start of design. This is to ensure that the team has sufficient data points from the design for writing the scope What kind of dependency this would represent?
SS+2 months
FF-2 months
FS+2 months
FF+2 months
Correct answerSS+2 monthsFF-2 monthsFS+2 monthsFF+2 monthsOverall explanationOption 1: SS+2 months. Since the scope writing can start after sometime design starts, hence it is SS (check 1st line of the question). +2 months because it is a lag and lag is represented by a + sign in network diagram discussion because it effectively adds up to your schedule. Check out my tutorial video on YouTube to understand the concept of LEAD and LAG in further detail: https://youtu.be/LoB7249umX0In project scheduling, “lead” and “lag” are terms used to describe the relationship between activities or tasks in a project. They help in defining the sequencing and timing of activities. Here’s what lead and lag mean and some examples to illustrate these concepts:1. Lead: - A lead is an acceleration of the successor activity, allowing it to start earlier than originally planned. It means that there is some overlap between the predecessor and successor activities. In other words, you are pulling the successor activity forward in time. Example of lead: Let’s say you have a project to build a house. The foundation pouring activity (Activity A) typically takes a week. After that, you need to start framing the house (Activity B), which usually takes two weeks. However, you want to expedite the project. You decide that as soon as the foundation is partially poured, the framing work can start simultaneously. This is a lead of a few days on Activity B, allowing it to start earlier than if you had strictly followed the sequence.2. Lag: - A lag is a delay or waiting period between two activities, preventing the successor activity from starting immediately after the predecessor. It introduces a gap in time between activities. Example of lag: In a construction project, after laying the foundation (Activity A), there might be a required curing period of two weeks before the next activity, such as masonry work (Activity B), can begin. This two-week delay is a lag.Both leads and lags are tools used to fine-tune project schedules to optimize efficiency or meet specific project requirements. They are part of the scheduling techniques used in project management to ensure that activities are performed in the right sequence and at the right time to achieve project goals.Link to Process Group Practice Guide - Figure 10-13.Link to new ECO: Domain 2, Task-6: Plan and manage scheduleDomainProcess
Question 8:
You are the project manager for the launch of an aviation turbine. The timeline of this launch is extremely critical since the date has been communicated to the media and the shareholders. You have analyzed the work that needs to be done and has come up with a list of activities. You consulted with your sponsor as well to identify any important milestone that you need to meet. What is your next best course of action as a PM?
Create project schedule
Perform define activities process
Consult your PM plan to identify how to handle any schedule changes
Figure out the dependencies between the activities and create a network diagram
Create project schedulePerform define activities processConsult your PM plan to identify how to handle any schedule changesCorrect answerFigure out the dependencies between the activities and create a network diagramOverall explanationThe correct answer to the question is option D: Figure out the dependencies between the activities and create a network diagram. I’ll explain why this is the correct answer and why options A, B, and C are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and associated project management principles.D. Figure out the dependencies between the activities and create a network diagram: - In a project, understanding the dependencies between activities is a critical step in creating an effective project schedule. A network diagram, such as a Precedence Diagramming Method (PDM) or Dependency Structure Matrix (DSM), helps you visualize and analyze these dependencies. It’s essential to know the sequence of activities and their relationships to determine the critical path and schedule constraints. This information is vital when the timeline is extremely critical, as in this aviation turbine launch project. Also, this step comes after the ‘define activities” process (5.7) of PG Practice Guide and hence is the correct answer. Other options do not follow the sequence as outlined in Table 1-4 (Pg. 22) - 5.6, 5.7, 5.8 5.9 and 5.10.Now, let’s explain why the other options are incorrect (logically):A. Create project schedule: - Creating the project schedule is an important step in project management, but it should be based on a thorough understanding of activity dependencies and constraints. You need to figure out these dependencies before creating the schedule.B. Perform define activities process: - The “Define Activities” process involves identifying and documenting the specific activities that need to be performed to achieve the project’s objectives. While this is a necessary step, it does not address the immediate need to understand activity dependencies and create a schedule.C. Consult your PM plan to identify how to handle any schedule changes: - Reviewing the project management plan is valuable for understanding how to handle schedule changes, but it does not address the initial step of defining activity dependencies or creating a network diagram, which is essential to establish the project’s schedule in the first place.Understanding activity dependencies and creating a network diagram is a foundational step in project scheduling. It allows you to identify the critical path and ensure that the project stays on track to meet its critical milestones and deadlines. It aligns with the PMBOK framework’s guidance on project scheduling processes.Link to PG Practice Guide: Pg. 22, Table 1.4 - Understanding the logical flow of the activities in this table is very important for your PMP ExamLink to new ECO: Domain 1, Task 10: Build shared understandingDomainPeople
Question 9:
In a DSDM project where time has been fixed, it is vital to understand the relative importance of the work to be done in order to make progress and keep to deadlines. Which prioritization technique categorizes stories/backlogs into must-have, should-have, could-have and won’t haves?
Kano Model
MoSCoW Prioritization
RACI Prioritization
Weighted Prioritization
Kano ModelCorrect answerMoSCoW PrioritizationRACI PrioritizationWeighted PrioritizationOverall explanationMoSCoW prioritization (Option B) is a technique commonly used in Agile project management, particularly in projects following the DSDM (Dynamic Systems Development Method) framework, to help stakeholders and the project team prioritize requirements. MoSCoW stands for:- M: Must Have- S: Should Have- C: Could Have- W: Won’t Have (this time)Here’s how MoSCoW prioritization works in DSDM projects in Agile:1. Requirement Identification: The first step is to identify and document all project requirements, which may include features, functions, user stories, or any other elements that need to be delivered in the project.2. Gather Stakeholder Input: Involve stakeholders, including the product owner, business representatives, and end-users, to provide their input on the importance of each requirement. These stakeholders are key to understanding the business value and impact of each requirement.3. Categorize Requirements: Categorize each requirement into one of the MoSCoW categories:- Must Have (M): These are critical requirements that are fundamental to the project’s success and must be delivered within the project’s timeframe. They are non-negotiable.- Should Have (S): These requirements are important but not critical. They enhance the project’s value but can be deferred to a later iteration if necessary.- Could Have (C): These are desirable but not critical. They provide additional value, and if there’s time and resources available, they can be included.- Won’t Have (W): These are requirements that are explicitly excluded from the current project scope. They may be considered for future phases or projects.4. Prioritize and Refine: Prioritize the requirements within each category. Stakeholders and the project team collaborate to reach a consensus on the priorities. This can involve discussions, negotiations, and an understanding of project constraints.5. Create a Product Backlog: Once the requirements are prioritized, they are typically documented in a product backlog. The product owner is responsible for maintaining the product backlog, ensuring it aligns with the MoSCoW priorities.6. Iterative Development: In DSDM and other Agile frameworks, the project is typically executed in iterations or sprints. During each iteration, the project team works on delivering the highest-priority requirements first, ensuring that the Must-Have requirements are addressed early in the project.7. Review and Adapt: As the project progresses, the MoSCoW priorities may change based on evolving business needs, feedback, and changing circumstances. Regular reviews with stakeholders help ensure that the project remains aligned with business objectives.MoSCoW prioritization is a valuable technique for ensuring that the most important requirements are addressed first, and it provides a structured approach to managing changing priorities in Agile projects. It allows the project team to focus on delivering the highest value to the business while offering flexibility to accommodate evolving needs and constraints.Link to new ECO: Domain 2, Task 8: Plan and Manage Scope.Link to PMBOK 7th Edition - Pg. 181.DomainProcess
Question 10:
You are having a project status review meeting with your sponsor at the final stages of an iteration-based agile project. Your sponsor is not very happy with the way the project has been executed. His primary concern is with schedule, which initially you committed to being 40 weeks but the whole project is now trending at 48 weeks. Still, there are about 3-4 weeks story points left. As an agile practitioner, you should have tracked the team’s performance over time. How should you have achieved this task?
Tracking the team’s velocity
Tracking the Gantt Chart
Tracking the critical path activities
Developing a performance improvement model
Correct answerTracking the team’s velocityTracking the Gantt ChartTracking the critical path activitiesDeveloping a performance improvement modelOverall explanationThe correct answer to the question is option A: Tracking the team’s velocity. I’ll explain why this is the correct answer and why options B, C, and D are incorrect, while referencing concepts from Agile project management principles and the Project Management Body of Knowledge (PMBOK) framework.A. Tracking the team’s velocity: - In Agile project management, tracking the team’s velocity is a fundamental practice. Velocity is a metric used to measure the amount of work a team can complete in a given iteration or sprint. By tracking the team’s velocity over time, you can gain insights into the team’s performance and predict when the project will be completed based on the remaining work. If the project is trending beyond the initial schedule, tracking velocity can provide early warning signs and allow for adjustments to be made.Now, let’s explain why the other options are incorrect:B. Tracking the Gantt Chart: - Tracking a Gantt Chart is not a common practice in Agile project management. Gantt Charts are typically associated with traditional project management approaches, where they are used to represent task dependencies and schedules (waterfall, predictive). In Agile, Gantt Charts are not the primary tool for tracking progress, and they do not provide insights into the team’s performance.C. Tracking the critical path activities: - Critical path analysis is a concept from traditional project management, often associated with Waterfall projects. Agile projects typically do not use critical path analysis in the same way. Agile focuses on delivering value iteratively and continuously, and critical path activities are less relevant in this context.D. Developing a performance improvement model: - Developing a performance improvement model might be a valuable activity in certain situations, but it is not the primary means of tracking team performance in Agile projects. Agile emphasizes empirical, real-time data tracking and analysis, which is more effectively achieved through practices like tracking velocity.In Agile, tracking velocity allows the project team and stakeholders to understand the rate at which work is being completed and make data-driven decisions about project timelines and scope. It is a key tool for monitoring and adapting to changes during the project’s execution.Link to Agile Practice Guide - Page 64, - Team VelocityLink to new ECO: Domain 1, Task 3: Support team performanceDomainPeople
Question 11:
There has been a merger of leadership between two tech firms: Social Space and Smart Cloud. As a result of this the developers and coding resources of both the companies are currently working across multiple agile teams for a common portfolio of projects.
Which is the best suited agile practice to ensure seamless release planning between the teams?
Sprint Planning
Fishbowl Window
Feature Driven Development (FDD)
Spike
Sprint PlanningFishbowl WindowCorrect answerFeature Driven Development (FDD)SpikeOverall explanationThe correct answer to the question is option C: Feature Driven Development. I’ll explain why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and agile project management principles.C. Feature Driven Development: - Feature Driven Development (FDD) is a suitable agile practice to ensure seamless release planning between multiple teams working on a common portfolio of projects. FDD is a model-driven, short-iteration process that focuses on developing specific, well-defined features or functionalities. It promotes clear feature identification, design, and development, making it easier to plan and track progress across multiple teams.Now, let’s explain why the other options are incorrect:A. Sprint planning: - Sprint planning is a ceremony in Scrum, a specific Agile framework, where teams plan their work for the upcoming sprint. It’s a team-level activity and may not be directly related to coordinating release planning across multiple teams in a portfolio.B. Fishbowl Window: - “Fishbowl” typically refers to a meeting format where participants from multiple teams or groups gather to discuss a topic openly, with some participants in the center (the “fishbowl”) and others observing. It is a discussion format rather than a practice for coordinating release planning.D. Spike: - A “spike” in Agile typically refers to a time-boxed investigation or research activity to gather information or explore solutions for a specific problem or challenge. While spikes are valuable, they are not a direct practice for seamless release planning between multiple teams.In a situation where developers and coding resources from different organizations are working together on a common portfolio of projects, Feature Driven Development (FDD) can help ensure that the features are well-defined, developed, and integrated effectively. FDD’s focus on feature identification and development aligns with the needs of coordinated release planning in a multi-team environment.Link to Agile Practice Guide: A3.7 - FDDLink to PMP Exam ECO: Domain 2, Task 13 - Determine appropriate project methodology/methods and practicesDomainProcess
Question 12:
You are the Product Owner for multiple scrum-driven projects in your organization. You do your best in terms of distributing time across each project and do weekly meetings with each of the CSMs. However, you are not available for day-to-day product development decision-making. Who could you plan to be your best representative during your absence?
Technical lead of the project who knows the detailing of the product
A customer care executive who interacts with real users on a daily basis
The UX designer since they have close proximity to the business and knows how the UI is expected to behave
A project coordinator who reports to you and understands the business linkage with product features
Technical lead of the project who knows the detailing of the productA customer care executive who interacts with real users on a daily basis The UX designer since they have close proximity to the business and knows how the UI is expected to behaveCorrect answerA project coordinator who reports to you and understands the business linkage with product featuresOverall explanationThe correct answer to the question is option D: A project coordinator who reports to you and understands the business linkage with product features. I’ll explain why this is the correct answer and why options A, B, and C are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and Agile project management principles.D. A project coordinator who reports to you and understands the business linkage with product features: - A project coordinator who reports to the Product Owner and has a good understanding of the business linkage with product features can serve as an effective representative during the Product Owner’s absence. They are well-positioned to make informed product development decisions in alignment with the business goals and objectives. Project coordinators often work closely with various stakeholders and can bridge the gap between the business and technical aspects of the projects.Now, let’s explain why the other options are incorrect:A. Technical lead of the project who knows the detailing of the product: - While the technical lead is valuable for providing technical guidance and expertise, they may not be the best representative for business-related decisions or user priorities. Product development decisions should align with business goals, not solely on technical details.B. A customer care executive who interacts with real users on a daily basis: - While a customer care executive can provide valuable insights into user needs and feedback, they may lack the broader perspective required for product development decisions. Their role is primarily focused on customer support and may not cover the full spectrum of product-related decisions.C. The UX designer since they have close proximity to the business and know how the UI is expected to behave: - UX designers play a critical role in designing the user interface, but their expertise is specific to user experience and interface design. They may not have the comprehensive understanding of the entire product, including its business and technical aspects.In Agile projects, the role of the Product Owner is critical, as they are responsible for prioritizing the product backlog, making decisions aligned with business value, and representing the interests of stakeholders. When the Product Owner is absent, a project coordinator who has a good understanding of the business and its linkage with product features can effectively fulfill this role by making informed decisions that support the overall project goals.Link to new PMP Exam ECO: Domain-1, Task-2: Lead a TeamLink to Agile Practice Guide - Agile Roles - Pg. 40-41. DomainPeople
Question 13:
You are the agile practitioner for an iterative agile-based project. As the first step after the collection of user stories, you have developed a prioritized matrix that describes the product features that will be delivered in each release over time. Which project artifact is being referred to here?
Product vision statement
Project vision statement
Scope baseline
Product roadmap
Product vision statementProject vision statementScope baselineCorrect answerProduct roadmapOverall explanationThe correct answer to the question is option D: Product roadmap. I’ll explain why this is the correct answer and why options A, B, and C are incorrect, while referencing concepts from the Agile Practice Guide and the Project Management Body of Knowledge (PMBOK) framework.D. Product roadmap: - A product roadmap is a high-level strategic document that outlines the vision, goals, and timeline for the development and release of product features over time. It helps communicate the product’s strategic direction and aligns the project team and stakeholders with the planned releases. This artifact provides a visual representation of how the product will evolve and which features will be delivered in each release.Now, let’s explain why the other options are incorrect:A. Product vision statement: - The product vision statement is a brief, high-level description of the overall purpose and goals of the product. It conveys the intended value and benefits of the product to stakeholders but does not provide a detailed timeline or feature release plan.B. Project vision statement: - The project vision statement describes the overall objectives, goals, and purpose of the project, focusing on the project’s scope, objectives, and desired outcomes. It is distinct from the product vision statement and does not detail the feature release plan.C. Scope baseline: - The scope baseline includes the project scope statement, work breakdown structure (WBS), and WBS dictionary. It provides a detailed description of the project’s scope, but it does not specify the release plan or feature timeline. It is primarily concerned with defining what is within the project’s scope.In Agile projects, the product roadmap is a critical artifact for planning and communicating the high-level vision and release plan for the product. It helps the project team and stakeholders understand the sequencing of features and releases, which is crucial for prioritization, alignment, and planning in iterative and incremental development.Link to new ECO: Domain 2, Task-9: Integrate project planning activitiesLink to Agile Practice Guide - Product Roadmap - Pg. 52DomainProcess
Question 14:
The project manager is creating a schedule to automate a pick-and-place operation with COBOTs (collaborative robots). The operations manager questions the 3-week installation estimate. The project manager justifies it using historical data and variable analysis.
Which estimating technique the project manager has used here?
Expert judgement
Analogous estimating
Parametric estimating
Three point estimating
Expert judgementAnalogous estimatingCorrect answerParametric estimatingThree point estimatingOverall explanationThe correct answer to the question is option C: Parametric estimating. I’ll explain why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from the Project Management Body of Knowledge (PMBOK) and project management estimating techniques.C. Parametric estimating: - Parametric estimating is a technique that uses statistical relationships between historical data and other variables to calculate estimates. In this scenario, the project manager has utilized a statistical relationship between historical data (eg. past automation installations) and the variable (eg. the number of people from the supplier involved in the COBOT installation) to estimate the duration of the site installation. Parametric estimating allows for a more data-driven and mathematical approach to estimating.Now, let’s explain why the other options are incorrect:A. Expert judgment: - Expert judgment involves seeking input and advice from experts or experienced individuals in the field. While expert judgment can be used in estimating, it does not involve statistical relationships or the specific method described in the scenario.B. Analogous estimating: - Analogous estimating is a top-down estimating technique that uses historical data from similar projects as a basis for estimating the duration or cost of the current project. It typically doesn’t involve the detailed statistical relationships mentioned in the scenario.D. Three-point estimating: - Three-point estimating is a technique that involves using three estimates (optimistic, most likely, and pessimistic) to calculate an expected duration or cost. It is useful for modeling uncertainty, but it is different from the statistical relationship-based parametric estimating described in the scenario.In the scenario provided, the project manager used parametric estimating because they relied on statistical relationships and historical data to estimate the COBOT installation duration, taking into account the number of people involved in the installation process. This approach allows for a more data-driven and quantitative estimation process.Link to new ECO: Domain 2, Task-6: Plan and manage scheduleLink to Process Group Practice Guide - Pg. 283 - Parametric EstimatingDomainProcess
Question 15:
Clairemont Inc. is moving from a traditional project management methodology to agile-based project management. As a part of the training of the project managers within the company, Clairemont Inc. has assigned mentors who have established Scrum Masters to new project managers.
During the shadowing process, the new project managers observe the scrum masters not as a ‘boss’, but as ‘facilitators’. Their mission is to empower the teams, break barriers for them and develop their capability to build self-sufficient teams with a shared vision. Which leadership methodology have the Scrum Masters adopted here?
Motivational leadership
Servant Leadership
Transformational leadership
Participative leadership
Motivational leadershipCorrect answerServant LeadershipTransformational leadershipParticipative leadershipOverall explanationThe correct answer to the question is option B: Servant Leadership. I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from the Agile Practice Guide and associated leadership methodologies.B. Servant Leadership: - Servant Leadership is a leadership style where leaders prioritize the needs of their team members and aim to serve and support them in achieving their goals. Scrum Masters, in Agile methodologies like Scrum, often adopt a servant leadership approach. They act as facilitators and serve the Scrum Team by removing impediments, providing guidance, and helping the team become self-sufficient. The focus is on empowering the team, breaking down barriers, and fostering collaboration to achieve a shared vision.Now, let’s explain why the other options are incorrect:A. Motivational Leadership: - While motivation is an essential aspect of leadership, the description in the scenario is more aligned with the concept of servant leadership, which emphasizes service to the team and enabling their success. Motivational leadership may focus on inspiring and motivating team members but doesn’t necessarily emphasize the same level of service and facilitation.C. Transformational Leadership: - Transformational leadership is characterized by inspiring and motivating team members to achieve extraordinary outcomes. It often involves creating a compelling vision for the future. However, the scenario describes the role of the Scrum Masters as facilitators and supporters, which aligns more with servant leadership.D. Participative Leadership: - Participative leadership involves team members in decision-making processes and encourages their input. While participation is a valuable leadership approach, it doesn’t capture the full essence of the servant leadership style described in the scenario, where the focus is on empowering and developing self-sufficient teams.In Agile project management, servant leadership is highly valued because it fosters a collaborative and supportive environment, where team members can thrive and work towards a common goal. Scrum Masters, as servant leaders, play a crucial role in helping Agile teams achieve their objectives.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership). Link to PMBOK 7th Edition: Section 2.2.1.2 - Distributed management and leadershipPlease watch this tutorial video from my YouTube channel that talks about the key characteristics of a servant leader: https://youtu.be/4Oa7oADVtsUDomainPeople
Question 16:
You are the project manager for rolling out a new cloud-based Learning Management System (LMS) at East Coast University. The project also involves progressive phaseout of the old LMS systems (local) and phase-in of the new one (cloud-based). The client expectation is a seamless transition between the two systems. In your daily stand-up meeting, you have been notified of four issues today.
Which is the most critical issue that needs to be prioritized by the project manager?
The office lighting needs to be overhauled due to insufficient illumination across the floor affecting employee ergonomics
Few of your programmers need Java-script training which needs completion
There is a major fault identified when the campus servers are trying to ping the cloud servers
The project needs additional funding to rollout a new module which has been proposed
The office lighting needs to be overhauled due to insufficient illumination across the floor affecting employee ergonomicsFew of your programmers need Java-script training which needs completionCorrect answerThere is a major fault identified when the campus servers are trying to ping the cloud serversThe project needs additional funding to rollout a new module which has been proposedOverall explanationThe correct answer to the question is option C: “There is a major fault identified when the campus servers are trying to ping the cloud servers.” I’ll explain why this is the correct answer and why options A, B, and D are incorrect, while referencing concepts from project management, the Project Management Body of Knowledge (PMBOK), and the Agile Practice Guide.C. Major fault in server communication: - In the context of rolling out a new cloud-based Learning Management System (LMS), the most critical issue is the major fault in server communication. This issue directly impacts the project’s objective of transitioning to the new cloud-based LMS. If the campus servers cannot communicate with the cloud servers, it jeopardizes the seamless transition and functionality of the new system.Now, let’s explain why the other options are incorrect:A. Office lighting overhaul: - While office lighting can impact employee ergonomics and well-being, it is not directly related to the critical success of the LMS project. It is a facilities management issue rather than a project management concern.B. Java-script training for programmers: - The need for Java-script training for a few programmers, while important for their skill development, is not the most critical issue for the LMS project’s success. It can be addressed separately and is not a showstopper for the project.D. Additional funding for a new module: - While additional funding is an important aspect of project management, it is not the most critical issue at this stage. The project manager can work on securing additional funding through proper channels, but it does not directly address the critical fault in server communication.In the context of project management, it is essential to prioritize issues and risks that directly impact the achievement of project objectives. In this case, ensuring the proper communication between campus servers and cloud servers is critical to the success of the LMS project, making option C the most important issue to address promptly.Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the teamLink to Agile Practice Guide - 4.2.1.2 - Servant leaders remove organizational impedimentsDomainPeople
Question 17:
You are the project manager for the construction of a new office building. The project is nearing the handover to the client. The final piece, which is landscaping in & around the new building is about to start. You are reviewing the project schedule and the interdependencies between the activities.
You see that the landscaping could be scheduled to start 2 weeks prior to the scheduled start of the handover process the office building. This would be shown as a finish-to-start with a 2-week______? Fill in the blanks
Lag
Lead
Crash
Fast Track
LagCorrect answerLeadCrashFast TrackOverall explanationThe correct answer to the question is option B: “Lead.” I’ll explain why this is the correct answer and why options A, C, and D are incorrect, while referencing concepts from project management, the Project Management Body of Knowledge (PMBOK), and scheduling techniques.B. Lead: - In the context of project scheduling, a “lead” represents a scheduling technique where the successor activity is allowed to start before the predecessor activity has fully completed. In this case, scheduling the landscaping to start 2 weeks prior to the handover process of the office building suggests that the landscaping can commence before the building handover is finished.Now, let’s explain why the other options are incorrect:A. Lag: - A “lag” is a scheduling technique where a delay is intentionally inserted between the predecessor and successor activities. It would imply that the landscaping activity should start with a delay, not ahead of the handover process.C. Crash: - “Crashing” refers to a technique used in project management to shorten the project schedule by adding more resources to critical path activities. It is not relevant in this context, where the question is about the sequencing of activities.D. Fast track: - “Fast tracking” is a project schedule compression technique where activities that are traditionally done in sequence are overlapped to reduce the project’s duration. This doesn’t apply to the scenario described, which is about the sequencing of landscaping and handover activities.In this scenario, using a lead in the scheduling allows the landscaping activity to start earlier, potentially saving time on the overall project schedule and ensuring that the landscaping is in progress before the handover is completed. This is a common scheduling technique used to optimize project timelines.I would suggest that you watch the following tutorial video on LEAD and LAG from my YouTube channel to enhance your understanding of the topic: https://youtu.be/LoB7249umX0Link to new ECO: Domain 2, Task-6: Plan and manage scheduleLink to Process Group Practice Guide - Figure 10-13 0 Lead and LagDomainProcess
Question 18:
In the planning stage of an NGO sanitation project, the project manager is developing the project management plan. The plan awaits baseline updates from cost and schedule before seeking sponsor approval. However, a civil engineer alerts the PM that the sanitation layout must change due to interference with a future highway construction, impacting scope and time significantly. What is the next best step for the project manager now?
Start the process of raising a formal change request using the change control process
Work out the impact on cost, scope & time revise those baselines and the project management plan
Start a root causing session with your team members to understand why this input was missed initially
Keep moving as per base plan. You will have time to sort it out later with the Highways Authority
Start the process of raising a formal change request using the change control processCorrect answerWork out the impact on cost, scope & time revise those baselines and the project management planStart a root causing session with your team members to understand why this input was missed initiallyKeep moving as per base plan. You will have time to sort it out later with the Highways AuthorityOverall explanationThe correct answer to the question is option B: “Work out the impact on cost, scope & time, revise those baselines, and the project management plan.” I will explain why this is the correct answer and why options A, C, and D are incorrect, while referencing project management principles and the PMBOK framework.B. Work out the impact on cost, scope & time, revise those baselines, and the project management plan: - In this scenario, the civil engineer has identified a significant change in the project, indicating a scope change due to interference with future highway construction. This change will also have an impact on the project’s schedule and cost. Therefore, the project manager’s next step should be to assess and understand the full impact of this change on cost, scope, and time. Once the impact is clear, the project manager should update the project baselines (scope, schedule, and cost) to reflect the new reality and revise the project management plan accordingly. This is a fundamental step in change management and aligns with project management best practices.Now, let’s explain why the other options are incorrect:A. Start the process of raising a formal change request using the change control process: - While it’s important to initiate a formal change request, it is premature to do so without first understanding the full impact of the change on cost, scope, and time. Raising a change request without a clear assessment may lead to unnecessary delays in the change approval process.C. Start a root causing session with your team members to understand why this input was missed initially: - While it’s important to learn from any issues or missed inputs in the project planning process, conducting a root cause analysis at this moment doesn’t address the immediate need to address the scope change and its impact on the project.D. Keep moving as per the base plan. You will have time to sort it out later with the Highways Authority: - Ignoring a significant scope change due to potential interference with a future highway construction is not a responsible approach. It is crucial to address this issue promptly and incorporate the necessary changes into the project management plan to avoid potential disruptions in the project’s progress.In summary, option B is the correct choice because it reflects the best practice of assessing and understanding the impact of a scope change on cost, scope, and time, and then revising the project baselines and plan accordingly.Link to Process Group Practice Guide: Perform Integrated Change Control - Section 7.2, Pg. 165Link to new ECO: Domain 1, Task 10: Build shared understandingDomainPeople
Question 19:
The client organizing an annual general meeting has made it clear that the agenda and the preparation of the event should resonate with the expectations of the primary stakeholders. The project manager is collecting the requirements and collating the voice of the key stakeholders to understand their expectations and requirements out of the event.
A data gathering tool which consists of short textual descriptions from the stakeholders expressing their expectations from the event in the format: “As a [user], I [want to], [so that].” is being used.
Which agile project management tool is being used here?
User Stories
Facilitation
Survey
Voice of customer
Correct answerUser StoriesFacilitationSurveyVoice of customerOverall explanationThe correct answer to the question is:A. User StoriesNow, let’s break down why option A is correct and why the other options (B, C, and D) are incorrect, by drawing references from the Project Management Body of Knowledge (PMBOK) and the Agile Practice Guide:1. User Stories (Option A): - User stories are a fundamental concept in Agile project management, particularly in Agile methodologies like Scrum. They are used to capture and express end-user or stakeholder requirements in a concise and understandable format. User stories typically follow the format: “As a [user], I [want to], [so that].” This format is precisely what is described in the question, with stakeholders expressing their expectations for the annual general meeting. - Agile methodologies promote collaboration and communication with stakeholders to gather their requirements effectively, which aligns with the client’s request for the event’s agenda to resonate with the primary stakeholders. - The use of user stories helps prioritize and manage stakeholder expectations in Agile projects.2. Facilitation (Option B): - Facilitation is a project management technique that involves guiding and directing discussions or meetings to achieve specific goals. While facilitation is important in Agile project management for fostering communication and collaboration, it is not the specific tool or technique being used to collect stakeholder expectations in this scenario. Facilitation is more about the process of helping stakeholders communicate effectively, not the format of the information being collected.3. Survey (Option C): - Surveys are a data gathering technique, but they typically involve a set of predefined questions to gather structured information from stakeholders. In the question, stakeholders are providing their expectations in a specific format, which is not characteristic of a survey. The “As a [user], I [want to], [so that]” format is more aligned with user stories, which allow stakeholders to express their expectations in a more narrative and user-centric manner.4. Voice of Customer (Option D): - The Voice of the Customer (VOC) is a concept in project management that focuses on understanding the needs and expectations of the customer or stakeholder. While it’s important to gather the voice of the customer, it is not a specific tool or technique in Agile project management. The question is asking about the tool being used for gathering stakeholder expectations, and user stories are a more specific and commonly used tool in Agile methodologies for this purpose.In summary, option A (User Stories) is the correct answer because it aligns with the Agile practice of using user stories to capture stakeholder expectations in a format that is both user-centric and narrative. The other options do not accurately reflect the technique being used in the scenario described.Link to new ECO: Domain 1, Task 5: Ensure team members/stakeholders are adequately trainedLink to Agile Practice Guide - User Story - Pg. 155DomainPeople
Question 20:
A critical activity during a sprint was delayed due to some impediments which were not resolved on time. However, the delay was within the tolerance set by the client and hence, did not cause any major escalation. The product owner wants to prevent this type of situation from occurring in future.
Which is the best suited agile ceremony to discuss this issue?
Backlog refinement
Retrospective
Daily stand-up
Product demo
Backlog refinementCorrect answerRetrospectiveDaily stand-upProduct demoOverall explanationThe correct answer to the question is:B. RetrospectiveNow, let’s explain why option B is correct and why the other options (A, C, and D) are incorrect by drawing references from the Project Management Body of Knowledge (PMBOK) and the Agile Practice Guide:1. Retrospective (Option B): - In Agile methodologies, a retrospective is a ceremony that occurs at the end of each iteration or sprint. It is dedicated to reflecting on the team’s performance during the sprint and identifying opportunities for improvement. - When a critical activity is delayed, and the product owner wants to prevent such situations in the future, a retrospective is the most suitable ceremony to address this issue. During a retrospective, the team reviews what went well and what could be improved. They discuss impediments, bottlenecks, and issues that affected the sprint and collaboratively come up with action items to address them in the future sprints. - The retrospective is a structured way to gather feedback and make continuous improvements, making it the ideal choice to address the delay in a critical activity and prevent its recurrence.2. Backlog Refinement (Option A): - Backlog refinement is a ceremony that focuses on reviewing and refining the product backlog to ensure that it contains well-defined and prioritized user stories or items. It is not the best-suited ceremony for addressing a delayed critical activity or discussing how to prevent such delays in the future. Backlog refinement deals with backlog items, not with retrospective discussions on process improvements.3. Daily Stand-up (Option C): - The daily stand-up, also known as the daily scrum, is a brief daily meeting where team members provide updates on their work. While it’s an important part of Agile practices for keeping the team aligned and addressing impediments in a timely manner, it is not the best-suited ceremony for a more in-depth discussion about a delayed critical activity and its prevention. Daily stand-ups are generally limited to discussing the current day’s work and immediate impediments.4. Product Demo (Option D): - A product demo, also known as the sprint review, is a ceremony at the end of a sprint where the team showcases the completed work to stakeholders. It is not the most suitable ceremony for discussing and addressing process issues related to a delayed activity. The product demo is focused on showcasing the product incrementally developed during the sprint to obtain feedback from stakeholders.In summary, option B (Retrospective) is the correct answer because it is the Agile ceremony specifically designed to address issues, impediments, and process improvements within the team, making it the best choice to discuss the delayed critical activity and prevent similar issues in the future. The other options do not align with the purpose and focus of the scenario described in the question.Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the team.Link to Agile Practice Guide: Section 5.2.1 - RetrospectiveDomainPeople
Question 21:
You as a project manager have identified a risk that one of your steel reinforcement supply vendors may increase the price of the same midway through the project. However, the increase would not be very high and you can control the same by keeping some contingency reserve in your cost estimate. You will only need to trigger the reserves if the situation happens. What risk response strategy you are using here?
Mitigate
Accept
Escalate
Transfer
MitigateCorrect answerAcceptEscalateTransferOverall explanationThe correct answer to the question is:B. AcceptNow, let’s explain why option B is correct and why the other options (A, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and associated project management concepts:1. Accept (Option B): - In risk management, accepting a risk means that you acknowledge the existence of the risk, and you do not take any specific actions to mitigate, transfer, or escalate it. Instead, you are willing to deal with the risk as it unfolds and are prepared to use contingency reserves if necessary. This approach is appropriate when the potential impact of the risk is within the project’s tolerance or when it’s more cost-effective to address the risk if and when it occurs.2. Mitigate (Option A): - Risk mitigation involves taking proactive actions to reduce the probability and/or impact of a risk. In this case, the question states that the risk is not very high, and you can control it by keeping contingency reserves in your cost estimate. This is not mitigation; it’s preparing for a possible risk event by setting aside contingency reserves, which aligns more with the acceptance strategy.3. Escalate (Option C): - Risk escalation refers to the process of raising a risk to a higher level of authority or management for further evaluation or action. In this scenario, there’s no indication that the risk should be escalated to higher management. Instead, the project manager is capable of handling it by keeping contingency reserves.4. Transfer (Option D): - Risk transfer involves shifting the responsibility for a risk to another party, often through contracts or insurance. In this case, there is no mention of transferring the risk to a vendor or another party. The project manager is taking responsibility for handling the risk through contingency reserves, which aligns with the acceptance strategy.In summary, option B (Accept) is the correct answer because the project manager is prepared to accept the risk of a potential price increase from the steel reinforcement supply vendor and is setting aside contingency reserves to address it if necessary. The other options do not accurately represent the strategy being employed in this scenario.Link to new ECO: Domain 2, Task 3: Assess and manage risksLink to PMBOK 7th Edition - Risk Management - Page 122-127DomainProcess
Question 22:
In the midst of overseeing the critical launch of an aviation turbine, a design change request to reduce turbine rotations has emerged during the execution stage. However, a discrepancy arises when the fabrication team claims this request was previously rejected six months ago, while the design team insists it’s a first-time request, leaving the project manager in a state of uncertainty regarding the truth of the matter.
Which is the best project artifact to find whether this request was actually proposed & evaluated?
Issue log
Change log
Risk register
Scope baseline
Issue logCorrect answerChange logRisk registerScope baselineOverall explanationThe correct answer to the question is:B. Change logNow, let’s explain why option B is correct and why the other options (A, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and associated project management concepts:1. Change Log (Option B): - The change log is a project artifact that records and tracks all changes to the project, including change requests, their status, and their history. It serves as a comprehensive record of all proposed changes and whether they were approved, rejected, or deferred. - In the scenario described, the project manager is facing conflicting information about the design change request. To determine the truth about whether this request was previously proposed and evaluated, the change log is the best project artifact to consult. It will show the history of the request, including any prior submissions and the decisions made regarding it.2. Issue Log (Option A): - The issue log is used to document and track project issues, which are problems or concerns that have arisen during the project. It typically includes details about the issue, its status, and its resolution. - While the issue log is valuable for tracking and managing problems that have been identified during the project, it is not the best artifact for determining the history of change requests or evaluating whether the design change request was previously proposed.3. Risk Register (Option C): - The risk register is a project document that contains information about identified risks, their analysis, and planned responses. It does not typically record information about change requests or their history. - While it’s important to manage risks in the project, the risk register is not the appropriate artifact to verify the history of change requests.4. Scope Baseline (Option D): - The scope baseline is a key component of the project management plan that includes the project scope statement, work breakdown structure (WBS), and work package descriptions. It does not serve the purpose of tracking changes or evaluating change requests. - The scope baseline defines the project’s scope, but it doesn’t contain information related to changes in the way the change log does.In summary, option B (Change Log) is the correct answer because it is the most suitable project artifact for verifying whether the design change request was previously proposed and evaluated, which is essential in the given scenario with conflicting information. The other options do not provide the historical information needed to resolve the confusion.Link to new ECO: Domain 3, Task 4 (Support Organizational Change)Link to PMBOK 7th Edition: Section 4.6.2 - Logs and RegistersDomainBusiness Environment
Question 23:
During a backlog assessment, you notice an item that you saw on the updated risk register: ‘arrange PHP refresher course for development team’. When you review the risk log, you see that this issue was highlighted months ago and is also mentioned ‘closed’ three months earlier. What should you do as the project manager?
Check with your sponsor. Maybe she knows what is going on. Then meet with the group leads to work out a solution that involves minimal resources to close the risk
Call a quick team meeting just to discuss this issue. Find out what the problem is, what impact does it have on the project, on what assumptions this was closed three months ago, if still open…till what time this needs to be completed etc.
Call the group leads into the office and find out who closed the original issue and on what basis so that everyone in the team knows who did it. Then we can provide a strong feedback to the person regarding why this risk has come up again after 3 months once closed
Even if it was closed before, it is your duty as the project manager to eliminate the risk if it has occurred. So, you plan to organize the refresher ASAP
Check with your sponsor. Maybe she knows what is going on. Then meet with the group leads to work out a solution that involves minimal resources to close the riskCorrect answerCall a quick team meeting just to discuss this issue. Find out what the problem is, what impact does it have on the project, on what assumptions this was closed three months ago, if still open…till what time this needs to be completed etc.Call the group leads into the office and find out who closed the original issue and on what basis so that everyone in the team knows who did it. Then we can provide a strong feedback to the person regarding why this risk has come up again after 3 months once closedEven if it was closed before, it is your duty as the project manager to eliminate the risk if it has occurred. So, you plan to organize the refresher ASAPOverall explanationThe correct answer to the question is:B. Call a quick team meeting just to discuss this issue. Find out what the problem is, what impact does it have on the project, on what assumptions this was closed three months ago, if still open…till what time this needs to be completed, etc.Now, let’s explain why option B is correct and why the other options (A, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and associated project management concepts:1. Call a Team Meeting to Discuss the Issue (Option B): - In this scenario, the project manager has identified an item on the backlog that was previously addressed in the risk register but marked as closed. However, the issue has resurfaced, and it’s essential to understand why. - The correct approach is to gather the team and discuss the issue, understand the reasons for its reappearance, assess its impact on the project, and clarify the basis on which it was closed earlier. This aligns with good project management practices of addressing issues and risks through open communication and collaboration within the team.2. Check with the Sponsor and Meet with Group Leads (Option A): - While involving the sponsor and meeting with group leads may be necessary in some situations, it’s not the best immediate response to the issue presented. The issue first needs to be understood, and the team’s input is critical before escalating the matter. - Checking with the sponsor might be a valid step, but it may not provide the immediate insights needed to address the issue at hand.3. Call Group Leads into the Office and Find Out Who Closed the Issue (Option C): - Focusing on assigning blame or identifying who closed the issue previously is not a productive approach when the issue has resurfaced. The priority should be to understand the current situation and address it effectively. - A retrospective approach to figure out why the issue was closed previously is not as timely as having a team discussion to determine the current status and impact.4. Plan to Organize the Refresher ASAP (Option D): - Jumping straight to planning and organizing a refresher without understanding the nature of the issue, its current impact, and the reasons for its reappearance is premature and may not be the most efficient or effective response. It’s essential to gather information and assess the situation before taking action.In summary, option B (Call a quick team meeting to discuss the issue) is the correct answer because it promotes a proactive and collaborative approach to address the re-emergence of the issue, understand its current status, and determine the appropriate course of action. The other options do not address the issue in a structured and team-oriented manner, which is a fundamental principle of effective project management.Link to new ECO Domain 1, Task 10: Build shared understanding (Investigate potential misunderstandings)Link to PMBOK 7th Edition - Servant Leadership - Section 2.2.1.2DomainPeople
Question 24:
Any event or issue that can cause a risk to your project is called a project hurdle. Types of project hurdle vary based on industry, stakeholder, business environment, and the project itself. Arrange the definition of the following project hurdles with their names. Note: In your PMP Exam, you will be required to drag & drop boxes containing the definitions to match the names
Hurdle Names:
(1) Impediment
(2) Blockers
(3) Obstacles
Definitions:
(A) External factors, issues, event or conditions that can cause stoppages in the work or any further advancement
(B) Issues that completely halt or block progress on a task or project, often rendering it impossible to continue work until the issue is resolved
(C) Situations, conditions, and actions that slow down or hinder progress but can be sorted out with some level of planning & execution
1-C, 2-A, 3-B
1-C, 2-B, 3-A
1-B, 2-C, 3-A
1-A, 2-B, 3-C
1-C, 2-A, 3-BCorrect answer1-C, 2-B, 3-A1-B, 2-C, 3-A1-A, 2-B, 3-COverall explanationOption 2 is the correct matching.In the context of Agile project management, impediments, obstacles, and blockers are terms used to describe issues or challenges that can hinder the progress of a project. While these terms are often used interchangeably, there are subtle differences in their meaning:1-C Impediments: - Impediments are anything that slows down or obstructs the progress of work within an Agile team or project. They are typically issues that the team can identify and potentially resolve on their own, or with minimal assistance. Impediments can include things like communication gaps, resource constraints, technical issues, or process inefficiencies. - In Agile methodologies like Scrum, teams hold regular ceremonies, such as daily stand-up meetings, where team members can raise impediments. Identifying and addressing impediments promptly is crucial for maintaining the team’s productivity and ensuring the successful delivery of the project.2-B. Blockers: - Blockers are the most severe form of impediments or obstacles. Blockers are issues that completely halt or block progress on a task or project, often rendering it impossible to continue work until the issue is resolved. Blockers are typically high-priority issues that demand immediate attention. - Agile teams treat blockers as critical and escalate them urgently. Resolution may involve extensive coordination, resources, or changes in project plans. Blockers can significantly impact project timelines and may require top management involvement.3-A. Obstacles: - Obstacles are similar to impediments but may be more substantial in nature and potentially more challenging to overcome. They are often external factors or issues that require additional support, negotiation, or intervention from outside the team or organization. Obstacles can include changes in market conditions, legal or regulatory hurdles, or significant resource constraints. - Agile teams may need to collaborate with stakeholders or escalate obstacles to management or other relevant parties to find solutions.In summary, impediments, obstacles, and blockers are terms used in Agile project management to categorize issues or challenges that can disrupt or slow down project progress. Understanding the differences between these terms helps Agile teams prioritize and address issues effectively, whether through self-organization, collaboration with stakeholders, or by escalating critical blockers to ensure successful project delivery. Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the team. Link to Agile Practice Guide: Impediment (Pg. 152), Obstacles (Pg. 58, Table 5.1), Blockers (Pg. 152)DomainPeople
Question 25:
In projects with evolving requirements, high risk, or significant uncertainty, the scope is not understood at the beginning of the project or it evolves during the project. Agile methods deliberately try to spend less time defining and agreeing on the scope in the early stages of the project and spend more time establishing the process for its ongoing discovery and refinement. How do agile teams validate scope and refine requirements?
Through prototyping and version releases
Developing a strong scope baseline
Creating WBS
Collecting user stories
Correct answerThrough prototyping and version releasesDeveloping a strong scope baselineCreating WBSCollecting user storiesOverall explanationOption 1: Prototyping is the standard way of validating scope and refining requirements for agile-based projects. These requirements constitute the product backlog. ‘Developing a strong scope baseline’ is not applicable for an Agile-managed project due to its very flexible nature of the same. ‘Creating WBS’ and ‘Collecting user stories’ are processes of scope definition and NOT scope validation. It’s very important that you understand the difference between the two. Sometimes the concept of ‘prototyping’ is also used in waterfall-type projects by building miniature models. Eg. a new wind-resistant building design can be prototyped on a 1 : 1,000,000 scale and tested in a wind tunnel laboratory. Similarly, a robot pick & place machine with 20 arms can be prototyped in the lab with 1 arm to test reliability. This is often called the ‘Proof-of-Concept’ or ‘Proof-of-Principle’. Difference between scope definition and scope validation in project management:”Scope definition” and “scope validation” are two distinct processes within project management that play crucial roles in managing a project’s scope. Here’s an explanation of the differences between them:1. Scope Definition: - Scope definition is the process of establishing a clear and detailed understanding of what is included and what is not included in the project. It involves defining the project’s boundaries and specifying the work, deliverables, objectives, and constraints. - Key activities in scope definition include gathering requirements from stakeholders, creating a detailed project scope statement, developing a work breakdown structure (WBS), and documenting the scope in a project scope document. This process is typically performed during the project initiation phase. - Scope definition helps project teams and stakeholders gain a shared understanding of the project’s objectives and boundaries. It serves as a foundation for project planning and guides the project throughout its life cycle.2. Scope Validation: - Scope validation is the process of formalizing acceptance of the project’s deliverables or work results by stakeholders. It occurs during the project execution and monitoring phases. - The primary purpose of scope validation is to ensure that the project’s deliverables meet the predefined acceptance criteria and align with the project’s scope as defined in the project scope statement. It involves verifying that the work is complete, accurate, and compliant with the agreed-upon requirements. - Scope validation typically includes activities such as inspecting deliverables, conducting reviews, and obtaining formal acceptance or sign-off from relevant stakeholders. It is an essential part of quality assurance and project closure. - Successful scope validation confirms that the project’s deliverables meet the expectations of stakeholders, reduces the risk of disputes, and allows for a smooth project closure.In summary, scope definition focuses on defining and documenting the project’s scope at the beginning of the project, while scope validation focuses on confirming that the project’s deliverables meet the defined scope and acceptance criteria during the project’s execution and monitoring phases. Together, these processes help ensure that the project stays on track and delivers the intended outcomes while meeting stakeholder expectations.Link to new ECO: Domain 2, Task 8 - Plan and manage scopeLink to Agile Practice Guide: Prototyping and Proof of Concepts (Pg. 15, 22)DomainProcess
Question 26:
In a project, there has been a lot of misses on the quality deliverables. The sponsor has provided clear direction that quality is the key area of focus for this project from now on. A week later, a major outage on quality has come up again. What is the best course of action for the project manager?
Summon the team and order them to fix the problem asap
Channelize all the funds in the project to manage the problem
Allow risk to increase by cutting schedule
Perform a root cause analysis and plan for extra funds/resources at the earliest
Summon the team and order them to fix the problem asapChannelize all the funds in the project to manage the problemAllow risk to increase by cutting scheduleCorrect answerPerform a root cause analysis and plan for extra funds/resources at the earliestOverall explanationThe correct answer to the question is:D. Perform a root cause analysis and plan for extra funds/resources at the earliest.Now, let’s explain why option D is correct and why the other options (A, B, and C) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and associated project management concepts:1. Perform a Root Cause Analysis and Plan for Extra Funds/Resources (Option D): - When facing ongoing issues with quality deliverables in a project, it’s essential to address the root causes of the problems. This approach aligns with good project management and quality management practices. - Performing a root cause analysis helps identify the underlying factors contributing to the recurring quality issues. Once the root causes are identified, corrective and preventive actions can be planned and implemented to address these issues systematically. - Planning for extra funds and resources is also a prudent approach when quality is a key focus, as it allows the project manager to allocate the necessary resources to address the quality problems and prevent further issues.2. Summon the Team and Order Them to Fix the Problem ASAP (Option A): - While taking immediate action to resolve a quality issue is important, simply summoning the team and ordering them to fix the problem without understanding the root causes may not be the most effective approach. It can lead to short-term fixes without addressing the underlying issues, potentially resulting in the recurrence of problems.3. Channelize All the Funds in the Project to Manage the Problem (Option B): - Allocating all project funds to manage a single issue is not a balanced or sustainable approach. It can negatively impact other project aspects and may not guarantee the effective resolution of the quality problem. Effective resource allocation and cost management are essential in project management.4. Allow Risk to Increase by Cutting Schedule (Option C): - Sacrificing the project schedule to address a quality issue by cutting time can introduce new risks and negatively impact the project’s overall success. It may lead to rushed work, which can further compromise the quality of deliverables. Project managers should manage risks, but doing so should not involve introducing new risks by compromising project parameters.In summary, option D (Perform a root cause analysis and plan for extra funds/resources at the earliest) is the correct answer because it advocates a systematic approach to addressing recurring quality issues by identifying root causes and planning for the necessary resources to rectify the problems. The other options do not address the problem in a holistic and effective manner, and they may lead to short-term fixes or new issues.Link to new ECO - Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the teamLink to Process Group Practice Guide - Manage Quality - Pg. 140-142DomainPeople
Question 27:
You are the product owner for an agile-based project which plans to develop the student database for King’s College, London. You are in the middle of an iteration and in one of your daily stand-ups, you get to know that a key approval from UK Government about Data Protection was missed and currently your project is non-compliant with UK’s Data Protection Act. What is your best step as a product owner here?
Keep on executing the iteration. You can deal with the compliance issue in the next iteration
Inform your sponsor about the issue and seek his help to get the approval on time
You understand that it’s a legal non-compliance. While you keep working on the iteration, you deploy a core team to complete the required approvals at the earliest
You do not take any action. It was nowhere mentioned in the project charter that you need to have UK Data Protection approval
Keep on executing the iteration. You can deal with the compliance issue in the next iterationInform your sponsor about the issue and seek his help to get the approval on timeCorrect answerYou understand that it’s a legal non-compliance. While you keep working on the iteration, you deploy a core team to complete the required approvals at the earliestYou do not take any action. It was nowhere mentioned in the project charter that you need to have UK Data Protection approvalOverall explanationThe correct answer to the question is:C. You understand that it’s a legal non-compliance. While you keep working on the iteration, you deploy a core team to complete the required approvals at the earliest.Now, let’s explain why option C is correct and why the other options (A, B, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK), Agile practices, and associated project management concepts:1. Option C: - In this scenario, the product owner recognizes that the project is non-compliant with the UK’s Data Protection Act, which represents a legal requirement. Legal compliance is a critical aspect of project management, especially in regulated environments like data protection. - The correct course of action is to acknowledge the non-compliance and take proactive steps to rectify it. Deploying a core team to work on obtaining the required approvals is the right approach, as it addresses the legal issue while the development work continues in parallel. - Agile practices encourage responding to change and addressing important issues promptly while maintaining project momentum.2. Option A: - Continuing to execute the iteration without addressing the legal non-compliance is not a responsible or compliant approach, especially when it involves legal requirements. Ignoring legal issues can lead to significant risks and potential legal consequences.3. Option B: - Informing the sponsor about the issue is a good step, but it’s not enough when dealing with legal non-compliance. While sponsor involvement may be required, it’s the responsibility of the project team to address legal issues promptly. Delaying the necessary legal approvals may lead to risks and potential legal liabilities.4. Option D: - Neglecting to take any action in response to legal non-compliance is not a responsible or ethical approach. It’s crucial for project teams to ensure that their projects comply with relevant laws and regulations. Ignoring legal requirements can lead to severe consequences, both for the project and the organization.In summary, option C is the correct answer because it addresses legal non-compliance promptly and proactively while continuing with the project work. Legal compliance is a fundamental consideration in project management, and taking immediate action to rectify non-compliance is the responsible approach. The other options do not adequately address the legal issue or may involve unnecessary delays or negligence in addressing legal requirements.Link to new ECO: Domain 3, Task 3 - Evaluate and address external business environment changes for impact on scope.Link to PMBOK 7th Edition - Stewardship and Compliance - Pg. 27DomainBusiness Environment
Question 28:
You are the project manager for rolling out a new employee health benefits portal for Fixmore Inc. One of your team members has escalated to you that the new health benefits application is not compatible with Fixmore Inc.’s existing server architecture. It will require an upgrade to run smoothly.
After checking your project scope, you find out that server upgrades are not in the budget this year but can be added next year as an additional scope item. What should be your most preferred action as a project manager?
You wait till next year to get the additional funds and plan to launch the application as it is for now
You go straight to your sponsor and ask her to tell the finance department to fund additional money to enable this server upgrade.
You go to finance and speak to their director and ensure that the team understands the necessity for the upgrade and approve an additional budget allocation
Raise a change request for server upgrade and setup a meeting with your sponsor and finance director to explain them the situation and come up with possible solutions
You wait till next year to get the additional funds and plan to launch the application as it is for now You go straight to your sponsor and ask her to tell the finance department to fund additional money to enable this server upgrade. You go to finance and speak to their director and ensure that the team understands the necessity for the upgrade and approve an additional budget allocation Correct answerRaise a change request for server upgrade and setup a meeting with your sponsor and finance director to explain them the situation and come up with possible solutions Overall explanationThe correct answer to the question is:D. Raise a change request for a server upgrade and set up a meeting with your sponsor and finance director to explain the situation and come up with possible solutions.Now, let’s explain why option D is the correct answer and why the other options (A, B, and C) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and associated project management concepts:1. Raise a Change Request and Engage Stakeholders (Option D): - When a project encounters a situation where the original project scope may need to change due to new requirements, constraints, or issues like server compatibility, the appropriate action is to raise a change request. This change request initiates a formal process to assess and manage changes to the project’s scope, budget, and timeline. - Setting up a meeting with the sponsor and finance director to explain the situation and discuss possible solutions demonstrates proactive stakeholder engagement and collaboration. It allows for a more informed and structured decision-making process regarding the project’s scope and budget.2. Waiting Until Next Year (Option A): - Waiting until the next year without addressing the issue is not a recommended approach. It may lead to project delays, missed opportunities, and increased risks. Delaying necessary changes can also impact the project’s overall success and can lead to dissatisfaction among stakeholders.3. Going Directly to the Sponsor (Option B): - While involving the sponsor in resolving project issues is important, going directly to the sponsor and asking them to fund additional money without a formal change request and a thorough discussion with the relevant stakeholders, such as the finance department, is not the best approach. It may lead to misunderstandings and uncoordinated actions.4. Speaking to Finance’s Director (Option C): - Speaking to the finance director to secure additional funding without a formal change request and stakeholder collaboration can be premature and may not align with proper project management processes. The project manager should initiate a structured change management process to address scope changes and budget adjustments.In summary, option D is the correct answer because it follows proper project management practices by raising a formal change request and engaging key stakeholders, such as the sponsor and finance director, to discuss the situation, assess the impact, and explore potential solutions. This approach ensures that changes are managed in a structured and informed manner, maintaining the project’s integrity and alignment with organizational objectives.Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the team.Link to PMBOK 7th Edition - Section 3.12 - Enable ChangeDomainPeople
Question 29:
In agile, a Way-of Working (WoW) enables a team to customize a project, workflow or process. Effective teams can choose practices, strategies and life cycles that will create the overall maximum value for the customer. Who should choose the life cycle tailored to the project needs?
The Scrum Master
The Sponsor
The Team Leader
The Team itself
The Scrum MasterThe SponsorThe Team LeaderCorrect answerThe Team itselfOverall explanationThe correct answer to the question is:D. The Team itselfNow, let’s explain why option D is the correct answer and why the other options (A, B, and C) are incorrect, with references to Agile principles and practices:In Agile methodologies, especially within frameworks like Scrum, the concept of self-organizing teams and empowerment is fundamental. Here’s why the other options are incorrect:1. The Scrum Master (Option A): - While the Scrum Master plays a crucial role in facilitating and coaching the team on Agile principles and practices, they are not responsible for choosing the project’s life cycle tailored to project needs without involving the team. The role of the scrum master is to promote self-sufficiency within the team to enable decision making. 2. The Sponsor (Option B): - The project sponsor typically provides funding and support for the project, but they are not responsible for choosing the specific Agile life cycle for the project. The choice of life cycle is best made by the team members who are closest to the work and understand the customer’s needs and the project’s requirements.3. The Team Leader (Option C): - The team leader, while involved in leading and guiding the team, is not responsible solely for making high-level decisions about the project’s life cycle. In Agile, decision-making is typically distributed among the team members themselves, rather than relying solely on a team leader.4. The Team Itself (Option D - Correct Answer): - In Agile, the principle of self-organizing teams empowers the team members to make decisions about how they work, including choosing the project’s life cycle that best suits their project’s needs. The team understands the work, the customer’s requirements, and the project context, making them the most informed and qualified to decide on the most suitable way of working (WoW).In summary, option D (The Team itself) is the correct answer because Agile principles emphasize that the team should have the autonomy to make decisions about how they work, including selecting the most appropriate life cycle tailored to the project’s specific needs. The other options do not align with the principles of self-organizing teams in Agile methodologies.Link to PMBOK 7th Edition - Section 3.7 - Tailor based on context - Pg. 45, 3rd paragraph. Link to new ECO: Domain 1, Task 3: Support team performanceDomainPeople
Question 30:
A progress report is shared with the project manager in an agile project highlighting that the project is off-track. The project manager is concerned with the report since the work packages were integrated within iterations as per high-level organizational priority.
In future, how can the project manager avoid such a disconnect?
Develop self-sufficient teams and get their buy in on committed project schedule
Ensure sufficient management reserves to cater to the issue
Ensure that the team is trained to use agile information systems for project scheduling
Provide feedback to the team to align the project schedule as per high-level organizational priority
Correct answerDevelop self-sufficient teams and get their buy in on committed project scheduleEnsure sufficient management reserves to cater to the issueEnsure that the team is trained to use agile information systems for project schedulingProvide feedback to the team to align the project schedule as per high-level organizational priorityOverall explanationThe correct answer to the question is:A. Develop self-sufficient teams and get their buy-in on the committed project schedule.Now, let’s explain why option A is the correct answer and why the other options (B, C, and D) are incorrect, with references to Agile principles and project management concepts:1. Develop Self-Sufficient Teams and Get Their Buy-In (Option A - Correct Answer): - In Agile project management, self-sufficient teams are empowered to plan and manage their own work. This aligns with Agile principles such as self-organization and team ownership of commitments. - When teams are actively involved in project planning and scheduling, they are more likely to understand and commit to the project schedule and priorities. This leads to a higher likelihood of alignment between the project’s execution and high-level organizational priorities.2. Ensure Sufficient Management Reserves (Option B): - Management reserves are typically used to account for unknown risks or unanticipated issues. While they are important in traditional project management, Agile principles emphasize early and continuous risk management and adaptability. - Relying solely on management reserves doesn’t address the root cause of the issue, which is a disconnect between the project schedule and high-level organizational priorities. It’s more about addressing symptoms rather than the underlying problem.3. Ensure the Team Is Trained to Use Agile Information Systems (Option C): - While training the team in Agile information systems is important for effective Agile project management, it doesn’t directly address the disconnect between the project schedule and high-level organizational priorities. - The issue here is not related to the team’s ability to use tools but rather the need for better alignment between the team’s work and organizational priorities.4. Provide Feedback to Align the Project Schedule (Option D): - Providing feedback is important in Agile, but it should be an ongoing process and not a one-time event. However, this option suggests that the project manager should solely provide feedback, which doesn’t promote the principles of self-organization and team involvement in planning. - Alignment between the project schedule and high-level organizational priorities should be a collaborative effort involving the team, not just a top-down approach.In summary, option A (Develop self-sufficient teams and get their buy-in on the committed project schedule) is the correct answer because it promotes the Agile principle of self-organization and team commitment to project schedules, which helps avoid disconnects between the project and high-level organizational priorities. The other options do not address the root cause of the issue effectively or do not align with Agile principles.Link to Agile Practice Guide: Servant leadership & agile teams - Pg. 39Link to PMP Exam ECO: Domain 1, Task 6 - Build a TeamDomainPeople
Question 31:
Zoom is a major competitor of Uber Cabs, and they are using agile practices to drive their projects in the public transportation industry. Zoom is planning to integrate food ordering from takeaways as a feature within their taxi-based app. The feature would first get launched with Android and then expand to i-OS.
However, the team needs to validate the required features of the app in the marketplace before moving into the development of the same. Which project life cycle is suitable for this team?
Hybrid
Portfolio
Agile
Waterfall
HybridPortfolioCorrect answerAgileWaterfallOverall explanationThe correct answer to the question is:C. AgileNow, let’s explain why option C is the correct answer and why the other options (A, B, and D) are incorrect, with references to Agile practices and project management concepts:1. Agile (Option C - Correct Answer): - Agile methodologies are well-suited for projects with evolving requirements, where it is essential to validate features in the marketplace before committing to full-scale development. - Agile encourages iterative and incremental development, allowing teams to gather feedback early and often from users or the marketplace, adapt to changes, and refine the product. In this case, launching the feature on Android first and then expanding to iOS aligns with an incremental approach. - Agile’s core principles, such as customer collaboration and responding to change, make it a suitable choice for a project that aims to validate features and adapt to customer feedback during development.2. Hybrid (Option A): - Hybrid approaches typically combine elements of both Agile and traditional (predictive) project management. While a hybrid approach could be suitable in some cases, it is not necessary for a project focused on feature validation and iterative development. A full Agile approach is sufficient.3. Portfolio (Option B): - Portfolio management is a higher-level concept that involves managing a collection of projects, programs, or initiatives to achieve strategic objectives. It is not a project life cycle itself. Portfolio management decisions can influence the choice of project life cycle, but it is not directly related to the validation of individual features within a project.4. Predictive (Option D): - Predictive project life cycles, often associated with traditional project management methodologies, are not ideal for projects that require flexibility and the ability to adapt to changing requirements. Predictive approaches involve detailed planning up front and are less suited for projects where the requirements are not well-defined initially.In summary, option C (Agile) is the correct answer because it aligns with the project’s need to validate the required features in the marketplace and its incremental approach to feature development. Agile methodologies provide the flexibility and adaptability required for such projects, where user feedback and market validation are essential components of the development process. The other options do not align with the Agile principles and practices that best suit this scenario.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Section 2.1 - Definable work vs high-uncertainty workDomainProcess
Question 32:
A project manager is drafting the project management plan after receiving the project charter sign-off. The project is in blockchain network architecture domain and there is very limited historical information available on best practices within the PMO (Project management Office).
What is the next best step that the project manager can take in this scenario?
Use bottom up estimation techniques
Solicit advise from experts in the field
Organize kick-off meeting with the client
Engage product owner to provide additional inputs
Use bottom up estimation techniquesCorrect answerSolicit advise from experts in the fieldOrganize kick-off meeting with the clientEngage product owner to provide additional inputsOverall explanationThe correct answer to the question is:B. Solicit advice from experts in the field.Now, let’s explain why option B is the correct answer and why the other options (A, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and project management concepts:1. Solicit Advice from Experts in the Field (Option B - Correct Answer): - In a project with limited historical information and a complex domain like blockchain network architecture, seeking advice from experts in the field is a prudent and essential step. These experts can provide insights, guidance, and best practices specific to the project’s domain. - This aligns with the PMBOK’s emphasis on expert judgment as a valuable resource for project planning. Expert advice can help the project manager make informed decisions and create a project management plan tailored to the unique challenges of the domain.2. Use Bottom-Up Estimation Techniques (Option A): - While bottom-up estimation techniques are important for estimating project work, they are typically applied after project planning has progressed and a detailed Work Breakdown Structure (WBS) is available. It’s not the initial step for a project manager when drafting the project management plan. Seeking expert advice should come before detailed estimation activities.3. Organize Kick-Off Meeting with the Client (Option C): - Organizing a kick-off meeting with the client is an important project activity, but it is typically part of the project initiation process, not the next step after receiving the project charter sign-off. Moreover, it may not directly address the project manager’s need for domain-specific expertise.4. Engage Product Owner to Provide Additional Inputs (Option D): - Engaging the product owner is crucial for gathering project requirements and stakeholder input, but it may not address the immediate need for domain-specific expertise and guidance. Expert advice is particularly valuable in a complex domain with limited historical information.In summary, option B (Solicit advice from experts in the field) is the correct answer because it is a vital step when dealing with a project in a complex domain with limited historical information. It aligns with the PMBOK’s recognition of expert judgment as a valuable resource for project managers in such situations. The other options do not directly address the need for domain-specific guidance and expertise during the project planning phase.Link to new ECO: Domain 1, Task 10: Build shared understandingLink to Process Group Practice Guide: The technique of ‘Expert Judgement’ has been covered in multiple ITTO (Inputs-Tools-Techniques-Outputs) Charts of this standardDomainPeople
Question 33:
Conflict management is the process of managing and assuaging the negative components of a conflict while increasing the positive aspects. Arrange the approaches for conflict resolution with the correct definitions. In your PMP Exam, you would be required to drag and arrange the ‘approaches’ with their ‘definitions’
Approach:
(1) Withdraw/Avoid
(2) Compromise/Reconcile
(3) Force/Direct
(4) Collaborate/Problem Solving
(5) Smooth/Accommodate
Definition:
(A) Pursuing your viewpoint at the expense of others. Offering only win-lose solutions typically enforced via positional power
(B) Retreating from an actual or potential conflict resolution. Postponing the issue to be handled by others at a later date
(C) Emphasizing areas of agreement rather than differences. Conceding your position to the need of others to maintain harmony in relationships.
(D) Incorporating multiple viewpoints from different perspectives. Enabling cooperative attitude and open dialogue to reach consensus and commitment
(E) Searching for solutions that bring some degree of satisfaction to all parties. But each of the parties let go of something
1-D, 2-C, 3-B, 4-A, 5-E
1-B, 2-E, 3-A, 4-D, 5-C
1-B, 2-E, 3-D, 4-A, 5-C
1-C, 2-E, 3-A, 4-D, 5-B
1-D, 2-C, 3-B, 4-A, 5-ECorrect answer1-B, 2-E, 3-A, 4-D, 5-C1-B, 2-E, 3-D, 4-A, 5-C1-C, 2-E, 3-A, 4-D, 5-BOverall explanationOption 2: 1-B, 2-E, 3-A, 4-D, 5-C. Withdraw/Avoid: Retreating from an actual or potential conflict resolution. Postponing the issue to be handled by others at a later date.Compromise/Reconcile: Searching for solutions that bring some degree of satisfaction to all parties. But each of the parties let go of something Force/Direct: Pursuing your viewpoint at the expense of others. Offering only win-lose solutions typically enforced via positional power Collaborate/Problem Solving: Incorporating multiple viewpoints from different perspectives. Enabling cooperative attitude and open dialogue to reach consensus and commitment Smooth/Accommodate: Emphasizing areas of agreement rather than differences. Conceding your position to the need of others to maintain harmony in relationships. Link to new ECO: Domain 1, Task 1: Manage Conflict Link to PMBOK 7th Edition ; Section 4.2.7.1 - Conflict Model (very nicely explained)DomainPeople
Question 34:
Few days after the start of production for a newly installed shampoo packing line, it was identified that an important quality validation check that was to be done before product dispatch was skipped.
This resulted in a concern about the finished product quality and all the production units which were dispatched till date were put under quarantine. The sponsor directed the project manager to include this validation in the project plan immediately and revise the project schedule.
What should the project manager do first?
Revise the project schedule and start the validation process which was missed
Start a root-cause analysis on why this validation was missed
Raise a change request to revise project schedule
Update issue log and assign an owner
Revise the project schedule and start the validation process which was missedStart a root-cause analysis on why this validation was missedCorrect answerRaise a change request to revise project scheduleUpdate issue log and assign an ownerOverall explanationThe correct answer to the question is:C. Raise a change request to revise the project schedule.Now, let’s explain why option C is the correct answer and why the other options (A, B, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and project management concepts:1. Raise a Change Request to Revise the Project Schedule (Option C - Correct Answer): - When a project experiences a significant change in scope, requirements, or deliverables, as in this case, the appropriate action is to raise a change request. This request initiates a formal process for evaluating and making necessary adjustments to the project plan and schedule. - In this scenario, the validation check was initially missed, and its inclusion in the project plan represents a change in scope. Raising a change request is the standard and formal approach to address such changes.2. Revise the Project Schedule and Start the Validation Process (Option A): - While it might seem logical to immediately revise the project schedule and start the validation process, doing so without following a formal change request process can lead to potential issues. It’s important to have a documented and approved change request before making changes to the project plan. This helps ensure that the change is properly evaluated and its impacts are considered.3. Start a Root-Cause Analysis on Why the Validation Was Missed (Option B): - While conducting a root-cause analysis is valuable for understanding why the validation was missed, it is not the immediate first step in this situation. Addressing the current issue of missing the validation and initiating the change request process should take precedence to rectify the situation.4. Update the Issue Log and Assign an Owner (Option D): - Updating the issue log and assigning an owner is a good practice for tracking and managing issues in a project. However, in this case, the issue is significant enough to require a formal change request for scope adjustment. A change request is the appropriate process to address the situation, and it should be initiated first.In summary, option C (Raise a change request to revise the project schedule) is the correct answer because it follows the formal project management process for addressing a change in scope due to the missed validation. The other options may be necessary at a later stage but do not address the immediate need to formally document and evaluate the change in scope.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to new ECO: Domain 2, Task 10: Manage project changesLink to Process Group Practice Guide: Section 7.2 - PICCDomainProcess
Question 35:
A telecom project is in the initiation phase now, and the project manager is currently developing the project charter. The project sponsor wants to review the plan which consists of a documented explanation for creating, maximizing & sustaining the advantages for your project. Which project artifact should the project manager refer to?
Benefits Management Plan
Requirements Management Plan
Project Charter
Business Plan
Correct answerBenefits Management PlanRequirements Management PlanProject CharterBusiness PlanOverall explanationThe correct answer to the question is: A. Benefits Management PlanNow, let’s explain why option A is the correct answer and why the other options (B, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and project management concepts:1. Benefits Management Plan (Option A - Correct Answer): - The Benefits Management Plan is a project management artifact that outlines how the project will create, maximize, and sustain the advantages and benefits described in the project charter. It details the strategies and actions needed to realize the expected benefits, track progress, and ensure that the project aligns with the organization’s objectives. - In the initiation phase, the project manager and the project sponsor should refer to the Benefits Management Plan to understand how the project will deliver the intended benefits.2. Requirements Management Plan (Option B): - The Requirements Management Plan focuses on how project requirements will be documented, analyzed, traced, and managed throughout the project. It is essential for requirements-related activities but does not address the specific question of how to create, maximize, and sustain project benefits.3. Project Charter (Option C): - While the project charter is a critical document created during the initiation phase, it primarily serves to authorize the project, define its high-level objectives, and appoint a project manager. It may include a high-level description of the project’s purpose and benefits, but it does not provide the detailed plan for managing and maximizing those benefits, which is the role of the Benefits Management Plan.4. Business Plan (Option D): - A business plan typically provides a comprehensive overview of the organization’s overall business objectives and strategies. While it may touch on project-related benefits, it does not provide the specific plan for managing and realizing the benefits of the individual project, which is the focus of the Benefits Management Plan.In summary, option A (Benefits Management Plan) is the correct answer because it specifically addresses the project’s approach to creating, maximizing, and sustaining the advantages and benefits described in the project charter. The Benefits Management Plan outlines the strategies and actions needed to achieve the project’s expected benefits. The other options are relevant to project management but do not directly address the management of project benefits as required in the question.Link to new ECO: Domain 3, Task 2: Evaluate and deliver project benefits and value. Link to Process Group Practice Guide - Benefits Management Plan - Pg. 203DomainBusiness Environment
Question 36:
You are the Agile Coach for a team that is developing a software to manage a fleet of trucks for DHL via an app-based interface. Capability building of your team is your top priority. What are some of the techniques you can use to appraise the skills of a team member? (select TWO OPTIONS)
Ability tests
Kanban boards
Product Box Exercise
RACI chart
Focused Group Discussions
Correct selectionAbility testsKanban boardsProduct Box ExerciseRACI chartCorrect selectionFocused Group DiscussionsOverall explanationThe correct answers to the question are:A. Ability testsE. Focused Group DiscussionsNow, let’s explain why options A and E are the correct answers and why the other options (B, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and Agile practices:1. Ability tests (Option A - Correct Answer): - Ability tests are a common technique for appraising the skills of team members. These tests assess a team member’s proficiency in specific areas relevant to their role. In the context of software development for a fleet management app, these tests can evaluate technical skills, programming knowledge, or any other competencies required for the project. - PMBOK recognizes the importance of assessing the skills and competencies of project team members to ensure they have the necessary capabilities to deliver project objectives.2. Focused Group Discussions (Option E - Correct Answer): - Focused Group Discussions, also known as Focused Group Discussions (FGD), are a valuable technique to assess team members’ skills and promote knowledge sharing within the team. These discussions can help identify strengths, weaknesses, and areas for improvement among team members. - In Agile practices, communication and collaboration within the team are highly emphasized, and Focused Group Discussions provide a platform for team members to discuss their experiences, knowledge, and best practices.Now, let’s discuss why the other options are incorrect:B. Kanban boards (Option B): - Kanban boards are visual tools used for tracking work items, flow, and progress within an Agile team. They are not typically used for appraising individual team members’ skills. Kanban boards are more focused on visualizing and managing work in progress.C. Product Box Exercise (Option C): - The Product Box Exercise is a creative technique used in Agile for visualizing and communicating the features and benefits of a product. It is not primarily used for appraising individual team members’ skills.D. RACI chart (Option D): - The RACI chart is a project management tool used to define and clarify roles and responsibilities within a project. It is not a technique for appraising the skills or competencies of individual team members.In summary, options A (Ability tests) and E (Focused Group Discussions) are the correct answers for assessing the skills of team members in an Agile project, focusing on individual capabilities and fostering knowledge sharing and collaboration within the team. The other options are not directly related to appraising team member skills and competencies.Link to new ECO: Domain 1, Task 6: Build a TeamLink to Process Group Practice Guide - Pg. 275 - Individual team assessmentsDomainPeople
Question 37:
Feature Driven Development (FDD) was designed to meet the specific needs of large software development projects. Which of the following are NOT one of the six primary roles for an FDD Project (select TWO OPTIONS)
Program Manager
Principal Designer
Project Manager
Chief Architect
Domain Expert
Correct selectionProgram ManagerCorrect selectionPrincipal DesignerProject ManagerChief ArchitectDomain ExpertOverall explanationIn Agile Feature-Driven Development (FDD), a framework that focuses on designing and building software features, several key roles contribute to the success of the project. Here are explanations for each of the roles:1. Project Manager: - In FDD, the role of the Project Manager is different from traditional project management roles. FDD emphasizes self-organizing teams, so the Project Manager plays a supportive and facilitative role. - The Project Manager ensures that the project is aligned with organizational goals and priorities and supports the team in delivering features on time and within scope. - They help coordinate various project activities, including planning, scheduling, and monitoring progress. They may also manage risk and ensure effective communication within the team. - The Project Manager works closely with other roles, such as the Chief Architect and Domain Expert, to ensure that the project progresses smoothly and that any issues or obstacles are addressed.2. Chief Architect: - The Chief Architect in FDD is responsible for overseeing the technical aspects of the project, including the design and architecture of the software features. - They lead the technical team in making architectural decisions and ensure that the architecture aligns with the project’s goals and requirements. - The Chief Architect helps in defining coding standards, best practices, and guidelines to maintain consistency in software development. - They collaborate with the Project Manager to ensure that technical aspects align with project objectives and timelines. - The Chief Architect plays a crucial role in maintaining the overall technical integrity of the project, identifying and addressing technical risks, and mentoring team members.3. Domain Expert: - The Domain Expert is a subject matter expert in the specific domain or industry for which the software is being developed. - They provide valuable insights and domain knowledge to the development team, ensuring that the software features meet the needs and expectations of end-users. - Domain Experts assist in defining requirements, use cases, and user stories, helping the team understand the context and domain-specific challenges. - They also facilitate communication between stakeholders and the development team to clarify domain-related issues and resolve any ambiguities. - The Domain Expert ensures that the software solutions align with industry standards, regulations, and best practices.In an Agile FDD project, collaboration and communication among these roles are essential to deliver high-quality software features that meet business and user needs. The Project Manager supports the team’s progress, the Chief Architect provides technical leadership, and the Domain Expert ensures domain-specific knowledge is incorporated into the software solution. This collaboration helps in achieving project success and satisfying customer requirements.Program Manager and Principal Designer are not key defined roles for an FDD project.Link to new PMP Exam ECO: Domain -1, Task 6: Build a TeamLink to Agile Practice Guide: A 3.7 - Feature Driven Development - Pg. 108DomainProcess
Question 38:
You are managing a Special Economic Zone construction project which is currently in the initiation phase. You are liaising with the Govt. agencies to identify the cost buckets related to third-party taxation expenses. This will go as an input to your project management plan during the planning phase. What would you call this external factor that is influencing your project cost and eventually your project management plan?
Organization Process Assets
Enterprise Environmental Factors
Direct & Manage Project Work
Life cycle cost analysis
Organization Process AssetsCorrect answerEnterprise Environmental FactorsDirect & Manage Project WorkLife cycle cost analysisOverall explanationThe correct answer to the question is: B. Enterprise Environmental FactorsNow, let’s explain why option B is the correct answer and why the other options (A, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and project management concepts:1. Enterprise Environmental Factors (Option B - Correct Answer): - Enterprise Environmental Factors (EEFs) are external factors that can influence the project and its management. EEFs include elements such as government regulations, industry standards, market conditions, and taxation policies. - In this scenario, the third-party taxation expenses, which are influenced by government agencies and taxation policies, are considered EEFs. They are external factors beyond the project manager’s control that can impact the project’s cost and management plan. - As part of project initiation and planning, project managers must consider EEFs when determining the project’s cost structure and budget, as these external factors can significantly affect project outcomes.2. Organization Process Assets (Option A): - Organization Process Assets (OPAs) are internal factors and resources that the organization brings to the project. They include processes, procedures, templates, and historical data used for project management. - While the organization may have its own historical data related to taxation or cost management, in this scenario, the external influence is primarily due to government agencies and taxation policies. Thus, it is more appropriate to classify it as an EEF.3. Direct & Manage Project Work (Option C): - “Direct & Manage Project Work” is a process in the Project Management Process Group. It involves executing the project plan to complete the project’s work. It is not directly related to identifying external factors like taxation expenses during project initiation.4. Life Cycle Cost Analysis (Option D): - Life Cycle Cost Analysis is a technique used in project management to assess the total cost of ownership over a project’s life cycle. While it is related to project cost management, it does not specifically address the identification of external factors influencing project cost during initiation, which is the focus of the question.In summary, option B (Enterprise Environmental Factors) is the correct answer because it accurately describes the external factors that influence the project’s cost and, consequently, the project management plan. EEFs are essential to consider during project initiation and planning, as they can have a significant impact on project outcomes. The other options, while relevant to project management, do not directly address the external factors in this context.Link to Process Group practice Guide: Section 2.1 - EEFsLink to new ECO: Domain 3, Task 1: Plan and manage project complianceDomainBusiness Environment
Question 39:
The sprint retrospective is a recurring meeting held at the end of a sprint used to discuss what went well during the previous sprint cycle and what can be improved for the next sprint. The Agile sprint retrospective is an essential part of the Scrum framework for developing, delivering, and managing complex projects. What are some of the other objectives of running a retrospective meeting? (select all THREE that apply)
Learn from experience and make small improvements
Get feedback for product testing
Develop actions to remove impediments
Agree to 1-2 experiments to improve team performance
Periodically demonstrate a working product
Correct selectionLearn from experience and make small improvementsGet feedback for product testingCorrect selectionDevelop actions to remove impedimentsCorrect selectionAgree to 1-2 experiments to improve team performancePeriodically demonstrate a working productOverall explanationThe correct answers to the question are:A. Learn from experience and make small improvementsC. Develop actions to remove impedimentsD. Agree to 1-2 experiments to improve team performanceNow, let’s explain why options A, C, and D are the correct answers and why options B and E are incorrect, with references to the Agile Practice Guide and associated concepts of Agile project management:1. Learn from experience and make small improvements (Option A - Correct Answer): - One of the primary objectives of a sprint retrospective in Agile is to reflect on the previous sprint, identify what went well, and determine areas for improvement. This process allows the team to learn from their experiences and make incremental, continuous improvements in their processes, teamwork, and product development. - Continuous improvement is a fundamental Agile principle, and sprint retrospectives play a critical role in achieving this objective.2. Develop actions to remove impediments (Option C - Correct Answer): - The sprint retrospective provides a platform for the Agile team to discuss and address any impediments or issues that hindered their productivity during the sprint. The team collaboratively develops action items to remove these impediments, thereby improving the team’s effectiveness and efficiency. - Agile encourages self-organization, and the team’s ability to address impediments and make necessary changes is essential to its success.3. Agree to 1-2 experiments to improve team performance (Option D - Correct Answer): - Another important objective of the sprint retrospective is to foster a culture of experimentation and innovation. During the retrospective, the team can agree to conduct one or two experiments in the upcoming sprint to test new practices or techniques that can enhance team performance. - Agile encourages teams to adapt and experiment to find better ways of working, and the sprint retrospective is the ideal forum to plan and agree on these experiments.Now, let’s discuss why the other options are incorrect:B. Get feedback for product testing (Option B): - While obtaining feedback is essential in Agile, the primary focus of a sprint retrospective is on the team’s processes and performance, not product testing. Feedback on product testing would typically be collected from stakeholders, customers, or user acceptance testing, not during the retrospective.E. Periodically demonstrate a working product (Option E): - Demonstrating a working product is a key component of the Sprint Review, a different Scrum event that typically occurs at the end of each sprint. The sprint retrospective and sprint review serve different purposes. The retrospective is primarily focused on process improvement and team dynamics, whereas the review is about demonstrating the product to stakeholders.In summary, options A, C, and D are the correct objectives of a sprint retrospective meeting in Agile, as they align with the principles of continuous improvement, addressing impediments, and fostering experimentation. Options B and E, while important in Agile, do not specifically align with the purpose of a retrospective meeting.Link to new PMP Exam ECO: Domain 2, Task 17: Plan and manage project/phase closure or transitionsLink to Process Group Practice Guide - Section 5.2.1 - Pg. 50 - RetrospectivesDomainProcess
Question 40:
Roy is the project manager for an aviation turbine development project. She is currently in the ‘plan scope management’ process group and she is having a team meeting with her core team to determine the management approach for this project. Her team needs to finalize whether she will follow a waterfall, iterative, adaptive, agile, or hybrid development approach. What is she trying to strategize here and coach the team on?
Management approach
Development approach
Value chain Approach
Sequential approach
Management approachCorrect answerDevelopment approachValue chain ApproachSequential approachOverall explanationThe correct answer to the question is: B. Development approachNow, let’s explain why option B is the correct answer and why the other options (A, C, and D) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and project management concepts:1. Development approach (Option B - Correct Answer): - In the context of the question, Roy and her core team are discussing whether to follow a waterfall, iterative, adaptive, agile, or hybrid development approach. This relates to how the project work will be executed, specifically focusing on the process and methodology for developing the aviation turbine. - The development approach encompasses the methodologies, practices, and strategies used to manage and deliver the project’s product or solution. It includes considerations related to project phases, iterative cycles, flexibility, and how work will be structured and executed.2. Management approach (Option A): - The management approach typically relates to how the project will be managed, including the planning, organizing, and controlling aspects. It covers areas such as project governance, communication, stakeholder engagement, and risk management. - While the choice of a development approach may influence the management approach, the question is specifically asking about the development approach, not the overall project management approach.3. Value chain approach (Option C): - The value chain approach refers to the sequence of activities that an organization or project undertakes to deliver value to its customers or stakeholders. It focuses on optimizing these activities to maximize value. - While value chain analysis is important, it is not the primary topic of the scenario described in the question.4. Sequential approach (Option D): - The term “sequential approach” typically refers to a project management method where activities are performed in a linear, step-by-step sequence. It is often associated with the traditional waterfall methodology. - In the question, Roy and her team are considering multiple development approaches, including agile and hybrid, which are not sequential in the traditional sense. Therefore, this option is not relevant to the context of the question.In summary, the correct answer is option B (Development approach) because the discussion centers around the choice of a development methodology and approach for the aviation turbine project. The other options, while important in project management, do not directly address the specific topic being considered in the scenario.Link to new ECO: Domain 1, Task 5: Ensure team members/stakeholders are adequately trained. PMBOK 7th Edition: DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN (Section 2.3)DomainPeople
Question 41:
A project manager is leading a dry laundry tower refurbishment project in the fast-moving consumer goods industry. She values team collaboration and is currently in the requirements collection phase. She conducts an inclusive brainstorming session with her team to generate and prioritize ideas for refurbishment options (repair, replace, restore) using anonymous voting on a 1 to 5 scale for prioritization.
Which technique is the project manager using here to collect requirements?
Group discussion
Group voting
Likert scale analysis
Nominal group technique
Group discussionGroup votingLikert scale analysisCorrect answerNominal group techniqueOverall explanationThe correct answer to the question is: D. Nominal Group TechniqueNow, let’s explain why option D is the correct answer and why the other options (A, B, and C) are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and project management concepts:1. Nominal Group Technique (NGT) (Option D - Correct Answer): - The Nominal Group Technique is a structured method for collecting requirements or generating ideas from a group of experts or stakeholders. It is commonly used in the requirements collection phase of a project to ensure that all relevant inputs are considered. - In NGT, participants independently generate ideas or requirements, such as different options for refurbishment in this scenario. These ideas are then shared, discussed, and prioritized using a structured approach, often involving voting, as mentioned in the question. - The use of anonymous voting on a 1 to 5 scale for prioritization is consistent with NGT, which allows for individual input while still encouraging collaboration.2. Group discussion (Option A): - While group discussions are a common technique for requirements collection and idea generation, the specific method described in the scenario, where participants silently generate and write down their ideas, is more aligned with NGT. NGT incorporates structured group discussions as part of the process, but it involves individual idea generation first.3. Group voting (Option B): - Group voting alone does not encompass the entire process described in the scenario, as it does not involve the individual idea generation phase that NGT includes. The technique described is a combination of individual idea generation and subsequent group voting.4. Linkert scale analysis (Option C): - The Likert scale is a tool used to measure attitudes and opinions, often on a numeric scale. It is not typically used for requirements collection or idea generation in the same way as NGT. The scenario describes a process of generating and prioritizing ideas, which is more in line with NGT.In summary, the project manager is using the Nominal Group Technique (NGT) to collect requirements during the requirements collection phase. NGT allows for individual idea generation and structured group discussions, often involving voting, to prioritize ideas. The other options do not fully encompass the method described in the scenario and are not as appropriate for requirements collection.Link to new ECO: Domain 1, Task 5: Ensure team members/stakeholders are adequately trainedLink to Process Group Practice Guide: PG. 283 - NOMINAL GROUP TECHNIQUEDomainPeople
Question 42:
A multi-national corporation is leading an IT infrastructure rollout project spanning across 4 countries. Halfway through the execution stage of the project, the project manager found out that one of the key stakeholders had been partially reassigned to another project and thus will now have reduced involvement.
What should the project manager do?
First, update the stakeholder register and then update the stakeholder engagement plan
Update only the stakeholder engagement plan
Ask for a replacement for the role from the program office
Revise the business case of the project with this new information
Correct answerFirst, update the stakeholder register and then update the stakeholder engagement planUpdate only the stakeholder engagement planAsk for a replacement for the role from the program officeRevise the business case of the project with this new informationOverall explanationThe correct answer to the question is:A. First, update the stakeholder register and then update the stakeholder engagement plan.Now, let’s explain why option A is the correct answer and why options B, C, and D are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and associated project management concepts:1. First, update the stakeholder register and then update the stakeholder engagement plan (Option A - Correct Answer): - The stakeholder register contains information about all project stakeholders, including their roles, interests, and levels of engagement. When a key stakeholder’s involvement changes, it is essential to update the stakeholder register to reflect this change. - Once the stakeholder register is updated, the project manager can then proceed to update the stakeholder engagement plan. This plan outlines how the project manager intends to engage with and manage stakeholders based on their individual needs and interests. - By following this sequence, the project manager ensures that the updated stakeholder engagement plan is aligned with the most current information about stakeholders, including the change in involvement.2. Update only the stakeholder engagement plan (Option B): - Updating the stakeholder engagement plan without first updating the stakeholder register can lead to an inaccurate or incomplete plan. It is essential to ensure that the stakeholder register contains the most current information about the stakeholders before adjusting the engagement plan to reflect those changes.3. Ask for a replacement for the role from the program office (Option C): - While replacing the reassigned stakeholder might be necessary, this is not the first step to take. The initial action should be to update the stakeholder register and the engagement plan to reflect the changed circumstances. Once the updated plan is in place, seeking a replacement or alternative action can be considered.4. Revise the business case of the project with this new information (Option D): - Revising the project’s business case is typically done when there are significant changes to the project’s objectives, benefits, or constraints. A change in the level of stakeholder involvement, while important, may not necessarily warrant a revision of the entire business case. Instead, it requires an adjustment in stakeholder management practices, as indicated in option A.In summary, the correct approach is to first update the stakeholder register to reflect the change in stakeholder involvement and then update the stakeholder engagement plan to ensure that it aligns with the most current information. This is in line with best practices in stakeholder management and project governance.Link to PMP Exam ECO: Domain 1, Task 9 - Collaborate with StakeholdersLink to Process Group Practice Guide - Pg. 239 - Stakeholder Register and Stakeholder Engagement PlanDomainPeople
Question 43:
An agile coach has joined a team that is developing an application for investment banking firms. The coach observes that different scrum teams are working on developing different features of the application. However, the teams are struggling to arrive at a common alignment for ‘the definition of done (DoD). What should the coach do in this scenario?
They should take the initiative to define ‘Definition of Done’ and teach all development teams how to follow it
They should reach out to the PMO of the organization and get the correct ‘Definition of Done’ and then deploy it within the teams
They should give all the scrum teams the freedom to choose their Definition of Done, as long as the shared understanding is correct and at the time of integration the product is potentially releasable
They should give all the scrum teams the freedom to choose their Definition of Done and reconcile differences only during the final sprint
They should take the initiative to define ‘Definition of Done’ and teach all development teams how to follow itThey should reach out to the PMO of the organization and get the correct ‘Definition of Done’ and then deploy it within the teamsCorrect answerThey should give all the scrum teams the freedom to choose their Definition of Done, as long as the shared understanding is correct and at the time of integration the product is potentially releasableThey should give all the scrum teams the freedom to choose their Definition of Done and reconcile differences only during the final sprintOverall explanationThe correct answer to the question is:C. They should give all the scrum teams the freedom to choose their Definition of Done, as long as the shared understanding is correct and at the time of integration, the product is potentially releasable.Now, let’s explain why option C is the correct answer and why options A, B, and D are incorrect, with references to the Agile Practice Guide and associated agile project management concepts:1. Giving teams the freedom to choose their Definition of Done (Option C - Correct Answer): - In the Agile framework, it is essential to empower self-organizing teams to make decisions that affect their work. This includes defining their “Definition of Done” (DoD) based on their specific context and needs. - The DoD represents the criteria that must be met for an increment of work to be considered potentially shippable or releasable. It is a team-level agreement and should reflect the quality and completeness standards that the team has agreed upon. - While teams may have some flexibility in defining their DoD, it is crucial to ensure that there is a shared understanding and that, at the time of integration, the product is potentially releasable. This aligns with Agile principles and practices, promoting collaboration and a focus on delivering value.2. Initiating the definition of DoD and teaching all teams (Option A): - While an Agile coach can guide and facilitate the process, imposing a one-size-fits-all DoD on all teams is contrary to agile principles. Agile encourages teams to define their DoD collaboratively based on their context and project needs. It also promotes self-organization, so the teams should have the autonomy to define their DoD.3. Involving the PMO and deploying a common DoD (Option B): - In Agile, decisions about the DoD should primarily involve the teams themselves, as they are closest to the work and understand their specific context. Involving a PMO or other external parties to dictate a common DoD goes against agile principles, which emphasize team autonomy and self-organization.4. Reconciling differences during the final sprint (Option D): - Waiting until the final sprint to reconcile differences in the DoD can lead to integration and quality issues, and it doesn’t align with Agile’s iterative and incremental development approach. Agile encourages continuous collaboration and alignment throughout the project, rather than deferring critical decisions to the end.In summary, the correct approach for the Agile coach is to allow each scrum team the freedom to choose their own Definition of Done, provided that there is a shared understanding and that, at the time of integration, the product is potentially releasable. This approach aligns with agile principles, fostering collaboration, and self-organization among the teams.Link to new PMP Exam ECO: Domain 2, Task 8: Plan and Manage ScopeLink to Agile Practice Guide: Definition of Done - Pg. 151DomainProcess
Question 44:
A project manager needs to make sure that an agile project delivers early business value. It has recently come to the notice of the project manager that a few stakeholders have expressed concerns about the version release plan highlighting that it will not meet the urgent business needs.
How should the project manager respond to this most effectively?
Monitor progress using a burnup chart after updating the release plan to meet the stakeholder requirements
Calculate the schedule variance (SV) and highlight the schedule risk to the project board
Consult with the stakeholders and team members to agree upon a minimum viable product (MVP) in line with the release plan
Renegotiate the project scope with the product owner after studying the product flow diagram
Monitor progress using a burnup chart after updating the release plan to meet the stakeholder requirementsCalculate the schedule variance (SV) and highlight the schedule risk to the project boardCorrect answerConsult with the stakeholders and team members to agree upon a minimum viable product (MVP) in line with the release plan Renegotiate the project scope with the product owner after studying the product flow diagramOverall explanationThe correct answer to the question is:C. Consult with the stakeholders and team members to agree upon a minimum viable product (MVP) in line with the release plan.Now, let’s explain why option C is the correct answer and why options A, B, and D are incorrect, with references to the Project Management Body of Knowledge (PMBOK) and Agile principles:1. Consult with stakeholders and agree upon an MVP (Option C - Correct Answer): - In Agile project management, delivering value early is a core principle. To address concerns about the version release plan not meeting urgent business needs, the project manager should engage with stakeholders and team members to define a Minimum Viable Product (MVP). - The MVP represents the minimum set of features or functionality that can be released to provide value to customers or stakeholders. By defining an MVP in collaboration with relevant parties, the project can focus on delivering essential and high-priority features quickly. - This approach aligns with Agile practices that prioritize customer collaboration and responding to change.2. Monitoring progress with a burnup chart (Option A): - While using a burnup chart is a valuable tool for tracking progress, it primarily helps visualize work completed, remaining work, and scope changes. It doesn’t directly address concerns about meeting urgent business needs. - Option A lacks the direct engagement with stakeholders to define what constitutes a minimum viable product to address the immediate concerns.3. Calculating schedule variance and highlighting schedule risk (Option B): - Schedule variance and schedule risk analysis are important project management tools, but they are not directly related to addressing concerns about delivering early business value. - Option B focuses on project performance measurement rather than taking proactive steps to align the project with stakeholder needs.4. Renegotiating project scope with the product owner (Option D): - Renegotiating project scope is a significant decision and should be considered carefully. It is not typically the first step in addressing concerns about the release plan. - In Agile, scope changes are accommodated through collaborative conversations with stakeholders, and this option suggests a more formal renegotiation process.In summary, the most effective response for the project manager to ensure early business value in an Agile project is to consult with stakeholders and team members to define a Minimum Viable Product (MVP) that aligns with the release plan. This approach promotes collaboration, prioritization of features, and the delivery of value to stakeholders.Link to Agile Practice Guide - MVP - Pg. 23Link to PMP Exam ECO: Domain 2, Task 1 - Execute project with the urgency required to deliver business valueDomainPeople
Question 45:
A project manager has recently completed an application development project for a client. But the client is still calling team members to solve technical issues, troubleshooting, etc. and requests are still coming for small changes and upgrades.
Client handover was an important task for the project which should have been completed on time. Which project artifact should have the baseline date of this task that will allow the project manager to check how off-track the project is when compared to the initial planned date?
Milestone list
Risk register
Scope baseline
Communications matrix
Correct answerMilestone listRisk registerScope baselineCommunications matrixOverall explanationThe correct answer to the question is: A. Milestone list.Now, let’s explain why option A is the correct answer and why options B, C, and D are incorrect, with references to project management principles:1. Milestone list (Option A - Correct Answer): - In project management, a milestone represents a significant point or event in the project’s timeline. Milestones are used to track project progress and are typically associated with important tasks or deliverables. - The milestone list is a project artifact that documents all project milestones and their planned dates. It serves as a reference point for the project manager to assess whether the project is on track or off track. - In the context of the question, the client handover is an important task, and its baseline date in the milestone list would allow the project manager to compare the planned date with the actual completion date. If the handover task is delayed, it indicates that the project is off track in meeting this critical milestone.2. Risk register (Option B): - The risk register is a project document used to identify, assess, and manage project risks. It is not typically used to track project progress, milestones, or schedule variances. It focuses on risk-related information, not task completion dates.3. Scope baseline (Option C): - The scope baseline includes the project’s scope statement, the WBS (Work Breakdown Structure), and the WBS dictionary. It provides a detailed breakdown of the project’s scope and work packages but does not specifically track milestone dates or project progress.4. Communications matrix (Option D): - A communications matrix, also known as a communications plan, outlines the project’s communication strategy, specifying how and when information is shared with stakeholders. It does not directly track project milestones or their baseline dates.In summary, the milestone list is the most appropriate project artifact to track important project milestones, such as the client handover in this case, and compare their baseline dates with actual completion dates to assess project progress and identify if the project is on track or off track.Link to new ECO: Domain 2, Task-6: Plan and manage scheduleLink to Process Group Practice Guide - Milestone List - Pg. 213DomainProcess
Question 46:
A team is transitioning from a waterfall based project management organization to an agile based organization. Unfortunately, some of the departments still lack proper training of agile.
How should the project manager respond to the lack of agile training with the specific teams?
Identify and plan the most cost and time-efficient agile training for the teams
Organize a remote learning session covering the most critical topics of agile
Use the project risk funds to plan the necessary agile training
Reassign some expert team members from other agile teams to this team
Correct answerIdentify and plan the most cost and time-efficient agile training for the teamsOrganize a remote learning session covering the most critical topics of agileUse the project risk funds to plan the necessary agile training Reassign some expert team members from other agile teams to this teamOverall explanationThe correct answer to the question is:A. Identify and plan the most cost and time-efficient agile training for the teams.Now, let’s explain why option A is the correct answer and why options B, C, and D are incorrect, with references to project management principles:1. Identify and plan cost and time-efficient agile training (Option A - Correct Answer): - Agile transitions often require proper training to ensure that teams understand and implement agile practices effectively. Identifying and planning cost and time-efficient agile training is a proactive approach to address the training gap. - It aligns with best practices for assessing training needs, selecting suitable training options, and managing training as part of the project management process.2. Organize a remote learning session (Option B): - While remote learning sessions can be valuable, they may not be sufficient to address the specific training needs of teams transitioning from waterfall to agile. - Option B suggests a one-size-fits-all approach that may not be tailored to the specific needs of each team, and it doesn’t necessarily address cost and time efficiency.3. Use project risk funds for training (Option C): - Using project risk funds for training may be an option if there are identified risks related to the lack of agile training. However, it is not the initial step to take in addressing training gaps. - Project risk funds are typically used to mitigate known project risks, not for general training purposes.4. Reassign expert team members (Option D): - Reassigning expert team members from other agile teams may deplete the expertise in existing teams and may not be a sustainable solution. - It’s not a cost-effective or scalable approach to addressing the training needs of multiple departments in a transitioning organization. In summary, option A is the most appropriate response because it emphasizes the importance of identifying the specific training needs of each team and planning cost and time-efficient training to support the agile transition effectively. It aligns with best practices for managing organizational change and training.Link to Agile Practice Guide: Section 4.3.1 - Agile TeamsLink to PMP Exam ECO: Domain 1, Task 6 - Build a TeamDomainProcess
Question 47:
During the planning stage, the project manager realizes that the ‘user-testing’ process cannot be completed with the resources provided. Hence, the project manager engages the procurement team and plans to hire temporary resources to complete the user-testing process on time.
Which risk response strategy did the project manager use here?
Accept
Transfer
Avoid
Mitigate
AcceptTransferAvoidCorrect answerMitigateOverall explanationThe correct answer to the question is: D. Mitigate.Now, let’s explain why option D is the correct answer and why options A, B, and C are incorrect, with references to risk management principles:1. Mitigate (Option D - Correct Answer): - Risk mitigation involves taking proactive actions to reduce the probability and/or impact of identified risks. In this case, the project manager recognized the risk that the ‘user-testing’ process might not be completed on time due to resource constraints. - By engaging the procurement team and planning to hire temporary resources, the project manager is actively taking steps to address the risk and increase the chances of completing the user-testing process on time. This aligns with the risk mitigation strategy.2. Accept (Option A): - Risk acceptance involves acknowledging the existence of a risk but not taking any specific action to address it. In this case, the project manager is not accepting the risk; instead, they are taking action to mitigate it by hiring additional resources.3. Transfer (Option B): - Risk transfer involves shifting the responsibility for a risk to a third party, typically through contracts or insurance. In this scenario, the project manager is not transferring the risk to a third party. Instead, they are addressing the risk by hiring temporary resources directly.4. Avoid (Option C): - Risk avoidance aims to eliminate risk by changing the project’s approach or scope. In this case, the project manager is not avoiding the risk but is taking action to address it by obtaining the necessary resources.In summary, the project manager is using the risk response strategy of “mitigation” by actively taking steps to reduce the impact of the identified risk related to resource constraints during the ‘user-testing’ process. This is the most appropriate response when facing a potential risk that could affect project success.Link to PMP Exam ECO: Domain 2, Task 3 - Assess and manage risksLink to Process Group Practice Guide - Pg. 304 - Strategies for ThreatDomainPeople
Question 48:
You are the facilitator for an iteration-based agile project and one of your team members came to you asking for help regarding one deliverable that was assigned to her in the last standup meeting. The help required from her side is primarily to provide training on the SAP-PS module to her team. Where should you discuss this issue with the rest of your team?
Backlog refinement meeting
Backlog preparation meeting
Daily standup meeting
Project status review meeting
Backlog refinement meetingBacklog preparation meetingCorrect answerDaily standup meetingProject status review meetingOverall explanationThe correct answer to the question is: C. Daily standup meeting.Now, let’s explain why option C is the correct answer and why options A, B, and D are incorrect, with references to agile practices:1. Daily Standup Meeting (Option C - Correct Answer): - In agile, the daily standup meeting, also known as the Daily Scrum, is a short daily meeting where the team discusses the work in progress, plans for the day, and any impediments. It provides an opportunity for team members to share updates, ask for help, and coordinate their work. - If a team member needs help with a specific task or deliverable, the daily standup meeting is the appropriate forum to discuss it with the team. This is where team members collaborate, share information, and address any issues or dependencies.2. Backlog Refinement Meeting (Option A): - Backlog refinement meetings are typically focused on reviewing and refining items in the product backlog, such as user stories or tasks. These meetings are more about preparing backlog items for upcoming sprints and do not address immediate, task-specific issues or assistance like the scenario described in the question.3. Backlog Preparation Meeting (Option B): - “Backlog preparation meeting” is planned for requirements collection from user stories. Then backlog refinement meetings are used for grooming the backlog, while the daily standup is for daily coordination and assistance.4. Project Status Review Meeting (Option D): - Project status review meetings are broader, periodic meetings that review the overall project status, progress, and issues. They are not typically focused on addressing immediate, task-level assistance or issues, as described in the question.In an agile environment, the daily standup meeting is the most appropriate and timely setting to discuss and address issues related to specific deliverables or tasks, seek help from team members, and ensure smooth collaboration within the team. It allows the team to stay informed, address roadblocks, and make necessary adjustments to meet their commitments and objectives.Link to Agile Practice Guide: Section 5.2.4 - Daily StandupsLink to new ECO: Domain 1, Task 2: Lead a TeamDomainPeople
Question 49:
Sam is the product owner for an Agile-led project that plans to roll out a new tourist information application for the City of London. He is reviewing the quality control chart with the project team and scrum master. The response times have been going down over the iterations but are still above the upper control limit. What does this mean?
The quality deliverables are above expectations
The project’s standards are meeting customer requirement
The project’s burndown rate is above normal
The quality is outside the expected standards of the project
The quality deliverables are above expectationsThe project’s standards are meeting customer requirementThe project’s burndown rate is above normalCorrect answerThe quality is outside the expected standards of the projectOverall explanationThe correct answer to the question is: D. The quality is outside the expected standards of the project.Now, let’s explain why option D is the correct answer and why options A, B, and C are incorrect, with references to project management concepts:1. Quality Control Chart and Upper Control Limit: - A quality control chart, also known as a control chart, is a tool used in quality management to monitor and control a process over time. - The upper control limit (UCL) represents the maximum acceptable value for a particular process parameter. When data points on the chart go beyond the UCL, it indicates that the process is not performing within the expected or acceptable standards.2. Option D - The Correct Answer: - When response times are consistently above the upper control limit on a quality control chart, it suggests that the quality of the deliverables is outside the expected standards of the project. This means that the project is not meeting its quality objectives, and corrective actions may be required to bring the quality back within acceptable limits.3. Option A - Quality Deliverables Above Expectations: - This option is incorrect because when response times are above the upper control limit, it doesn’t mean that the quality deliverables are above expectations. In fact, it implies a quality issue, as the deliverables are not meeting the expected standards.4. Option B - Project Standards Meeting Customer Requirements: - This option is incorrect because the situation described in the question indicates that the project’s quality standards are not being met. It does not address whether the project is meeting customer requirements; it focuses on the internal project quality standards.5. Option C - Burndown Rate Above Normal: - This option is incorrect because the concept of “burndown rate” is related to tracking work progress in agile projects, not to quality control chart data. The question is about response times and quality control, not the burndown rate.In summary, when response times are consistently above the upper control limit on a quality control chart, it signifies that the project’s quality is not meeting the expected standards, and corrective actions may be needed to bring the quality back within acceptable limits. This is a key aspect of quality control in project management.Link to new PMP Exam ECO: Domain 2, Task- 7: Plan and manage quality of products/deliverablesLink to Process Group Practice Guide - Pg. 261, Control ChartsDomainProcess
Question 50:
A project manager has recently completed a software deployment project for a multi-national client. Next, the project manager confirms with the release manager that the software integration has been completed with all the departments of the organization in scope viz. Manufacturing, Engineering, Purchases, and Material Planning & Development.
The quality assurance team of the client has also verified the completed deliverables after the completion of the last & final sprint. What is the next step for the project manager?
Verify & complete the release documentation
Start project closeout process
Do a cost & schedule review to determine whether the project will be able to deliver the targets
Update the organizational knowledge base with lessons learned
Verify & complete the release documentationStart project closeout processDo a cost & schedule review to determine whether the project will be able to deliver the targetsCorrect answerUpdate the organizational knowledge base with lessons learnedOverall explanationThe correct answer to the question is: D. Update the organizational knowledge base with lessons learned.Now, let’s explain why option D is the correct answer and why options A, B, and C are incorrect, with references to project management concepts:1. Lessons Learned and Organizational Knowledge Base: - Lessons learned are important insights and experiences gained during a project’s execution that can be used to improve future projects. If we consider this to be an agile project, lessons learned should be documented as well as part of the retrospective. - The organizational knowledge base is a repository of historical project information and lessons learned that can benefit the organization in managing future projects. - Updating the organizational knowledge base with lessons learned is the next logical step after project completion. This process involves documenting what went well, what didn’t go as expected, and any recommendations or insights gained during the project. These lessons can be valuable for future projects and help improve project management processes within the organization.3. Option A - Verify & Complete the Release Documentation: - While verifying and completing release documentation is an important task, it typically occurs during the project closeout process. However, it is not the immediate next step after completing the deliverables and having the quality assurance team verify them. Lessons learned documentation should precede the final release documentation.4. Option B - Start Project Closeout Process: - Initiating the project closeout process is a broader step that encompasses various activities, including documentation, final approvals, and closing out contracts. It is already mentioned in the question stem that the project has recently been completed. So, it’s redundant to start a ‘closeout’ process on an already completed project.5. Option C - Do a Cost & Schedule Review: - Conducting a cost and schedule review is important for understanding project performance. However, this review should ideally be part of the project monitoring and controlling processes and would typically occur at various stages during the project. It is not the immediate next step after verifying deliverables and quality assurance.In summary, the immediate next step for the project manager, after verifying deliverables and obtaining quality assurance verification, is to update the organizational knowledge base with lessons learned. This process helps capture valuable insights and recommendations for future projects, improving the organization’s project management practices.Link to new ECO: Domain 1, Task 8: Negotiate project agreementsLink to Process Group Practice Guide - Section 2.2 - Organizational Process AssetsDomainPeople
Question 51:
You are leading a project as the scrum master within your organization but most of your team members are new and inexperienced. Moreover, quite a few of them have been reassigned from other departments as a part of the company’s job rotation policy. Hence, they have little technical domain knowledge. You as the scrum master need to set up this team for success. What is the most effective strategy you can take here?
Refuse to accept the team as it is and escalate to your sponsor asking for experienced team members
Start working with team on a consensus-based approach so that every decision the team makes goes through a combined decision-making process
Consider building centre of competencies to help provide guidance and build domain knowledge
Declare that Agile will be used in the project and let the team figure out everything since all of them are empowered and self-directing
Refuse to accept the team as it is and escalate to your sponsor asking for experienced team membersStart working with team on a consensus-based approach so that every decision the team makes goes through a combined decision-making processCorrect answerConsider building centre of competencies to help provide guidance and build domain knowledgeDeclare that Agile will be used in the project and let the team figure out everything since all of them are empowered and self-directingOverall explanationThe correct answer to the question is:C. Consider building a center of competencies to help provide guidance and build domain knowledge.Now, let’s explain why option C is the correct answer and why options A, B, and D are incorrect, with references to project management concepts:1. Building Center of Competencies (CoC): - Building a Center of Competencies involves establishing a group or team within the organization that focuses on developing expertise and knowledge in specific areas. - This approach is effective when dealing with a team that lacks technical domain knowledge. The CoC can provide guidance, training, and support to team members, helping them build the necessary skills and knowledge.2. Option C - The Correct Answer: - Considering the establishment of a Center of Competencies aligns with a proactive approach to address the team’s lack of technical domain knowledge. It recognizes the need for expertise and support to set up the team for success.3. Option A - Refuse to Accept the Team and Escalate: - Refusing to accept the team and escalating to the sponsor for experienced members is not a constructive or collaborative approach. It does not contribute to solving the problem but rather focuses on rejecting the current team.4. Option B - Consensus-Based Approach: - While a consensus-based approach is valuable for decision-making in Agile teams, it doesn’t directly address the issue of the team’s lack of technical domain knowledge. Building competencies and knowledge is essential for long-term success.5. Option D - Declare Agile and Let the Team Figure Out: - Empowering and self-directing teams is a fundamental Agile principle. However, expecting a team with little technical domain knowledge to figure out everything on their own may lead to inefficiencies and challenges. Providing guidance and support is crucial.In summary, the most effective strategy for the Scrum Master in this scenario is to consider building a Center of Competencies to support the team in acquiring the necessary domain knowledge. This approach aligns with fostering a learning environment and ensuring the team is well-equipped for the challenges ahead.Link to new PMP Exam ECO: Domain-1, Task-2: Lead a TeamLink to Agile Practice Guide: Section 4.3.1 - Agile TeamsDomainPeople
Question 52:
For a landscaping project, Rob is using an estimating technique to find out the cost of paving a pathway. He is checking previous data from his company repository (Organization Process Assets) to find out any reference cost for similar nature of work done in the past. What type of estimation technique Rob is using here?
Parametric estimating
3-point estimating
One-point estimating
Analogous estimating
Parametric estimating3-point estimatingOne-point estimatingCorrect answerAnalogous estimatingOverall explanationThe correct answer to the question is:D. Analogous estimatingNow, let’s explain why option D is the correct answer and why options A, B, and C are incorrect, with references to project management concepts:1. Analogous Estimating (Option D): - Analogous estimating is a top-down estimating technique that uses historical data from similar projects as a basis for estimating the cost of the current project. - In this scenario, Rob is checking previous data from his company repository to find reference costs for similar landscaping projects. This aligns with the principles of analogous estimating, where historical information is used to predict future costs.2. Option A - Parametric Estimating: - Parametric estimating is a mathematical modeling technique that multiplies a known value (parameter) by the quantity of work. It is more detailed and involves specific parameters or metrics, which is not the case in Rob’s scenario.3. Option B - 3-Point Estimating: - 3-Point Estimating involves considering optimistic, pessimistic, and most likely estimates to calculate a weighted average. This technique is commonly associated with PERT (Program Evaluation and Review Technique) and focuses on task duration, not cost.4. Option C - One-Point Estimating: - One-Point Estimating involves using a single estimate for a particular activity or work package. It is not suitable for Rob’s scenario where he is leveraging historical data to estimate the cost of the pathway paving.In summary, Rob is using Analogous Estimating by referring to historical data from similar projects to estimate the cost of paving the pathway. This aligns with the practice of leveraging past project information to inform cost estimates for the current project.Link to new ECO: Domain 2, Task 12- Manage project artifactsLink to Process group Practice Guide: Analogous Estimating - Pg. 246-247DomainProcess
Question 53:
A project manager has been assigned for leading an agile-driven project in an organization that has been following the traditional waterfall model for over 30 years. The executives of the company are reluctant to embrace the new methodology and the project manager is struggling to have executive buy-in for the project to run smoothly. What actions they can take to overcome this issue (select THREE OPTIONS that apply)
Inform the functional managers to include obtaining Agile process mastery within the executive workplan
Find common ground & areas of improvement based on the project needs and then use experiments and retrospectives to progress
Consider education and training on Agile mindset for the executives
Consider explaining Agile in terms of lean thinking, small batch sizes, frequent reviews
Consider adopting Hybrid approach since that will ensure a smooth transition
Inform the functional managers to include obtaining Agile process mastery within the executive workplan Correct selectionFind common ground & areas of improvement based on the project needs and then use experiments and retrospectives to progressCorrect selectionConsider education and training on Agile mindset for the executivesCorrect selectionConsider explaining Agile in terms of lean thinking, small batch sizes, frequent reviewsConsider adopting Hybrid approach since that will ensure a smooth transitionOverall explanationThe correct answers to the question are:B. Find common ground & areas of improvement based on the project needs and then use experiments and retrospectives to progress.C. Consider education and training on Agile mindset for the executives.D. Consider explaining Agile in terms of lean thinking, small batch sizes, frequent reviews.Now, let’s explain why options B, C, and D are correct, and why options A and E are incorrect, with references to project management concepts:1. Option B - Find common ground & areas of improvement (Correct): - Agile encourages collaboration and finding common ground is crucial, especially when transitioning from traditional to agile methodologies. This approach aligns with the Agile Manifesto’s emphasis on individuals and interactions over processes and tools.2. Option C - Consider education and training on Agile mindset (Correct): - Education and training are essential when introducing a new methodology. Agile mindset emphasizes collaboration, adaptability, and customer satisfaction. Training executives on Agile principles and values will help in gaining their buy-in.3. Option D - Consider explaining Agile in terms of lean thinking (Correct): - Agile methodologies often align with lean thinking principles, emphasizing efficiency, minimizing waste, and delivering value. By relating Agile to lean thinking, the project manager can bridge the understanding gap and gain support.4. Option A - Inform the functional managers to include obtaining Agile process mastery (Incorrect): - While obtaining Agile process mastery is important, simply informing functional managers might not address the executive buy-in issue directly. It’s more about engaging with executives directly and involving them in understanding the benefits.5. Option E - Consider adopting Hybrid approach (Incorrect): - While a hybrid approach can be beneficial in some situations, it might not directly address the need for executive buy-in for this particular project. Hybrid approaches are more about combining elements of different methodologies to suit specific project needs. This project may not need a hybrid approach.In summary, options B, C, and D are correct because they focus on collaboration, education, and aligning Agile principles with the organization’s goals, which are crucial for gaining executive support during a transition to Agile.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesLink to Agile Practice Guide; Section 4.3.1 - Agile TeamsDomainProcess
Question 54:
You are about to close an iteration cycle for an agile-managed project to develop a food ordering app. Suddenly, one of your developers mention that a feature that would have enabled users to view the cooking time of the ordered food in HH:MM format was missed from this iteration. On investigation, it was found that the design team did not provide the necessary input to the development team to enable the feature. What should you do as a project manager to prevent this type of situation in the future?
Make sure that the issue is discussed in the next iteration meeting
Discuss the issue during retrospective
Review the issue in the next daily standup meeting
Address the issue in prototyping
Make sure that the issue is discussed in the next iteration meetingCorrect answerDiscuss the issue during retrospectiveReview the issue in the next daily standup meetingAddress the issue in prototypingOverall explanationThe correct answer is: B. Discuss the issue during retrospectiveNow, let’s explain why option B is the correct answer, and why options A, C, and D are incorrect, with references to project management concepts:1. Option B - Discuss the issue during retrospective (Correct): - The retrospective is a key event in Agile methodologies where the team reflects on the past iteration, identifies what went well, what could be improved, and discusses how to implement those improvements. Bringing up the missed feature during the retrospective allows the team to address the issue collaboratively, discuss the root cause, and find ways to prevent similar problems in the future. The question is asking for a step that would prevent this type of issue in the future, so focus on the option which suggests systemic fixes rather than addressing this issue now. The question is not asking you to identify the option to fix the issue now. 2. Option A - Make sure that the issue is discussed in the next iteration meeting (Incorrect): - While discussing the issue in the next iteration meeting might address the immediate concern, the retrospective is a more appropriate forum for a detailed discussion about process improvement for future projects. The retrospective provides a structured approach to reflect on the entire iteration and develop systemic fixes.3. Option C - Review the issue in the next daily standup meeting (Incorrect): - The daily standup meetings are brief, focused on current work, and are not the best forum for a detailed discussion of issues like this. They are more about daily coordination and identifying any immediate obstacles.4. Option D - Address the issue in prototyping (Incorrect): - Prototyping is a technique used in the development phase to visualize and validate design concepts. However, addressing process-related issues, such as communication gaps, is more appropriately done during retrospective meetings, which are dedicated to process improvement.In summary, option B is the correct choice as it aligns with Agile principles, emphasizing continuous improvement through retrospective discussions, which allows the team to address issues and enhance their processes for future iterations.Link to new ECO: Domain 1, Task 8: Negotiate project agreementsLink to Agile Practice Guide: Section 5.2.1 - RetrospectivesDomainPeople
Question 55:
A project manager receives a change request from a stakeholder. He documents the change via a formal request and starts assessing the impact of the change with his core team. He finds out that the change is fairly easy to implement and will not have any effect on the project cost or schedule. What is the next step for the project manager?
Implement the change
Reroute the change to change control board
Update change log
Evaluate the impact of the change on other project constraints such as resource, quality, risk etc.
Implement the changeReroute the change to change control boardUpdate change logCorrect answerEvaluate the impact of the change on other project constraints such as resource, quality, risk etc.Overall explanationThe correct answer is: D. Evaluate the impact of the change on other project constraints such as resource, quality, risk, etc.Now, let’s explain why option D is the correct answer and why options A, B, and C are incorrect, with references to project management concepts:1. Option D - Evaluate the impact of the change on other project constraints (Correct): - This option aligns with the change control process, which involves assessing the impact of the change on various project constraints, including resources, quality, risk, etc. It is essential to understand how the change will affect different aspects of the project before deciding whether to implement it.2. Option A - Implement the change (Incorrect): - Implementing the change without a thorough evaluation of its impact on other project constraints can lead to unintended consequences. Change management processes typically involve an assessment before implementation to ensure a holistic understanding of the implications.3. Options B - Reroute the change to change control board (CCB) (Incorrect): - These options suggest immediately rerouting the change to the change control board (CCB). While involving the CCB is a part of the change control process, the project manager and the core team should first assess the change’s impact on various constraints to provide well-informed information to the change control board.4. Option C -Update change log (Incorrect): - There is no extra information available at this stage to update the change log. The impact analysis needs to be completed first to decide upon the next course of action before the change log is updated.In the context of the PMBOK Framework and general project management principles, the change control process involves evaluating the impact of changes on project constraints before making decisions. This ensures that changes are implemented in a controlled manner without compromising project objectives.1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to new ECO: Domain 2, Task 10 - Manage project changesLink to Process Group Practice Guide; - Section 7.2 - Perform Integrated Change ControlDomainProcess
Question 56:
A project is in its execution and the Research & Development Team communicates to the project manager that the requirements and features for the product have changed following a market survey report published by the Consumer Behaviour Research Team. These changes were not anticipated and may affect the sales, and the overall project scope significantly. What action should the project manager take?
Perform a triple constraint analysis and trigger Perform Integrated Change Control
Arrange a meeting to revisit the project charter
Review the risk management plan to identify risk responses
Plan to use the contingency reserve and update the risk mitigation plan
Correct answerPerform a triple constraint analysis and trigger Perform Integrated Change ControlArrange a meeting to revisit the project charterReview the risk management plan to identify risk responsesPlan to use the contingency reserve and update the risk mitigation planOverall explanationThe correct answer is: A. Perform a triple constraint analysis and trigger Perform Integrated Change ControlNow, let’s explain why option A is the correct answer and why options B, C, and D are incorrect, with references to project management concepts:1. Option A - Perform a triple constraint analysis and trigger Perform Integrated Change Control (Correct): - This option aligns with the principles of change management and integrated change control. Performing a triple constraint analysis (examining the impact on scope, time, and cost) is essential when facing unexpected changes. It is followed by initiating the Perform Integrated Change Control process, where the project manager, along with the change control board, evaluates the impact of the change on the project’s overall objectives and constraints.2. Options B - Arrange a meeting to revisit the project charter (Incorrect): - Revisiting the project charter may be premature at this stage. Before considering changes to the project charter, a thorough analysis of the impact on the project’s constraints and objectives should be conducted, as suggested in option A.3. Option C - Review the risk management plan to identify risk responses (Incorrect): - While it is important to review the risk management plan, the situation described involves a change in requirements rather than a risk response. Integrated change control is the appropriate process to address changes in project requirements. Reviewing the risk management plan is an extraneous option that first of all does not cater to ‘reviewing’ the correct plan (you should review the Change Management Plan for your project if at all you need to refer to a ‘plan’ at this point). Also, identifying risk responses is a PLANNING process group activity and as per the question stem, the project is in EXECUTION. This option is the most commonly selected incorrect option.4. Option D - Plan to use the contingency reserve and update the risk mitigation plan (Incorrect): - Planning to use the contingency reserve is a potential response, but this should come after a comprehensive analysis of the change’s impact on the project’s constraints, which is covered by the Perform Integrated Change Control process.In the context of the PMBOK Framework, the Perform Integrated Change Control process is the formal process for reviewing, approving, and managing changes to the project, including changes to project scope, schedule, and cost. It ensures that changes are assessed comprehensively and aligned with the project’s objectives.Link to new ECO: Domain 2, Task 10: Manage Project ChangesLink to Process Group Practice Guide - Section 7.2 - Perform Integrated Change ControlDomainProcess
Question 57:
An agile team has been working efficiently on a new product launch. The first version of the product needs to be released within four months to avoid additional feature integrations due to a new upcoming legislation. The product owner puts forward an additional feature update request accordingly to complete the project before new laws become applicable. However, the project is stretched on time but flexed on budget.
What should the project manager do to tackle this?
Hire additional resources externally to complete the feature update
Negotiate with the customer to evaluate the need for the update
Evaluate a best value option with the project sponsor
Take the new legislation requirements into account in line with project compliance
Correct answerHire additional resources externally to complete the feature updateNegotiate with the customer to evaluate the need for the updateEvaluate a best value option with the project sponsorTake the new legislation requirements into account in line with project complianceOverall explanationThe correct answer is Option A. Let’s evaluate why:A. Hire additional resources externally to complete the feature update (correct): - Correct: In this situation, where the project is stretched on time but has budget flexibility, hiring additional resources externally can help expedite the completion of the feature update. This aligns with the PMBOK concept of resource optimization, which involves acquiring additional resources to meet project objectives when needed. It acknowledges the importance of time constraints and the need for swift action to meet project deadlines.B. Negotiate with the customer to evaluate the need for the update (incorrect): - Incorrect: While negotiating with the customer is essential, agile principles emphasize responding to change over following a plan. The question indicates that the feature update is necessary due to new legislation, suggesting a legal requirement that may not be negotiable. Agile teams aim to collaborate with customers, but in this scenario, the focus should be on finding a solution to accommodate the necessary features within the given time frame.C. Evaluate a best value option with the project sponsor (incorrect): - Incorrect: While seeking the best value is generally a good practice, the urgent nature of the situation, as indicated by the impending legislation, may not allow for extensive evaluation. Agile encourages prioritizing customer collaboration and responding to change, and in this case, the need for the feature update is driven by external factors that need immediate attention. Also, escalation to the sponsor is not something that is preferable.D. Take the new legislation requirements into account in line with project compliance (incorrect): - Incorrect: While project compliance is crucial, simply taking the new legislation into account might not be necessary. The question implies a need for action to complete the feature update before the legislation becomes applicable. This option lacks a proactive approach to address the time constraint and may not align with agile principles of delivering value quickly. It’s prudent to use available resources (available funds in this case) in a project to expedite delivery where needed. You don’t know what other complexities the new legislation would bring with it. Also, adhering to some new set of legislation is ‘scope creep’ and hence must be seen as a separate scope item which is not applicable to the project at this stage.In summary, option A is the most appropriate in this scenario as it directly addresses the time constraint by leveraging the flexibility in the budget to hire additional external resources.Link to new ECO: Domain 1, Task 11: Engage and support virtual teamsLink to Process Group Practice Guide - Section 7.4 - Control ScopeDomainPeople
Question 58:
Zen Pharma Inc. is planning to acquire Rochester Pharmaceuticals. The acquisition is taking place in a highly regulated industry. The project sponsor and the board chairman have asked for a packaging change that prima face seems to violate the legal requirements. What should be the first step the project manager should take here?
Immediately schedule a meeting with the key stakeholders to review the situation
Document the change request and send it to PMO for approval
Review the organization OPAs and the lessons learned to define the next steps
Setup a meeting with the legal practitioner
Immediately schedule a meeting with the key stakeholders to review the situationDocument the change request and send it to PMO for approvalReview the organization OPAs and the lessons learned to define the next stepsCorrect answerSetup a meeting with the legal practitionerOverall explanationOption 4 (correct): Set up a meeting with the legal practitioner. This is the most logical and effective step in this situation. The legal practitioner should be able to provide an on-judgemental view of the requirement and help define the next steps. Hierarchies in an organization should not be a deterrent toward challenging what is not the right thing to do.Option 1 (incorrect): Immediately scheduling a meeting with the key stakeholders to review the situation will not help since the stakeholders may not understand the full legal implications of the situation or may not be in a position to provide right guidance.Option 2 (incorrect): Documenting the change request and sending it to PMO for approval is the worst thing to do since you might be shooting yourself on the foot later due to a breach of the legality of which you may not even be aware. Option 3 (incorrect): Reviewing the organization’s OPAs (organizational process assets) and the lessons learned to define the next steps is also not an effective strategy here since it may take a lot of time for you as the project manager to dig out the relevant details. Also, there is a high possibility that you yourself may not be able to comprehend the right step to meet compliance. This issue is best dealt with by a subject matter expert which should be a legal practitioner. Link to new ECO: Domain 3, Task 1: Plan and manage project complianceLink to PMBOK 7th Edition: Section 3.1 - StewardshipDomainBusiness Environment
Question 59:
An executive from the Product Design department occasionally visits your agile team’s work area to give new inputs on design. He is a critical stakeholder of the project but during sprint review, you as the Scrum Master find out that your team drops everything and starts working on new inputs as soon as it comes from this stakeholder. How should you address this situation?
Give the executive access to add new backlog items to the list
Request the executive to issue a change request for every change
Meet with the executive and the product owner to agree on a workflow
Escalate this to the executive’s manager to make sure he does not visit your department
Give the executive access to add new backlog items to the listRequest the executive to issue a change request for every changeCorrect answerMeet with the executive and the product owner to agree on a workflowEscalate this to the executive’s manager to make sure he does not visit your departmentOverall explanationC. Meet with the executive and the product owner to agree on a workflow: - Correct: This option addresses the need for collaboration and agreement on workflow between the executive, the product owner, and the agile team. It aligns with agile principles, emphasizing collaboration over contract negotiation and responding to change. By establishing a clear workflow, the team can manage design inputs more effectively without disrupting their sprint commitments.A. Give the executive access to add new backlog items to the list: - Incorrect: Granting direct access to add new backlog items may disrupt the team’s sprint commitments and violate agile principles. Agile recommends a collaborative approach, and backlog items should be refined and prioritized through discussions between the product owner and the development team.B. Request the executive to issue a change request for every change: - Incorrect: While change requests are a formal mechanism for introducing changes, they might be too bureaucratic and slow for an agile environment. Agile promotes responding to change over following a plan, and a rigid change request process may hinder the team’s ability to adapt quickly to new inputs.D. Escalate this to the executive’s manager to make sure he does not visit your department: - Incorrect: Escalating the issue to the executive’s manager is not a collaborative approach and may create unnecessary conflicts. It goes against the agile principle of individuals and interactions over processes and tools. Agile encourages open communication and problem-solving within the team rather than escalating issues to higher management without attempting resolution at the team level.Link to new ECO: Domain 2, Task 10: Manage Project ChangesLink to Agile Practice Guide - Section 4.3.7 - Overcoming organizational SilosDomainProcess
Question 60:
Eight months into an agile project closely linked to the expansion strategy of a company, the Board of Directors is closely monitoring its progress. The Chief-Information-Officer however, expresses frustration that the last weekly burn-up chart records show the projected completion date significantly moving back & forth several times.
How can the project manager estimate the completion date with more accuracy & certainty?
This is the final question for Set-2.
Please remember to review your responses at the end of the test by using the REVIEW QUESTIONS option at the end of the test on the RESULTS SCREEN.
On the results screen, you can review your performance by KNOWLEDGE AREA as well.
Remember, the key to a good preparation is analysing your practice test responses and correcting your gaps accordingly. This is a key part of your learning process which will enable you to reflect upon your competency and refine your understanding of specific areas within the syllabus.
I am certain that if you follow these steps, you will be able to ace the PMP Exam with confidence!
A kind review and positive rating for this course would be very much appreciated :)
Now, all the best with with your question ‘review & analysis’ exercise!
Reduce the frequency of burn-up chart reports sent to the board of directors
Organize a training session for the board of directors about the flexible nature of agile planning
Plan for variable-sized iterations according to story load and complexity
Ensure upcoming backlog items are elaborated on in more detail with the team
Reduce the frequency of burn-up chart reports sent to the board of directorsOrganize a training session for the board of directors about the flexible nature of agile planningPlan for variable-sized iterations according to story load and complexityCorrect answerEnsure upcoming backlog items are elaborated on in more detail with the teamOverall explanationOption 4 (Correct): Ensure upcoming backlog items are elaborated on in more detail with the team. Erratic progress curve variations are typical of inconsistent or uninformed story point estimates. If the required level of granularity is not found in the backlog tasks, there will always be ‘guesstimations’ and ’80:20 estimations’ happening. This will cumulate over backlogs exponentially & will cause the final date of the project to swing within a huge range. This is similar to a ‘bull-whip’ effect in Supply Chain Management (Check Bull Whip Effect video lecture below).Option 1 (Incorrect): Reducing the frequency of burn-up chart reports sent to the board of directors is even worse because you are suppressing information here & the Board of Directors is in for even bigger surprises later. This is not a pragmatic approach as a project manager and hence to be avoided.Option 2 (Incorrect): Organizing a training session for the board of directors about the flexible nature of agile planning is too naïve. What are you trying to justify with this session? The ‘Flexible’ nature of agile projects does not mean that the delivery date of the project can swing at the project manager’s will. Agile projects still honour deadlines by balancing cope management with schedule management. None should come at a sacrifice of others.Option 3 (Incorrect): Planning for variable-sized iterations according to story load and complexity will not help because it does not affect the root cause. How will you assess story complexity or load without elaborating on the backlog items? A story may seem less ‘complex’ on the face, and later when you actually work with it, you may find that it has a lot of complexities. Then your whole classification goes wrong. Hence, this one is a VERY CLOSE answer choice, but wrong. Link to new ECO: Domain 1, Task 10: Build a shared understandingLink to Agile Practice Guide: Brun up Charts - Figure 5.2 Pg. 63Additional video lecture for Bull Whip Effect in Project Management: https://youtu.be/S_4G6SqUPdADomainPeople
Question 1:
In a hybrid project, several impediments got highlighted recently on the information radiator. Many team members have reported challenges with integrating a new set of legislative requirements within the project. Risks could be major revisions and rework on the product features and associated impacts on cost and schedule.
Which parameter is likely to rank the highest in risk assessment?
Dormancy
Controllability
Detectability
Connectivity
DormancyControllability Detectability Correct answerConnectivity Overall explanationThe question is related to risk assessment in a hybrid project where team members are facing challenges with integrating new legislative requirements, and there are potential risks associated with major revisions, rework on product features, and impacts on cost and schedule.The correct answer is Option D: Connectivity.Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and Agile Practice Guide.A. Dormancy: Dormancy refers to a state of inactivity or inaction. In the context of the given scenario, the challenges and risks being faced by the team are active issues that need attention. Dormancy is not relevant to the situation described, so option A is incorrect.B. Controllability: Controllability refers to the degree to which a risk can be controlled or managed. In the context of the question, the challenges with integrating legislative requirements may or may not be directly controllable by the project team since the factor is external. However, the question is more focused on identifying the parameter that is likely to rank the highest in risk assessment. Controllability may be important, but it does not directly address the key issue of integrating legislative requirements and the associated risks. Therefore, option B is not the most appropriate parameter for risk assessment in this scenario.C. Detectability: Detectability relates to the ease of identifying or detecting a risk. While it is important to detect risks early, the question is asking about the parameter likely to rank the highest in risk assessment. The challenges with integrating legislative requirements are already highlighted, so detectability may not be the most critical parameter at this stage. Option C is less relevant in the given context.D. Connectivity: Connectivity is the degree to which project elements are connected or linked. In the context of a hybrid project facing challenges with legislative requirements and potential impacts on product features, cost, and schedule, the connectivity of these elements becomes crucial. The integration challenges and potential risks involve the interconnectedness of legislative requirements, product features, cost, and schedule. Therefore, option D (Connectivity) is the correct answer because it directly addresses the issue at hand, emphasizing the importance of understanding and managing the connections and dependencies between different aspects of the project.In conclusion, the correct answer is D (Connectivity) because it aligns with the project management principles of addressing interconnectedness and dependencies, which are crucial in a hybrid project facing challenges with legislative requirements.Link to PMP Exam ECO: Domain 2, Task 3: Assess and manage risksLink to Process Group Practice Guide: Assessment of risk parameters - Pg. 247DomainProcess
Question 2:
A project life cycle is a series of phases that a project passes through from it’s start to completion. The life cycle of a project should be tailored as per the need of the business scenario. Match the following project life cycles (A, B, C, D) with the appropriate business scenarios (1, 2, 3, 4):
A-4, B-3, C-2, D-1
A-4, B-1, C-3, D-2
A-1, B-2, C-3, D-4
A-4, B-2, C-1, D-3
A-4, B-3, C-2, D-1A-4, B-1, C-3, D-2A-1, B-2, C-3, D-4Correct answerA-4, B-2, C-1, D-3Overall explanationOption 4: A-4, B-2, C-1, D-3 It is important that you understand the details of these 4 different life-cycles and are able to identify the best tailoring approach for each one of them based on the business scenario.Question based on PMBOK 7th Edition, Section 3: Tailoring. Link to new PMP Exam ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices DomainProcess
Question 3:
You have been recently inducted as a project manager for an ongoing project. The previous project manager has already left the role and you did not get a chance to do a proper handover. You have a cost & schedule review of the project with your sponsor upcoming tomorrow. You need to get hold of the correct project artifacts to dig out this data before the meeting. The best way to check the cost and schedule performance of a project is by checking:
CPI & TCPI
CPI & SPI
SPI & BAC
SPI & ETC
CPI & TCPICorrect answerCPI & SPISPI & BACSPI & ETCOverall explanationEarned Value Management (EVM) is a powerful project management technique used to assess project performance in terms of cost and schedule. Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and Agile Practice Guide.The correct answer is Option B. A. CPI & TCPI:- CPI (Cost Performance Index) is a measure of cost efficiency on a project. It is calculated as the ratio of Earned Value (EV) to Actual Cost (AC). CPI = EV / AC.- TCPI (To-Complete Performance Index) is an estimate of the cost performance required to achieve the project’s objectives. It is calculated as the ratio of the remaining work to be done (BAC - EV) to the remaining funds available (BAC - AC). TCPI = (BAC - EV) / (BAC - AC).While both CPI and TCPI are valuable metrics for assessing cost performance, the question specifically asks for a metric related to both cost and schedule performance. TCPI is more focused on future cost performance and is not directly related to schedule performance. Therefore, option A is incorrect.B. CPI & SPI:- SPI (Schedule Performance Index) is a measure of schedule efficiency on a project. It is calculated as the ratio of Earned Value (EV) to Planned Value (PV). SPI = EV / PV.In the context of the question, both CPI and SPI are relevant metrics for assessing both cost and schedule performance. CPI assesses cost efficiency, and SPI assesses schedule efficiency. Therefore, option B is correct as it provides a comprehensive view of both cost and schedule performance.C. SPI & BAC:- BAC (Budget at Completion) is the total budget allocated to the project. It is not a metric that directly assesses cost or schedule performance but rather represents the total planned cost for the project.While SPI is a relevant metric for assessing schedule performance, combining it with BAC does not provide a direct measure of cost performance. Option C is not the best choice for evaluating both cost and schedule performance.D. SPI & ETC:- ETC (Estimate to Complete) is an estimate of the cost required to complete the remaining work on the project. It is not a metric that directly assesses cost or schedule performance.Similar to option C, option D does not provide a direct measure of cost performance. SPI is relevant for assessing schedule performance, but combining it with ETC does not give a comprehensive view of both cost and schedule performance.In summary, option B (CPI & SPI) is the correct answer as it includes both cost and schedule performance metrics, aligning with the question’s requirement to check the cost and schedule performance of the project.Please check out my tutorial video on Earned Value Management from my YouTube channel to understand the terms PV, EV, AC, CV, SV, CPI, SPI etc. in further detail: https://youtu.be/FgirfE5TAm8Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to Process Group Practice Guide: Table 10.1 - EVM Calculations TableDomainProcess
Question 4:
Geographically distributed teams in an Agile workspace need virtual workspaces. In this special type of communication channel, long-lived video conferencing links are established between team members of various geographies. People start the link at the beginning of the workday and close it at the end. In this way, people can come in & out of the conference across different time zones and engage spontaneously. Which type of Agile communication channel is being referred to here?
Fishbowl window
Remote pairing
Tele calling
Verbal communication
Correct answerFishbowl windowRemote pairingTele callingVerbal communicationOverall explanationThe question is related to Agile communication channels for geographically distributed teams, specifically discussing long-lived video conferencing links established between team members of various geographies. Let’s analyze each option and explain why they are correct or incorrect based on Agile concepts and the Project Management Body of Knowledge (PMBOK).A. Fishbowl window (CORRECT):- Fishbowl is a communication technique where a few team members actively participate in a discussion, surrounded by the rest of the team members as observers. This allows for spontaneous engagement and knowledge sharing. In the context of the question, the term “Fishbowl window” links to establish this structure via long lived video conference links. Option A is correct.B. Remote pairing:- Remote pairing involves two team members working together on a task or problem, even though they are physically located in different places. While remote pairing is a valuable Agile practice, it typically involves collaborative coding or problem-solving activities, not the establishment of long-lived video conferencing links throughout the workday. Option B is not the correct choice based on the scenario described.C. Tele calling:- Tele calling generally refers to telephone communication. While telecommunication is an essential part of geographically distributed Agile teams, the scenario described in the question involves more than just voice communication. The question specifically mentions the use of long-lived video conferencing links for spontaneous engagement across different time zones. Option C does not accurately represent the described communication channel and is incorrect.D. Verbal communication:- Verbal communication is a broader term that includes any form of communication using spoken words. While it is a fundamental aspect of Agile communication, the scenario in the question emphasizes the use of long-lived video conferencing links, suggesting a more interactive and visual form of communication. Option D is not specific enough to represent the described communication channel.In summary, option A (Fishbowl window) is the correct answer based on the context of establishing long-lived video conferencing links for geographically distributed Agile teams. The fishbowl window concept aligns with the idea of team members engaging spontaneously across different time zones, fostering collaboration and communication.Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersLink to Agile Practice Guide - Section 4.3.6 - Team Workspaces - Fishbowl WindowDomainPeople
Question 5:
You are the Scrum Master for an agile-driven project, and you are attending the daily stand-up. There have been reports from your quality department that there is a sharp increase in customer complaints post launch of the first version of the website that has being developed.
After an initial investigation, it has been found that the end-users are using the ‘contact us’ page to post queries rather than using the chatbot option, and hence they are not receiving any responses to their queries. The designers & developers did not anticipate this.
What could have been done to avoid this situation?
Perform Behaviour Driven Development
Perform Smoke Testing
Perform Feature Driven Development
Perform Focused Group Discussions
Correct answerPerform Behaviour Driven DevelopmentPerform Smoke TestingPerform Feature Driven DevelopmentPerform Focused Group DiscussionsOverall explanationThe question is about addressing a situation where there is a sharp increase in customer complaints post-launch of a website because end-users are using the ‘contact us’ page instead of the chatbot option, leading to unanswered queries. Let’s analyze each option and explain why they are correct or incorrect based on Agile concepts and the Project Management Body of Knowledge (PMBOK).A. Perform Behaviour Driven Development (BDD): - CORRECT- Behaviour Driven Development (BDD) is an Agile software development technique that encourages collaboration among developers, QA, and non-technical business participants in a software project. BDD involves creating scenarios to describe how a system should behave from the end-users’ perspective. In the context of the question, the issue is related to users not using the intended feature (chatbot), leading to customer complaints. BDD could have helped by clearly defining and understanding the expected behavior of the ‘contact us’ page and the chatbot. BDD involves creating scenarios that express the desired behavior, helping to identify potential gaps in user understanding and system design. Option A is correct.B. Perform Smoke Testing:- Smoke Testing is a type of testing that verifies whether the most critical functions of a program work correctly. It is usually done at the beginning of the testing process. However, the issue described in the question is not about the core functionality of the website being broken; instead, it’s about a misunderstanding of user behavior regarding a specific feature. Smoke testing may not have caught this issue, so option B is incorrect.C. Perform Feature Driven Development (FDD):- Feature Driven Development (FDD) is an iterative and incremental software development methodology primarily for larger-scale software projects. It emphasizes building features that directly add value to the business. While FDD focuses on building features incrementally, the issue described in the question is more about understanding user behavior and ensuring that features meet user expectations. FDD may not specifically address the need for clear user behavior understanding, so option C is less relevant.D. Perform Focused Group Discussions:- Focused Group Discussions can be a valuable communication and collaboration technique, but in the context of the question, the issue is related to a specific aspect of user behavior. While discussions may be useful, they might not be sufficient to uncover and address the misunderstanding about user preferences. Option D is not the most directly relevant choice for avoiding the described situation.In summary, option A (Perform Behaviour Driven Development) is the correct answer because BDD aligns with the need to clearly define and understand user behavior, potentially avoiding the situation where users are not using the intended feature.Question based on Agile Practice Guide 5.2.7: Execution practices that help teams deliver value. Link to new PMP Exam ECO: Domain 3, Task 2: Evaluate and deliver project benefits and value DomainBusiness Environment
Question 6:
Because of scope changes in an application development project during execution, you as a project manager identify that the third-party service provider must make changes to a security patch already in use. What should you do first as a project manager?
Prepare a change request to update the contract terms of the service provider
Update the risk register and the issue log of the project
Start negotiations with the service provider directly to arrive at an agreement
Check the procurement management plan and contract terms for change requests
Prepare a change request to update the contract terms of the service providerUpdate the risk register and the issue log of the projectStart negotiations with the service provider directly to arrive at an agreementCorrect answerCheck the procurement management plan and contract terms for change requestsOverall explanationThe question is about dealing with scope changes in an application development project that require modifications to a security patch by a third-party service provider. Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and associated concepts.A. Prepare a change request to update the contract terms of the service provider:- Change requests are a formal process for proposing changes to project baselines. In this context, if scope changes require modifications to a security patch by a third-party service provider, the first step should be to check the procurement management plan and contract terms to understand the procedures and requirements for requesting changes. Preparing a change request is a formal and structured way to initiate the process of modifying contract terms. Option A is the correct answer.B. Update the risk register and the issue log of the project:- While updating the risk register and issue log is a good practice, it is not the first step when dealing with changes to contract terms with a third-party service provider. The primary focus should be on the procurement management plan and contract terms. Option B is not the immediate, first step required in this scenario.C. Start negotiations with the service provider directly to arrive at an agreement:- While negotiations may be necessary, initiating negotiations without following the formal change request process and understanding the contract terms could lead to misunderstandings or disputes. It is essential to follow the proper procedures outlined in the procurement management plan. Option C is not the first step and may not align with proper project management practices.D. Check the procurement management plan and contract terms for change requests (CORRECT):- The procurement management plan and contract terms provide guidance on how changes to the contract, including scope changes, should be handled. Checking these documents first is crucial to understand the procedures and requirements for initiating changes with a third-party service provider. Option D is the correct answer as it emphasizes following the established project management procedures and contractual terms.In summary, when facing scope changes in an application development project involving a third-party service provider, the first step is to check the procurement management plan and contract terms for change requests, making option D the correct choice.Link to Process Group Practice Guide: Section 7.2 - Perform Integrated Change ControlLink to new ECO: Domain 2, Task 10: Manage project changesDomainProcess
Question 7:
An agile project is delayed by five months and senior board members are monitoring the progress every week. The sponsor has requested a root cause analysis for the delay. Upon investigation, the project manager finds that in the last few weekly burndown charts, the completion dates have been moved backward & forward several times. What could have been done differently to estimate the sprint completion dates with far more accuracy & stability?
Elaborate the backlog items and ‘definition-of-done’ with the sprint teams more clearly
Decrease frequency of customer feedback sessions from bi-weekly to monthly
Plan for variable-sized iterations based on story complexity & load
Develop capability of team on the flexible nature of Agile Release Planning
Correct answerElaborate the backlog items and ‘definition-of-done’ with the sprint teams more clearlyDecrease frequency of customer feedback sessions from bi-weekly to monthlyPlan for variable-sized iterations based on story complexity & loadDevelop capability of team on the flexible nature of Agile Release PlanningOverall explanationThe question is about addressing a situation where an Agile project is delayed, and the completion dates in the burndown charts have been moving back and forth. Let’s analyze each option and explain why they are correct or incorrect based on Agile concepts and the Project Management Body of Knowledge (PMBOK).A. Elaborate the backlog items and ‘definition-of-done’ with the sprint teams more clearly: (CORRECT)- Clear and well-defined backlog items and a well-understood ‘definition of done’ are crucial for accurate estimation and stable progress in Agile projects. If there is ambiguity or misunderstanding regarding the scope of backlog items or the criteria for completing them, it can lead to inaccurate estimations and frequent changes in completion dates. Elaborating these aspects more clearly with the sprint teams helps in achieving accuracy and stability in estimation. Option A is the correct answer.B. Decrease frequency of customer feedback sessions from bi-weekly to monthly:- Agile principles emphasize frequent and regular customer feedback to adapt to changes and deliver value iteratively. Decreasing the frequency of customer feedback sessions goes against the Agile principles of continuous collaboration and adaptability. Option B is not aligned with Agile values and may hinder effective communication and responsiveness to changing requirements.C. Plan for variable-sized iterations based on story complexity & load:- Planning for variable-sized iterations based on story complexity is a good Agile practice, but it may not directly address the issue of completion dates moving back and forth. The problem described in the question suggests a need for more accurate and stable estimation rather than changing the iteration size. Option C, while a valid Agile practice, may not be the most direct solution to the problem at hand.D. Develop capability of the team on the flexible nature of Agile Release Planning:- While understanding the flexible nature of Agile Release Planning is important, the question is more focused on addressing the accuracy and stability of sprint completion date estimates. Developing the team’s capability to understand Agile Release Planning is beneficial, but it may not directly solve the issue of completion dates fluctuating. Option D is less specific to the problem described.In summary, option A (Elaborate the backlog items and ‘definition-of-done’ with the sprint teams more clearly) is the correct answer. Clear and well-defined backlog items, along with a well-understood ‘definition of done,’ contribute to accurate and stable estimation in Agile projects.Question based on PMBOK 7th edition 2.6: Performance Domain – Delivery. (Definition of Done). Link to new PMP Exam ECO: Domain 2, Task-8 (Plan and Manage Scope) – breakdown scope. DomainProcess
Question 8:
A project is struggling to define the scope for a new product development which has multiple phases linked across non-colocated teams. There is a high level of dependency between the phases.
How should the project manager plan to resolve this challenge?
Engage an external consultant who specializes in project life cycle selection
Work with key stakeholders and define an incremental approach to define the minimum viable product
Review the resource management plan to ensure that the project team has right subject matter experts
Start the project and manage issues on the go as and when they arise
Engage an external consultant who specializes in project life cycle selectionCorrect answerWork with key stakeholders and define an incremental approach to define the minimum viable productReview the resource management plan to ensure that the project team has right subject matter expertsStart the project and manage issues on the go as and when they ariseOverall explanationThe question is about addressing the challenge of defining scope for a new product development project with multiple phases and non-colocated teams, along with high dependency between phases. Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and Agile concepts.A. Engage an external consultant who specializes in project life cycle selection:- Engaging an external consultant might bring expertise, but the challenge in the question is related to defining scope in a complex, phased project with non-colocated teams. Project life cycle selection is just one aspect, and bringing in an external consultant may not necessarily address the specific challenge of scope definition. Option A is not the most direct solution to the described problem.B. Work with key stakeholders and define an incremental approach to define the minimum viable product (CORRECT):- Incremental approaches are well-aligned with Agile principles, especially when dealing with complex projects and evolving requirements. By working with key stakeholders to define a minimum viable product (MVP), the project manager can break down the complex scope into manageable parts, allowing for better understanding and flexibility. This aligns with Agile practices and is a suitable approach for managing dependencies and complexity. Option B is the correct answer.C. Review the resource management plan to ensure that the project team has the right subject matter experts:- While having the right subject matter experts is important, the challenge described in the question is more about defining scope in a phased project with non-colocated teams and high dependencies. Reviewing the resource management plan might contribute to team competency, but it doesn’t directly address the challenge of scope definition in the described scenario. Option C is not the most appropriate solution to the problem.D. Start the project and manage issues on the go as and when they arise:- Adopting a “manage issues on the go” approach may lead to reactive rather than proactive management. In the context of a project struggling to define scope with multiple phases and dependencies, starting the project without a clear plan for scope definition could exacerbate issues. Option D is not the recommended approach, especially when dealing with complex projects.In summary, option B (Work with key stakeholders and define an incremental approach to define the minimum viable product) is the correct answer. This approach aligns with Agile principles and is well-suited for addressing the challenge of defining scope in a complex project with non-colocated teams and high dependencies.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Minimum Viable Product - MVP - Pg. 23DomainProcess
Question 9:
For a project that involves functional managers from various countries, the scope has become so diverse that a steering committee is now responsible in place of the sponsor to handle the same. What should the project manager do to accommodate this new change to maintain effective communication?
Acknowledge the change in the organizational structure and revise the communications management plan
Share a project status report with the new committee
Raise a change request & evaluate the impact of this risk
Update the quality management plan
Correct answerAcknowledge the change in the organizational structure and revise the communications management planShare a project status report with the new committeeRaise a change request & evaluate the impact of this riskUpdate the quality management planOverall explanationThe question is about a project where the scope has become diverse, and a steering committee has replaced the sponsor for handling it. The project manager needs to maintain effective communication in this new structure. Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and associated concepts.A. Acknowledge the change in the organizational structure and revise the communications management plan (CORRECT):- Organizational structure changes can significantly impact communication channels and methods. The Communications Management Plan, a component of the Project Management Plan, outlines the communication requirements and strategies for the project. Acknowledging the change in organizational structure and updating the Communications Management Plan is the appropriate response to ensure that communication aligns with the new project governance. Option A is the correct answer.B. Share a project status report with the new committee:- While sharing a project status report is a good practice, it is not sufficient when there is a fundamental change in the organizational structure, such as the introduction of a steering committee in place of the sponsor. Option B addresses reporting but does not directly address the need for a comprehensive communication plan tailored to the new organizational structure.C. Raise a change request & evaluate the impact of this risk:- Change requests are typically used for changes in project scope, schedule, or costs. While the change in organizational structure is a change, it is more appropriately addressed through updating the Communications Management Plan rather than as a traditional change request. Raising a change request might be more suitable for changes in project scope or requirements. Option C is not the most direct response to the communication challenge posed by the change in organizational structure.D. Update the quality management plan:- The quality management plan is concerned with quality standards and processes, not with changes in organizational structure or communication. Option D is not relevant to the issue of accommodating the change in the steering committee and maintaining effective communication.In summary, option A (Acknowledge the change in the organizational structure and revise the communications management plan) is the correct answer. Updating the Communications Management Plan helps ensure that communication strategies are aligned with the new governance structure, providing a more effective approach to handle the communication challenges resulting from the change in the steering committee.Link to Process Group Practice Guide: Section 3.3 - Qualities and Skills of a LeaderLink to new ECO: Domain 1, Task 9: Collaborate with stakeholdersDomainPeople
Question 10:
Aron is a new team member in the development team who is unaccustomed to agile practices. A senior developer routinely provides corrective feedback to Aron’s work in the daily stand-up meetings. This makes Aron nervous every time the senior developer comes to the morning meetings which are led by the project scrum master.
Which of the following could justify the scrum master’s invitation to the senior developer in the daily stand-ups?
A way to motivate Aron to be on the toes & perform even better
To learn from mistakes and plan systemic fixes in an agile managed project
Way for the scrum master to learn more about how Aron would react to stressful situation
Routine agile practice to have the correct stakeholders in meetings
A way to motivate Aron to be on the toes & perform even betterTo learn from mistakes and plan systemic fixes in an agile managed projectWay for the scrum master to learn more about how Aron would react to stressful situationCorrect answerRoutine agile practice to have the correct stakeholders in meetings Overall explanationThe question is about the Scrum Master inviting a senior developer to the daily stand-up meetings and asks for the justification of this action. Let’s analyze each option and explain why they are correct or incorrect based on Agile concepts and the Project Management Body of Knowledge (PMBOK).A. A way to motivate Aron to be on the toes & perform even better:- While motivation is essential, the daily stand-up is primarily focused on quick updates and identifying impediments to progress. Inviting a senior developer with the intent of motivating Aron may not be the primary purpose of the daily stand-up. Option A may not be the most justifiable reason for the Scrum Master’s invitation.B. To learn from mistakes and plan systemic fixes in an agile managed project:- Learning from mistakes and planning systemic fixes is aligned with Agile principles of continuous improvement. However, the agile ceremony where this is discussed is the ‘retrospective’. Hence, this option conveys the right intent for an agile project but refers to a wrong ceremony to do that.C. Way for the scrum master to learn more about how Aron would react to stressful situations:- The daily stand-up is not primarily a forum for testing how team members react to stressful situations. Its main focus is on communication, coordination, and identifying impediments. Inviting the senior developer for this reason might not be the most effective use of the stand-up meeting. Option C may not be the primary justification for the invitation.D. Routine agile practice to have the correct stakeholders in meetings (CORRECT):- The daily stand-up is a routine Agile practice where the entire development team participates, including the Scrum Master and any relevant stakeholders. Having the senior developer, who is providing feedback on Aron’s work, attend the daily stand-up aligns with the principle of having the correct stakeholders in meetings. Option D is the correct answer as it reflects a standard Agile practice.In summary, option D (Routine agile practice to have the correct stakeholders in meetings) is the correct answer. Having the senior developer in the daily stand-up is consistent with the Agile principle of involving the right stakeholders in team discussions. It allows for quick communication, identification of impediments, and continuous improvement, which are key aspects of Agile practices.Question based on PMBOK 7th edition 2.2.1: Project Team Management and Leadership. Link to new PMP Exam ECO: Domain 1, Task 2 – Lead a TeamDomainPeople
Question 11:
You are a project manager for an automation project and you have submitted your charter for approval to the steering committee. After checking the resource management plan, the committee mentions that the stakeholders are not aware of their involvement in the project. What should you have done to avoid this?
Updated the resource management plan
Developed stakeholder register
Developed project resilience
Developed stakeholder engagement plan
Updated the resource management planCorrect answerDeveloped stakeholder registerDeveloped project resilienceDeveloped stakeholder engagement plan Overall explanationThe question is about addressing a situation where the steering committee mentions that stakeholders are not aware of their involvement in the project after reviewing the resource management plan. Note that since the project charter is getting drafter, its reasonable to assume that the project is in the INITIATION stage.Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and associated concepts.A. Updated the resource management plan:- The resource management plan typically addresses the types and quantities of resources required for the project. While it is important for managing resources, it may not be the most suitable document for addressing stakeholder awareness and engagement during INITIATION stage. Option A is not the most direct response to the issue raised by the steering committee.B. Developed stakeholder register (CORRECT):- The stakeholder register is a key document prepared during the INITIATION stage that identifies all project stakeholders and provides information about their interests, expectations, and influence. If stakeholders are not aware of their involvement, developing or updating the stakeholder register is essential for ensuring that all stakeholders are identified and their engagement needs are documented. Option B is the correct answer.C. Developed project resilience:- Project resilience generally refers to a project’s ability to adapt and recover from challenges. While resilience is an important quality, it does not directly address the issue of stakeholders being unaware of their involvement. Option C is not directly related to stakeholder engagement.D. Developed stakeholder engagement plan:- The stakeholder engagement plan is a document that outlines how stakeholders will be involved and engaged throughout the project. It includes strategies for communication, collaboration, and addressing stakeholder concerns. However this plan is developed during PLANNING and not during INITIATION. Hence, D is an incorrect answer choice.In summary, option B (Developed stakeholder register) is the correct answer. Developing or updating the stakeholder register is essential for identifying all project stakeholders and ensuring that their involvement is documented. It directly addresses the issue of stakeholders not being aware of their involvement, aligning with effective stakeholder management practices in project management.Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersLink to Process Group Practice Guide: Table 1.4 - Pg. 22 (49 Process of PMBOK)DomainPeople
Question 12:
Company A is launching a new men’s grooming product in the market which plans to meet customer satisfaction. The company also wants to design the product based on the feedback of existing competition in the market.
Which method should the project manager use to accomplish this?
Benchmarking
Focus group discussion
Affinity diagram
Tornado diagram
Correct answerBenchmarkingFocus group discussionAffinity diagramTornado diagramOverall explanationThe question is about selecting a method to design a new men’s grooming product based on feedback from existing competition in the market. Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and associated concepts.A. Benchmarking (CORRECT):- Benchmarking involves comparing project performance or processes with those of comparable projects or processes. In this context, benchmarking is the appropriate method for comparing the product design with existing competition in the market. It helps identify best practices and areas for improvement by comparing the product against competitors. Option A is the correct answer.B. Focus group discussion:- Focus group discussions involve gathering a diverse group of people to discuss and provide feedback on a specific topic. While focus group discussions are valuable for obtaining customer feedback, they may not be the most effective method for comparing a product with existing competition. The focus is more on customer opinions rather than benchmarking against competitors. Option B is not the most suitable method for this specific scenario.C. Affinity diagram:- Affinity diagrams are used to organize and consolidate ideas from a diverse group of individuals. While they are valuable for organizing information, they are not specifically designed for comparing a product with existing competition. Option C is not the most relevant method for the scenario described in the question.D. Tornado diagram:- Tornado diagrams are typically used in risk management to display the sensitivity of project outcomes to different variables. They are not designed for comparing a product with existing competition in the market. Option D is not the most appropriate method for obtaining feedback from existing competition.In summary, option A (Benchmarking) is the correct answer. Benchmarking is a recognized technique for comparing a product against competitors and identifying areas for improvement based on industry best practices. It aligns with the objective of designing the men’s grooming product based on feedback from existing competition in the market.Link to new ECO: Domain 2, Task 8: Plan and manage scopeLink to Process group Practice Guide: Pg. 249 - Tools and Techniques - BenchmarkingDomainProcess
Question 13:
In an agile project, there has been a multiple number of incomplete stories at the end of iterations. Multiple team members worked on the stories and there were no impediments identified. Which of the following options can the agile team resort to, to resolve the situation?
Insert the stories back into the product backlog and wait for a less intensive iteration to complete them
Further decompose the stories in the backlog by working with the product owner and update the definition of done
Insert the stories as part of blocked column and work with the product owner to remove the impediments
Use the next iteration to come out with a team spike that would help to determine the feasibility of completing the planned user stories
Insert the stories back into the product backlog and wait for a less intensive iteration to complete themCorrect answerFurther decompose the stories in the backlog by working with the product owner and update the definition of doneInsert the stories as part of blocked column and work with the product owner to remove the impedimentsUse the next iteration to come out with a team spike that would help to determine the feasibility of completing the planned user storiesOverall explanationThe question is about addressing a situation where there are multiple incomplete stories at the end of iterations in an Agile project, and there were no identified impediments. Let’s analyze each option and explain why they are correct or incorrect based on Agile concepts and the Project Management Body of Knowledge (PMBOK).A. Insert the stories back into the product backlog and wait for a less intensive iteration to complete them:- Inserting incomplete stories back into the product backlog and waiting for a less intensive iteration is not a direct solution to the problem. It doesn’t address why the stories were incomplete in the first place. The team needs to identify the root cause and take corrective actions. Option A does not provide a proactive approach to resolving the situation.B. Further decompose the stories in the backlog by working with the product owner and update the definition of done: (CORRECT)- Decomposing stories in the backlog and working with the product owner to update the definition of done is a proactive approach to address incomplete stories. By breaking down stories into smaller, more manageable tasks and updating the definition of done, the team can improve clarity and increase the likelihood of completing stories within iterations. Option B is the correct answer.C. Insert the stories as part of a blocked column and work with the product owner to remove the impediments:- While the concept of having a “blocked” column on a task board is valid, the question states that there were no identified impediments. If there are no known impediments, inserting the stories into a blocked column may not be the most appropriate immediate action. Option C is not the most direct response to the situation described.D. Use the next iteration to come out with a team spike that would help to determine the feasibility of completing the planned user stories:- Team spikes are exploratory activities meant to gather information or reduce uncertainty. While they can be useful, using a team spike in every iteration for incomplete stories may not be the most efficient way to address the issue. It is more effective to proactively decompose stories and update the definition of done. Option D is not the most direct response to the situation.In summary, option B (Further decompose the stories in the backlog by working with the product owner and update the definition of done) is the correct answer. It involves a proactive approach to improve the chances of completing stories within iterations by breaking them down and refining the definition of done.Link to new PMP Exam ECO: Domain 2, Task 8: Plan and manage scope. Link to Agile Practice Guide: Concepts of DoD, Spikes, Product Backlog etc. are discussed in the Agile Practice Guide extensivelyDomainProcess
Question 14:
Your project team has forgotten to take into account a critical design input from the design department while developing the scope statement. Now, this poses a risk on the finished product quality. The sponsor wants an immediate resolution of the issue. What should you do as the project manager as the first step?
Ask your sponsor for the best course of action at this stage
Submit a change request to address the issue
Update the lessons learned for your organization
Identify a workaround to contain the issue immediately
Ask your sponsor for the best course of action at this stageCorrect answerSubmit a change request to address the issueUpdate the lessons learned for your organizationIdentify a workaround to contain the issue immediatelyOverall explanationThe question is about addressing a situation where a critical design input was overlooked during the development of the scope statement, posing a risk to the finished product quality. Let’s analyze each option and explain why they are correct or incorrect based on project management principles from the Project Management Body of Knowledge (PMBOK) and associated concepts.A. Ask your sponsor for the best course of action at this stage:- While it’s important to communicate with the sponsor, in this situation, the project manager should take immediate action to address the oversight. Waiting for the sponsor’s input might cause delays, and the project manager is responsible for managing the project on a day-to-day basis. Option A is not the most proactive response to the issue.B. Submit a change request to address the issue (CORRECT): - When a critical design input has been overlooked, and it poses a risk to the finished product quality, the appropriate action is to submit a change request. A change request is the formal process for proposing changes to project baselines, and it allows for addressing issues that impact project scope. Option B is the correct answer, as it involves taking corrective action through the established change control process.C. Update the lessons learned for your organization:- Updating lessons learned is a retrospective activity that comes later in the project life cycle. While it’s valuable for organizational learning, it is not the immediate action needed to address the current issue. Option C is more of a long-term action and may not directly help contain the risk at this stage.D. Identify a workaround to contain the issue immediately:- Workarounds are temporary measures to address issues until a more permanent solution is implemented. In this case, submitting a change request for a more comprehensive solution is a more appropriate first step than immediately identifying a workaround. Option D might be necessary as a part of the overall risk response strategy, but it is not the first step in this situation.In summary, option B (Submit a change request to address the issue) is the correct answer. It involves taking immediate corrective action by initiating the change control process to address the oversight and mitigate the risk to product quality.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to new ECO: Domain 1, Task 8: Negotiate project agreementsLink to Process Group Practice Guide: Section 7.2 - Perform Integrated Change ControlDomainPeople
Question 15:
In this Agile estimation technique, a user story is presented to the team, there is a conversation among the team members and with the Product Owner, and when the team has asked its questions, the Scrum Master asks the team to use a deck of cards with modified Fibonacci numbers to vote for the number of points to be assigned to the story. Which estimation technique is being talked about here?
Product Box Exercise
XP Metaphor
T-shirt Sizing
Planning Poker
Product Box ExerciseXP MetaphorT-shirt SizingCorrect answerPlanning PokerOverall explanationOption 4 (CORRECT): Planning Poker. Planning Poker is an agile estimating and planning technique that is consensus-based. To start a poker planning session, the product owner or customer reads an agile user story or describes a feature to the estimators. Each estimator is holding a deck of Planning Poker cards with values like 0, 1, 2, 3, 5, 8, 13, 20, 40 and 100 (Fibonacci Sequence). The values represent the number of story points, ideal days, or other units in which the team estimates. The estimators discuss the feature, asking questions of the product owner as needed. When the feature has been fully discussed, each estimator privately selects one card to represent his or her estimate. All cards are then revealed at the same time. If all estimators selected the same value, that becomes the estimate. If not, the estimators discuss their estimates. The high and low estimators should especially share their reasons. After further discussion, each estimator reselects an estimate card, and all cards are again revealed at the same time. The poker planning process is repeated until consensus is achieved or until the estimators decide that agile estimating and planning of a particular item needs to be deferred until additional information can be acquired. XP Metaphor: XP (Extreme Programming) Metaphor is a practice where a simple, shared story or analogy is used to guide the development team in understanding and aligning their work. It helps create a common understanding of the project’s goals and objectives.Product Box Exercise: The Product Box Exercise is a creative and collaborative Agile technique where team members imagine that the product they are developing will be packaged and sold as a physical product. They create a visual representation (a product box) that highlights key features, benefits, and selling points of the product. This exercise helps in clarifying the vision and purpose of the product.T-shirt sizing is a high-level estimation technique used in Agile for quickly and collaboratively estimating the relative size or complexity of user stories or tasks. Sizes are represented by T-shirt sizes (e.g., S, M, L, XL) to provide a quick and abstract way to compare items without the need for precise time estimates.Link to new PMP Exam ECO: Domain 2, Task 8: Plan and manage scopePlanning Poker - PMBOK 7, Pg. 58T-shirt Sizing: PMBOK 7, Pg. 178, Section 4.4.2XP: Pg. 31, Agile Practice GuideDomainProcess
Question 16:
____________ acts responsibly to carry out activities with integrity, care, and trustworthiness while maintaining compliance with external and internal guidelines. They demonstrate a broad commitment to the financial, social, and environmental impacts of the projects they support. Fill in the blank with the most appropriate option:
Leaders
Stewards
Managers
Scrum Masters
LeadersCorrect answerStewardsManagersScrum MastersOverall explanationThe blank is best filled with the term Stewards. Let’s explore why option B is the correct answer and why the other options (A, C, and D) are incorrect.B. Stewards:- Stewards act responsibly to carry out activities with integrity, care, and trustworthiness. They are concerned with the broader impact of projects on financial, social, and environmental aspects. Stewardship is a concept that emphasizes responsible management and careful consideration of the long-term consequences of decisions. This aligns with the ethical considerations and responsibilities highlighted in project management.Incorrect Options:A. Leaders:- While leaders play a crucial role in guiding and influencing a team, the term “Stewards” more specifically captures the sense of responsible and ethical management with a focus on broader impacts. Leaders may or may not explicitly encompass the concept of stewardship.C. Managers:- Project Managers are responsible for managing projects, but the term “Stewards” goes beyond traditional project management roles. It emphasizes a sense of responsibility, integrity, and consideration of broader impacts that may extend beyond the typical scope of project management.D. Scrum Masters:- Scrum Masters play a specific role in the Scrum framework, primarily focusing on facilitating the Scrum process and removing impediments. While they contribute to project success, the term “Stewards” has a broader connotation, encompassing a more comprehensive and ethical approach to project management.In summary, option B (Stewards) is the correct answer as it best captures the responsible, ethical, and broad-spectrum approach to project management, aligning with concepts emphasized in the PMBOK and Agile Practice Guide.The Standard for Project Management - Project Management Principles of PMBOK-7th edition (3.1 Be a diligent, respectful, and caring Steward). Link to new PMP Exam ECO: Domain 3, Task-1: Plan and Manage Project Compliance
DomainBusiness Environment
Question 17:
A project manager has completed the project management plan for a housing development project recently. The same is submitted to the stakeholders for approval. The project manager identifies a potential risk of delay in the approval process by the stakeholders. What would be the best course of action?
Let the stakeholders know via email that if the approvals do not come on time, the project will be delayed
Start the project in advance, stakeholder approval is secondary
Plan a primary and a backup risk strategy for delays in approval and identify a risk owner for the same
Update risk register
Let the stakeholders know via email that if the approvals do not come on time, the project will be delayedStart the project in advance, stakeholder approval is secondaryCorrect answerPlan a primary and a backup risk strategy for delays in approval and identify a risk owner for the sameUpdate risk registerOverall explanationThe best course of action in this scenario is option C: Plan a primary and a backup risk strategy for delays in approval and identify a risk owner for the same. Let’s explore why option C is the correct answer and why the other options (A, B, and D) are incorrect.C. Plan a primary and a backup risk strategy for delays in approval and identify a risk owner for the same:- This option aligns with the Risk Management process in project management. It involves proactively planning for the identified risk of delay in stakeholder approval. By planning both a primary (preferred) and a backup (alternative) strategy, the project manager is taking a proactive approach to manage the risk. Assigning a risk owner ensures accountability for monitoring and implementing the risk response strategies.Incorrect Options:A. Let the stakeholders know via email that if the approvals do not come on time, the project will be delayed:- This option lacks a proactive risk management approach. While communication is important, simply notifying stakeholders about potential delays without a planned risk response does not address the issue effectively.B. Start the project in advance, stakeholder approval is secondary:- Starting the project without stakeholder approval is a risky and potentially unauthorized action. It goes against the principle of following the project management plan and obtaining necessary approvals before initiating project activities.D. Update risk register:- While updating the risk register is a good practice, it alone does not constitute a sufficient response to the identified risk. The risk register should be updated as part of a broader risk management process, including planning and implementing risk response strategies.In summary, option C is the correct answer as it reflects a proactive risk management approach, aligning with established project management principles outlined in the PMBOK.Link to new ECO: Domain 2, Task - 3: Assess and manage risksLink to Process Group Practice Guide: Plan Risk Responses - Pg. 119, 122-125DomainProcess
Question 18:
You are the facilitator for an iteration-based agile project and there is a new story being submitted by the customer during an ongoing iteration. You need to include this feature in your next sprint, but you are not sure about the full scope of this feature. Which is the best forum to discuss this issue?
Backlog refinement meeting
Backlog preparation meeting
Daily stand up meeting
Project status review meeting
Correct answerBacklog refinement meetingBacklog preparation meetingDaily stand up meetingProject status review meetingOverall explanationThe correct answer to the question is option A: Backlog refinement meeting.Explanation:A. Backlog Refinement Meeting (CORRECT):In agile methodologies, the backlog refinement meeting, also known as backlog grooming, is the forum where the team reviews and discusses the product backlog items. This includes adding new items, re-prioritizing existing ones, and breaking down larger items into smaller ones. The team collaboratively works on understanding and estimating the items in the backlog.B. Backlog Preparation Meeting:Backlog preparation generally happens at the beginning of a sprint to plan for upcoming sprints. If a story needs to be included within an ‘ongoing’ sprint (which is the case here), it is best to take it up in the backlog refinement meeting. Note that backlog preparation meeting does not necessarily provide a prioritization of stories. Hence, this is incorrect.C. Daily Stand-up Meeting:The daily stand-up meeting, or daily scrum, is a short daily meeting where team members share updates on their progress and discuss any impediments. However, it is not the best forum for discussing a new story being submitted by the customer, especially if the team is unsure about the full scope. The daily stand-up is focused on quick updates, not in-depth discussions on new features.D. Project Status Review Meeting:Project status review meetings typically occur at a higher level and focus on the overall status of the project, including milestones, budget, and risks. These meetings are not the most suitable for discussing the details of a new story during an ongoing iteration in an agile project.In conclusion, option A (Backlog refinement meeting) is the correct answer as it aligns with agile practices and the need to collaboratively discuss and refine backlog items, including new stories submitted by the customer. Options B, C, and D are incorrect as they do not correspond to recognized agile practices or are not suitable forums for discussing new stories during an ongoing iteration.Link to new ECO: Domain 1, Task 2 : Lead a TeamLink to Agile Practice Guide: Section 5.2 - Common Agile PracticesDomainPeople
Question 19:
Stewardship encompasses responsibilities both within and external to the organization and reflects understanding and acceptance of trust as well as actions and decisions that engender and sustain that trust. What are some other aspects of stewardship? (select THREE OPTIONS)
Operating in alignment with the organization, its objectives, strategy, vision, mission, and sustainment of its long-term value
Leading daily stand-up meetings and prioritizing product backlog for teams
Understanding the appropriate use of authority, accountability, and responsibility, particularly in leadership positions
Organization’s relationship with external stakeholders such as its partners and channels
Leading from the front and keeping the team motivated to deliver their best
Correct selectionOperating in alignment with the organization, its objectives, strategy, vision, mission, and sustainment of its long-term valueLeading daily stand-up meetings and prioritizing product backlog for teamsCorrect selectionUnderstanding the appropriate use of authority, accountability, and responsibility, particularly in leadership positionsCorrect selectionOrganization’s relationship with external stakeholders such as its partners and channelsLeading from the front and keeping the team motivated to deliver their bestOverall explanationThe correct answers to the question are options A, C, and D. Let’s break down each option to understand why they are correct, and why options B and E are incorrect.A. Operating in alignment with the organization, its objectives, strategy, vision, mission, and sustainment of its long-term value: This aligns with the PMBOK Guide’s emphasis on aligning project management activities with organizational objectives and strategies. Stewardship involves ensuring that project activities contribute to the organization’s long-term value and are in harmony with its vision and mission.B. Leading daily stand-up meetings and prioritizing product backlog for teams:This option is incorrect. While leading daily stand-up meetings and prioritizing product backlog are important activities in agile methodologies, they are not directly related to the broader concept of stewardship, which involves understanding and accepting trust and making decisions that sustain that trust in line with project governance.C. Understanding the appropriate use of authority, accountability, and responsibility, particularly in leadership positions: Stewardship involves understanding and appropriately using authority, accountability, and responsibility, especially in leadership positions. This aligns with the PMBOK Guide’s principles of effective project management and leadership.D. Organization’s relationship with external stakeholders such as its partners and channels: Managing relationships with external stakeholders is a crucial aspect of project management. Stewardship extends beyond internal responsibilities and includes maintaining trust with external stakeholders. The PMBOK Guide emphasizes the importance of stakeholder management.E. Leading from the front and keeping the team motivated to deliver their best:This option is incorrect. While motivating the team is an important leadership aspect, the statement “leading from the front” is subjective and may not necessarily align with the broader concept of stewardship which is more in line with governance and project controls. Stewardship involves a more comprehensive understanding of organizational responsibilities and trust, including the external perspective with stakeholders.In summary, options A, C, and D are correct because they align with the principles of stewardship as outlined in the PMBOK Guide, emphasizing alignment with organizational objectives, understanding the appropriate use of authority, and managing relationships with external stakeholders. Options B and E are incorrect as they focus on specific agile practices and motivational aspects that may not directly relate to the broader concept of stewardship in project management.The Standard for Project Management - Project Management Principles of PMBOK-7th edition (3.1 Be a diligent, respectful, and caring Steward). Link to new PMP Exam ECO: Domain 3, Task-1: Plan and Manage Project Compliance DomainBusiness Environment
Question 20:
The goal of an effective project management is to continually evaluate and adjust project alignment to business objectives and intended benefits and value. Which of the following is an example of an ideal ‘value’ created during a project delivery?
Delivering the required functionality and level of quality with an acceptable risk exposure, while using as few resources as possible, and by avoiding waste
Delivering a solution ahead of committed timelines with extra cost and resources to meet a deadline
Delivering a project with all success criteria but a low team morale
Delivering a software to a customer to meet the business requirement and leaving the scope of training & technology transfer to the later
Correct answerDelivering the required functionality and level of quality with an acceptable risk exposure, while using as few resources as possible, and by avoiding wasteDelivering a solution ahead of committed timelines with extra cost and resources to meet a deadlineDelivering a project with all success criteria but a low team moraleDelivering a software to a customer to meet the business requirement and leaving the scope of training & technology transfer to the laterOverall explanationThe correct answer to the question is option A: Delivering the required functionality and level of quality with an acceptable risk exposure, while using as few resources as possible, and by avoiding waste.Explanation:A. Delivering the required functionality and level of quality with an acceptable risk exposure, while using as few resources as possible, and by avoiding waste: This aligns with the PMBOK Guide’s principles of delivering value through efficient and effective project management. It emphasizes delivering the required functionality and quality while managing risks, optimizing resource utilization, and avoiding waste.B. Delivering a solution ahead of committed timelines with extra cost and resources to meet a deadline:This option is incorrect. While delivering ahead of committed timelines is often desirable, it becomes less ideal if it involves extra costs and resources. This contradicts the goal of an effective project management to use resources efficiently and align the project with business objectives.C. Delivering a project with all success criteria but a low team morale:This option is incorrect. While meeting success criteria is essential, project success is not solely measured by the completion of deliverables. Low team morale can have a negative impact on project outcomes and is not aligned with the goal of creating value.D. Delivering software to a customer to meet the business requirement and leaving the scope of training & technology transfer to the later:This option is incorrect. Effective project management involves considering the entire project lifecycle, including training and technology transfer. Leaving these important aspects to the later stages may hinder the realization of intended benefits and value.In summary, option A is the correct answer because it aligns with the principles of effective project management, emphasizing the delivery of required functionality and quality, managing risks, optimizing resource utilization, and avoiding waste. Options B, C, and D are incorrect as they involve trade-offs that are not in line with the goal of creating value and aligning the project with business objectives.Question based on The Standard for Project Management - Project Management Principles of PMBOK-7th edition (3.5 Focus on Value). Link to new PMP Exam ECO: Domain 3, Task 2: Evaluate and deliver project benefits and value DomainBusiness Environment
Question 21:
An agile project team has completed an iteration that has added an aligned number of features (which were submitted in form of user stories) to the product. Now they want to illustrate the features to the product owner. Which is the correct forum to perform this activity?
Daily standup meeting
Project status review meeting
Demonstration/Review meeting
Backlog preparation meeting
Daily standup meetingProject status review meetingCorrect answerDemonstration/Review meetingBacklog preparation meetingOverall explanationThe correct answer to the question is option C: Demonstration/Review meeting.Explanation:C. Demonstration/Review Meeting:In agile methodologies, the demonstration or review meeting is the forum where the team showcases the work completed during an iteration to stakeholders, including the product owner. This meeting allows for feedback, validation, and acceptance of the delivered features. The Agile Practice Guide emphasizes the importance of regular demonstrations or reviews to gather feedback and ensure that the product meets the stakeholder’s expectations. It is a key practice in iterative development.Now, let’s explore why the other options are incorrect:A. Daily Standup Meeting:The daily standup meeting is a short, daily meeting where team members share updates on their progress, discuss any impediments, and plan their work for the next 24 hours. It is not the appropriate forum for showcasing completed features to the product owner; its focus is on coordination and quick updates.B. Project Status Review Meeting:Project status review meetings typically occur at a higher level and focus on the overall status of the project, including milestones, budget, and risks. They are not specifically designed for the detailed demonstration of completed features to the product owner.D. Backlog Preparation Meeting:The backlog preparation meeting is not a widely recognized term in agile methodologies or the PMBOK Guide. Backlog-related meetings typically focus on refining and prioritizing backlog items, not on demonstrating completed features.In summary, option C (Demonstration/Review meeting) is the correct answer because it aligns with agile practices and the need to showcase completed features to stakeholders, including the product owner. Options A, B, and D are incorrect as they are not suitable forums for the specific activity of illustrating completed features to the product owner.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Section 5.2.5 - Demonstration/ReviewsDomainProcess
Question 22:
You are handling a project which involves managing a cross-cultural and global team. The project is in the execution stage now. You notice that involvement from a particular stakeholder has not been up to the mark for the last couple of weeks. This person is an important stakeholder in your project and timely inputs from his side are very important for your project. What should be your first step as a project manager to manage this?
Update stakeholder register and proceed with the other inputs from the rest of the stakeholders
Update stakeholder engagement plan
Get the required inputs from another stakeholder and ignore the stakeholder in question
Engage with the stakeholder to resolve any impediments
Update stakeholder register and proceed with the other inputs from the rest of the stakeholdersUpdate stakeholder engagement planGet the required inputs from another stakeholder and ignore the stakeholder in questionCorrect answerEngage with the stakeholder to resolve any impediments Overall explanationThe correct answer to the question is option D: Engage with the stakeholder to resolve any impediments.Explanation:D. Engage with the Stakeholder to Resolve Any Impediments:Effective stakeholder engagement is a critical aspect of project management. The PMBOK Guide emphasizes the importance of engaging stakeholders throughout the project life cycle and addressing issues or concerns promptly. Engaging with the stakeholder directly aligns with this principle.Now, let’s explore why the other options are incorrect:A. Update Stakeholder Register and Proceed with Other Inputs:While updating the stakeholder register is a standard project management practice, it is not the most appropriate initial step when faced with a stakeholder engagement issue. The priority should be to address the specific problem with the particular stakeholder rather than just updating documentation.B. Update Stakeholder Engagement Plan:Updating the stakeholder engagement plan is a more comprehensive action that may be necessary, but it may not be the immediate first step when there is an issue with a specific stakeholder. The plan should be adjusted based on specific circumstances and feedback from stakeholders, but engaging directly with the stakeholder is the primary action in this scenario. Updating the stakeholder engagement plan ‘first’ is a reactive and passive approach and should be avoided.C. Get the Required Inputs from Another Stakeholder and Ignore the Stakeholder in Question:Ignoring the stakeholder in question is not a recommended approach. Effective stakeholder management involves addressing concerns and maintaining positive relationships. Relying solely on other stakeholders may lead to gaps in communication and understanding of the project’s needs.In summary, option D (Engage with the stakeholder to resolve any impediments) is the correct answer because it aligns with the principles of effective stakeholder management, as emphasized in the PMBOK Guide. Options A, B, and C are incorrect as they do not address the specific issue of engaging with the stakeholder whose involvement has been lacking, which is essential for successful project execution, especially in a cross-cultural and global team environment.I would highly recommend you to watch the tutorial video on Servant Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsULink to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management & leadershipDomainPeople
Question 23:
You have been appointed recently as a project manager in a project which is six months delayed from its baseline. The previous project manager had resigned without any notice & you didn’t have a chance to get any handover. The team morale is very low and there had been no set roles & responsibilities defined. So, everyone is trying to do everything which is resulting in utter chaos and rework. Which type of leadership style should you adopt here to manage the situation?
Democratic
Laissez-faire
Participative
Directive
DemocraticLaissez-faireParticipativeCorrect answerDirective Overall explanationThe correct answer to the question is option D: Directive.Explanation:D. Directive: The PMBOK Guide acknowledges that different leadership styles are suitable for different situations. The directive leadership style is appropriate in situations where the team lacks clear roles, responsibilities, and direction. In such cases, a directive approach helps in providing clear instructions and guidance to bring order and stability to the project.Now, let’s explore why the other options are incorrect:A. Democratic:The democratic leadership style involves involving team members in decision-making. While this can be effective in certain situations, it may not be the best choice in a scenario where there is chaos, rework, and a lack of clear roles and responsibilities. The team needs more direction and structure.B. Laissez-faire:The laissez-faire leadership style is characterized by a hands-off approach, allowing team members to make decisions. In a situation where there is chaos, low morale, and a lack of structure, a laissez-faire approach may exacerbate the existing issues. The team needs more guidance and direction.C. Participative:The participative leadership style involves seeking input from team members before making decisions. While collaboration is important, in a scenario with chaos, rework, and unclear roles, a more directive approach is initially needed to establish structure and provide clarity.In summary, option D (Directive) is the correct answer because it aligns with the need for clear direction and guidance in a situation where the project is delayed, there is chaos, low morale, and no defined roles and responsibilities. Options A, B, and C are incorrect in this context as they may not provide the necessary structure and direction needed to address the immediate challenges in the project.Question based on The Standard for Project Management - Project Management Principles of PMBOK-7th edition (3.6 Demonstrate Leadership Behaviours). PMBOK 7th Ed. - Pg. 41 - Second last bullet pointLink to new PMP Exam ECO: Domain 1, Task 2: Lead a TeamDomainPeople
Question 24:
An agile project team has completed an iteration that has added an aligned number of features (which were submitted in form of user stories) to the product. Now they want to illustrate the features and solicit feedback in a demonstration/review meeting. Who sees a demonstration and accepts or declines stories?
Team facilitator
Product owner
Project sponsor
Customer
Team facilitatorCorrect answerProduct ownerProject sponsorCustomerOverall explanationThe correct answer to the question is option B: Product owner.Explanation:B. Product Owner: In agile methodologies, particularly Scrum, the Product Owner is responsible for defining and prioritizing the product backlog. The Product Owner also plays a crucial role in the demo/review meeting, where the team illustrates completed features, and the Product Owner accepts or declines user stories based on whether they meet the acceptance criteria and align with the product vision.Now, let’s explore why the other options are incorrect:A. Team Facilitator:While the team facilitator or Scrum Master may play a role in facilitating the demo/review meeting and ensuring that it runs smoothly, the ultimate responsibility for accepting or declining user stories lies with the Product Owner. The facilitator’s role is more focused on facilitating the process and helping the team, not making acceptance decisions.C. Project Sponsor:The project sponsor is typically a senior executive or key stakeholder who provides support and resources for the project. While they may have an interest in the project’s success, the acceptance or rejection of user stories is generally delegated to the Product Owner, who has a more direct and detailed understanding of the product requirements.D. Customer:In agile methodologies, the term “customer” can have different meanings. However, in the context of the demo/review meeting, the immediate customer representative would be the Product Owner. The Product Owner represents the customer’s interests and is responsible for ensuring that the delivered features meet the customer’s expectations.In summary, option B (Product Owner) is the correct answer because, in agile methodologies, the Product Owner is specifically tasked with accepting or declining user stories during the demo/review meeting. Options A, C, and D are incorrect because they do not align with the roles and responsibilities defined in agile practices, where the Product Owner has the primary responsibility for acceptance decisions.Link to new ECO: Domain 1, Task-6: Build a teamLink to Agile Practice Guide - Section 5.2.5 - Demonstration/ReviewsDomainPeople
Question 25:
A feasibility study at the beginning of an application development project included a feature of ‘30-day free trial’. A change request has been approved by the change control board and project sponsor stating that the feature of ‘30-day free trial’ should not be present anymore and from the day of launch the application should be ‘subscription based’. This is in total contradiction with the initial plan. What should you do as a project manager?
Request a detailed report of the change request and understand how this got approved
Reject the change request and keep to the base plan
Implement the change request
Request another study to challenge the change request and resort to original plan
Request a detailed report of the change request and understand how this got approvedReject the change request and keep to the base planCorrect answerImplement the change requestRequest another study to challenge the change request and resort to original planOverall explanationLet’s analyze each option in the context of project management principles and frameworks, particularly the Project Management Body of Knowledge (PMBOK) and Agile Practice Guide.Option A: Request a detailed report of the change request and understand how this got approved.- This option suggests seeking more information about the change request approval process. While understanding the approval process is essential for transparency, it may not be the most immediate action needed in this situation. The focus should be on addressing the approved change itself rather than dwelling on the approval process.Option B: Reject the change request and keep to the base plan.- While sticking to the original plan is a valid consideration, rejecting the approved change request without proper analysis and evaluation may not align with effective project management practices. It’s essential to carefully assess the impact of the change on the project and stakeholders before making decisions.Option C (Correct): Implement the change request.- This is the correct option. Once a change request has been approved by the change control board and project sponsor, it becomes part of the project scope. As a project manager, it is your responsibility to implement approved changes to meet project objectives. This aligns with the change control process described in the PMBOK, where changes are evaluated, approved, and then implemented as necessary.Option D: Request another study to challenge the change request and resort to the original plan.- While it’s important to critically evaluate change requests, initiating another study to challenge an already approved change may introduce delays and may not be the most efficient approach. The change request has already undergone a review process, and challenging it should be based on valid reasons, such as significant negative impacts on the project objectives.In summary, the correct answer is Option C: Implement the change request. This aligns with the established change control process, where approved changes are incorporated into the project. It’s essential to consider the overall impact on the project, stakeholders, and objectives while managing changes in a project.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to new ECO: Domain 2, Task 10 - Manage project changesLink to Process Group Practice Guide - Section 7.2 - Perform Integrated Change ControlDomainProcess
Question 26:
You are leading an agile project to develop an application for an Oil & Gas customer. The customer continually submits new feature stories for the application. You as the product owner have just communicated the completed scope definition for the next version’s release to the stakeholders. What should you do next?
Meet with the customer to ask the number of requests be reduced
Immediately define the project boundaries with the sponsor
Review the backlog management plan and iterate it through the scope definition process
Meet with stakeholders to align expectations
Meet with the customer to ask the number of requests be reducedImmediately define the project boundaries with the sponsorCorrect answerReview the backlog management plan and iterate it through the scope definition processMeet with stakeholders to align expectationsOverall explanationLet’s analyze each option in the context of Agile principles, the Project Management Body of Knowledge (PMBOK), and associated concepts of project management:Option A: Meet with the customer to ask the number of requests be reduced.- This option suggests trying to limit the number of feature requests from the customer. However, in Agile methodologies, embracing changing requirements, even late in the development process, is one of the principles. Instead of asking the customer to reduce requests, Agile encourages collaboration with customers throughout the project, adapting to their changing needs.Option B: Immediately define the project boundaries with the sponsor.- While defining project boundaries is crucial, doing it immediately may not be the most Agile response. Agile projects are designed to be flexible, and it’s expected that requirements may evolve. Defining boundaries too early may limit the project’s ability to respond to changing customer needs. Agile projects often allow for scope changes and adjustments as the project progresses.Option C (Correct): Review the backlog management plan and iterate it through the scope definition process.- This is the correct option. In Agile, scope is a dynamic element, and continuous review and adjustment are part of the process. The backlog plan should be flexible enough to accommodate changes, and iterating through the scope definition process allows the team to incorporate new requirements and adjust the scope accordingly. This aligns with Agile principles of embracing change and responding to customer feedback.Option D: Meet with stakeholders to align expectations.- While meeting with stakeholders is generally a good practice, the focus here should be on adapting to changing requirements with the CUSTOMER rather than simply aligning expectations with stakeholders. Agile projects prioritize collaboration and communication, and stakeholders should be involved throughout the project to ensure their needs are met.In summary, the correct answer is Option C: Review the scope management plan and iterate it through the scope definition process. This aligns with Agile principles of flexibility and continuous improvement. Agile projects are designed to accommodate changing requirements, and the scope management plan should be adjusted accordingly to deliver value to the customer.Remember, even if changes in scope are welcome in Agile projects, you have to follow a process right? You just cannot keep doing changes out of ‘corridor requests’…that is not what is expected of a good project manager, be it Agile, Hybrid or Predictive. Hence a scope management plan does exist for Agile Projects as well. However, that is seen in terms of Sprint Plan, Backlog Plan, Definition-of-Done etc. The only point of difference between handling changes in Agile projects vs. Predictive is, in Agile projects, the length of the CCB cycle is very very short compared to predictive cycles. Hence, Agile projects do have a scope management plan as well as a change management plan.Further reading: https://agilechangemanagement.co.uk/wp-content/uploads/2018/10/Introduction-to-Agile-Change-Management-v1.0-1.pdfLink to new ECO: Domain 1, Task-8: Negotiate project agreementsLink to Process Group Practice Guide: Section 7.2 - Perform Integrated Change ControlDomainPeople
Question 27:
You are the product owner for an iteration-based agile project and you have recently discovered that an important product feature was not documented during the first sprint planning. The customer has noticed the error during the second deliverable review. What should you do now?
Perform a detailed analysis of the missed feature and ask for sponsor approval to execute
Call an emergency standup and find ways to include the missed feature as soon as possible
Meet with the customer and apologize for missing out on the feature in the first sprint
Investigate the impact of the missed feature and obtain change request approval from change control board
Perform a detailed analysis of the missed feature and ask for sponsor approval to executeCall an emergency standup and find ways to include the missed feature as soon as possibleMeet with the customer and apologize for missing out on the feature in the first sprintCorrect answerInvestigate the impact of the missed feature and obtain change request approval from change control boardOverall explanationLet’s analyze each option in the context of Agile principles, the Project Management Body of Knowledge (PMBOK), and associated concepts of project management:Option A: Perform a detailed analysis of the missed feature and ask for sponsor approval to execute.- This option seems to suggest a waterfall-like approach where detailed analysis and sponsor approval are sought after the fact. In Agile, the emphasis is on responding to change and customer feedback. Waiting for detailed analysis and sponsor approval may introduce delays and is not aligned with Agile principles.Option B: Call an emergency standup and find ways to include the missed feature as soon as possible.- While addressing the missed feature promptly is a good Agile practice, calling an emergency standup might not be the most effective solution. In Agile, adjustments to the project plan should be made through regular ceremonies, such as sprint planning or backlog refinement. An emergency response might disrupt the team’s workflow and introduce unnecessary urgency.Option C: Meet with the customer and apologize for missing out on the feature in the first sprint.- While communication and transparency are essential in Agile, a mere apology without taking corrective action may not be sufficient. Agile encourages learning from mistakes and adapting processes to prevent similar issues in the future. A proactive approach to address the missed feature is more in line with Agile principles.Option D (Correct): Investigate the impact of the missed feature and obtain change request approval from the change control board.- This is the correct option. Agile projects often have a change control process to handle adjustments to the scope. Investigating the impact of the missed feature is crucial to understanding how it affects the project. Obtaining approval from the change control board aligns with the Agile practice of managing changes in a controlled and transparent manner. It also reflects the PMBOK Framework’s change control process, where changes are evaluated and approved before implementation.In summary, the correct answer is Option D: Investigate the impact of the missed feature and obtain change request approval from the change control board. This aligns with Agile principles of adapting to change and the PMBOK Framework’s change control process, ensuring that adjustments to the project scope are managed in a controlled and systematic way.It’s a very common misconception/myth that Agile projects do not have a Change Management Plan. Remember, even if changes in scope are welcome in Agile projects, you have to follow a process right? You just cannot keep doing changes out of ‘corridor requests’…that is not what is expected of a good project manager, be it Agile, Hybrid or Predictive. The only point of difference between handling changes in Agile projects vs. Predictive is, in Agile projects, the length of the CCB cycle is very very short compared to predictive cycles. Hence, Agile projects do have a scope management plan as well as a change management plan.Further reading: https://agilechangemanagement.co.uk/wp-content/uploads/2018/10/Introduction-to-Agile-Change-Management-v1.0-1.pdfhttps://en.itpedia.nl/2018/11/09/change-control-board-ccb-en-scrum/DomainPeople
Question 28:
In a team meeting, you are reviewing the risk register and issue log for a project. You notice that one of your team members is not performing at target and hence, lot of the deliverables from his side are delayed. What should you do as a project manager?
Summon the team member to your office and ask for an explanation from his end regarding the delay. Tell him to provide a mitigation plan immediately.
Call a meeting with the team member and work with him to understand the challenges he is facing and where you can break the barriers for him
Ask your other team members to help this person and you focus on other project priorities
Escalate the issue to your sponsor and ask that the person be removed from the team
Summon the team member to your office and ask for an explanation from his end regarding the delay. Tell him to provide a mitigation plan immediately.Correct answerCall a meeting with the team member and work with him to understand the challenges he is facing and where you can break the barriers for himAsk your other team members to help this person and you focus on other project prioritiesEscalate the issue to your sponsor and ask that the person be removed from the teamOverall explanationLet’s analyze each option in the context of project management principles, specifically drawing references from the Project Management Body of Knowledge (PMBOK) and associated concepts:Option A: Summon the team member to your office and ask for an explanation from his end regarding the delay. Tell him to provide a mitigation plan immediately.- This option adopts a confrontational approach and may not be the most effective way to address performance issues. While it is important to address delays and discuss mitigation plans, doing it in a manner that could be perceived as confrontational may not foster a positive and collaborative team environment.Option B (Correct): Call a meeting with the team member and work with him to understand the challenges he is facing and where you can break the barriers for him.- This is the correct option. It reflects a more collaborative and supportive approach. In project management, understanding the root causes of performance issues is crucial. Collaboratively working with the team member to identify challenges and finding ways to overcome them aligns with the PMBOK principle of stakeholder engagement and addressing team issues collaboratively.Option C: Ask your other team members to help this person, and you focus on other project priorities.- While teamwork and collaboration are essential, shifting the responsibility solely to other team members may not be the best approach. The project manager should actively engage with the team member experiencing challenges to ensure a supportive and collaborative environment. This option may not address the root cause of the performance issue.Option D: Escalate the issue to your sponsor and ask that the person be removed from the team.- Escalating the issue to the sponsor and recommending removal may be premature and may not align with the principles of team development and support. Escalation should be considered when other measures have been exhausted. It is generally better to first address and understand the issues collaboratively before taking such drastic steps.In summary, the correct answer is Option B: Call a meeting with the team member and work with him to understand the challenges he is facing and where you can break the barriers for him. This approach aligns with the principles of stakeholder engagement, collaboration, and addressing team issues collaboratively, as outlined in the PMBOK Framework.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management & leadershipDomainPeople
Question 29:
Your project team has recently achieved a key milestone for an iteration-based agile project. To do this, the team met critical technical requirements on a new process and performed the demonstration with the product owner. The team is now ready to move on to the next iteration cycle. What should be the next step here?
Perform appraisals for the team members
Document lessons learnt in a retrospective
Handover the project to the customer
Execute a sprint completion standup meeting
Perform appraisals for the team membersCorrect answerDocument lessons learnt in a retrospectiveHandover the project to the customerExecute a sprint completion standup meetingOverall explanationLet’s analyze each option in the context of Agile principles and project management practices, referencing the Project Management Body of Knowledge (PMBOK) and associated concepts:Option A: Perform appraisals for the team members.- While performance appraisals are important for ongoing performance management, they are not the immediate next step after achieving a key milestone in an iteration-based Agile project. Agile projects emphasize continuous improvement and collaboration, and individual appraisals are typically conducted at regular intervals rather than immediately after a milestone.Option B (Correct): Document lessons learned in a retrospective.- This is the correct option. In Agile, especially in Scrum, a retrospective is held at the end of each iteration or sprint to reflect on what went well, what could be improved, and how to implement those improvements in the next iteration. Documenting lessons learned in a retrospective aligns with the Agile principle of continuous improvement and is a recommended practice in the PMBOK Framework.Option C: Handover the project to the customer.- Handing over the project to the customer may be premature after achieving a milestone in an Agile project. Agile projects are iterative, and handing over the project typically occurs at the end of the entire project or at significant release points. Each iteration delivers potentially shippable increments, but the project may continue through multiple iterations.Option D: Execute a sprint completion standup meeting.- While standup meetings are a common practice in Agile projects, they are typically conducted daily during the sprint, not specifically at the end of a sprint. The end-of-sprint meeting is the sprint review and retrospective. Executing a sprint completion standup meeting as the immediate next step might not fully address the necessary activities for continuous improvement and learning.In summary, the correct answer is Option B: Document lessons learned in a retrospective. This aligns with Agile principles of continuous improvement, and it reflects the practice of holding a retrospective at the end of an iteration to capture lessons learned and enhance the team’s performance.Link to new ECO: Domain 1, Task 6 - Build a TeamLink to Agile Practice Guide: Section 5.2.1 - RetrospectivesDomainPeople
Question 30:
Stakeholder engagement includes implementing strategies and actions to promote the productive involvement of stakeholders. What is the correct sequence of navigating effective stakeholder engagement throughout the project? Arrange the following in order.
In your PMP Exam, you will be expected to drag & drop each of the following options in the correct sequence as asked in the question
1. Prioritize
2. Monitor
3. Engage
4. Identify
5. Understand & Analyze
1, 2, 4, 5, 3
2, 1, 3, 5, 4
4, 2, 1, 5, 3
4, 5, 1, 3, 2
1, 2, 4, 5, 32, 1, 3, 5, 44, 2, 1, 5, 3Correct answer4, 5, 1, 3, 2Overall explanationOption 4. The correct sequence of navigating effective stakeholder engagement is: Identify (High-level stakeholder identification may be carried out prior to forming the project team), Understand (Once stakeholders are identified, the project manager and the project team should seek to understand stakeholders’ feelings, emotions, beliefs, and values) and Analyse (Related to understanding the project stakeholders is the need to analyze aspects of each stakeholder’s position on and perspective of the project), Prioritize (On many projects, there are too many stakeholders involved for the project team to engage directly or effectively with all of them. Based on its analysis, the project team can complete an initial prioritization of stakeholders), Engage (Stakeholder engagement entails working collaboratively with stakeholders to introduce the project, elicit their requirements, manage expectations, resolve issues, negotiate, prioritize, problem solve, and make decisions), Monitor (The amount and effectiveness of stakeholder engagement is monitored throughout the project). Question based on PMBOK-7th edition (Performance Domain – 2.1 – Stakeholder). - Pg. 10Link to new PMP Exam ECO: Domain 2, Task 9 – Collaborate with stakeholders. DomainProcess
Question 31:
A project manager finds out that some critical project deliverables for a project is not met and for that reason, one of the key stakeholder is about to escalate the issue to the project sponsor. What should the project manager do to manage this stakeholder?
Review the project charter with the stakeholder
Review the quality control process with this stakeholder
Call a meeting with this stakeholder and his functional manager
Analyze the expectations & concerns of the stakeholder and review the project scope
Review the project charter with the stakeholderReview the quality control process with this stakeholderCall a meeting with this stakeholder and his functional managerCorrect answerAnalyze the expectations & concerns of the stakeholder and review the project scopeOverall explanationLet’s analyze each option in the context of project management principles, referencing the Project Management Body of Knowledge (PMBOK) and associated concepts:Option A: Review the project charter with the stakeholder.- While reviewing the project charter may provide context, it may not directly address the stakeholder’s concerns about critical project deliverables not being met. The project charter typically defines high-level project objectives, and in a situation where deliverables are not met, a more detailed analysis is needed.Option B: Review the quality control process with this stakeholder.- Focusing on the quality control process alone may not be sufficient to address the stakeholder’s concerns about unmet deliverables. Quality control is important, but the stakeholder’s escalation may involve broader issues related to project scope, timelines, or other aspects that need to be addressed comprehensively.Option C: Call a meeting with this stakeholder and his functional manager.- While communication is essential in project management, calling a meeting with the stakeholder and their functional manager may not directly address the issue at hand. This might look like an escalation. It’s important to analyze and understand the stakeholder’s expectations and concerns and take appropriate actions to address them.Option D (Correct): Analyze the expectations & concerns of the stakeholder and review the project scope.- This is the correct option. When a stakeholder is about to escalate issues, it’s crucial to understand their expectations and concerns. Reviewing the project scope is particularly important, as unmet deliverables may be related to scope issues. Analyzing stakeholder expectations aligns with the PMBOK principle of stakeholder management, emphasizing the need to understand and address stakeholder concerns.In summary, the correct answer is Option D: Analyze the expectations & concerns of the stakeholder and review the project scope. This approach aligns with effective stakeholder management and the need to address issues comprehensively by reviewing the project scope, which is a key aspect of project management outlined in the PMBOK Framework.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 32:
You are a project manager for a flow-based agile project and one of your stakeholders has come up with a highly complex requirement. This product feature will need a lot of background work and literature review. It is a totally new feature that has not been tested before on any of the platforms. Your team is also of the opinion that this feature is non-value adding and should not be necessary for the smooth functioning of the product. What is your best course of action as a project manager here?
Work out what needs to be true to get this feature enabled. Customer is the King
Go back to the stakeholder and work out with him the need of the feature and see that if you can meet the requirement in any other way
Say ‘no’ to the stakeholder for this feature. It is best to be transparent from the beginning as a servant leader
Explain the stakeholder why this feature is not necessary and try to dissuade him since your team thinks that way
Work out what needs to be true to get this feature enabled. Customer is the KingCorrect answerGo back to the stakeholder and work out with him the need of the feature and see that if you can meet the requirement in any other waySay ‘no’ to the stakeholder for this feature. It is best to be transparent from the beginning as a servant leaderExplain the stakeholder why this feature is not necessary and try to dissuade him since your team thinks that wayOverall explanationLet’s analyze each option in the context of project management principles, particularly in the Agile context and with references to the Project Management Body of Knowledge (PMBOK) and associated concepts:Option A: Work out what needs to be true to get this feature enabled. Customer is the King.- While customer satisfaction is a key principle in Agile, blindly accepting a highly complex requirement without proper analysis can lead to inefficiencies and may not align with the Agile principle of delivering value. It’s important to understand the customer’s needs, but it should be balanced with the principles of efficiency and value delivery.Option B (Correct): Go back to the stakeholder and work out with him the need for the feature and see if you can meet the requirement in any other way.- This is the correct option. Agile promotes collaboration and flexibility. Instead of immediately rejecting the stakeholder’s request, the project manager should engage in a conversation to understand the underlying need and explore alternative solutions. This aligns with the Agile principle of responding to change and finding the most efficient ways to deliver value.Option C: Say ‘no’ to the stakeholder for this feature. It is best to be transparent from the beginning as a servant leader.- While transparency is important, outright saying ‘no’ without understanding the stakeholder’s needs and exploring alternatives may not be the most collaborative approach. Agile project managers should work closely with stakeholders to find solutions that meet both their needs and the project goals.Option D: Explain to the stakeholder why this feature is not necessary and try to dissuade him since your team thinks that way.- Dissuading the stakeholder without a thorough understanding of the requirement and exploring alternatives may not be the best approach. It’s important to engage in a constructive conversation to understand the stakeholder’s perspective and find a solution that aligns with project goals. This approach is more in line with Agile collaboration principles.In summary, the correct answer is Option B: Go back to the stakeholder and work out with him the need of the feature and see if you can meet the requirement in any other way. This approach aligns with Agile principles of collaboration, responding to change, and finding the most efficient ways to deliver value. It also reflects the servant leadership concept, where the project manager works closely with stakeholders to understand their needs and find solutions that contribute to project success.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 33:
Your project team has fallen behind schedule on some tasks. You as a project manager try to manage this by taking priority calls on a few subsequent tasks. After a week you see that this reprioritization has not resolved the delay. You must now escalate the issue to stakeholders. To what project artifact should you refer to find the right way of escalation?
Communications management plan
Change management plan
Risk management plan
Stakeholder analysis
Correct answerCommunications management planChange management planRisk management planStakeholder analysisOverall explanationOption A: Communications management plan (CORRECT).- The Communications Management Plan outlines how communication should be conducted on the project, including the escalation process for issues. When a project team falls behind schedule, it becomes necessary to communicate this to stakeholders, and the Communications Management Plan provides guidance on who needs to be informed, how the information should be communicated, and the frequency of communication. Effective communication is crucial for managing stakeholder expectations, and the plan should guide the project manager on the appropriate channels and methods for escalating schedule delays.Option B: Change management plan.- The Change Management Plan primarily focuses on handling changes to the project scope. While schedule delays may require adjustments to the project plan, they may not always be considered changes in the traditional sense. The Change Management Plan may not explicitly address the escalation process for schedule delays.Option C: Risk management plan.- The Risk Management Plan focuses on identifying, assessing, and managing project risks. While schedule delays can be considered risks, the Risk Management Plan may not be the primary source of guidance for escalating issues related to delays. It primarily deals with the proactive identification and mitigation of risks rather than the aftermath of schedule delays.Option D: Stakeholder analysis.- While stakeholder analysis is crucial for understanding stakeholders’ needs and preferences, it may not provide explicit guidance on how to escalate schedule delays. The Stakeholder Analysis helps in determining the communication preferences and engagement levels of stakeholders, but the specific process for escalating schedule delays may not be detailed in the stakeholder analysis.In summary, the correct answer is Option A: Communications management plan. This aligns with the PMBOK principle of effective communication and the importance of having a plan that guides how project information, including issues and delays, is communicated to stakeholders.Link to new ECO: Domain 2, Task 2, Manage CommunicationsLink to Process Group Practice Guide: Pg. 206 - Communications Management PlanDomainProcess
Question 34:
Match the following diagrams (A, B, C, D) with their correct project life cycle definitions (1,2,3,4)
1. Predictive
2. Iterative
3. Incremental
4. Agile
A-1, B-2, C-3, D-4
A-4, B-2, C-1, D-3
A-4, B-2, C-3, D-1
A-1, B-2, C-4, D-3
A-1, B-2, C-3, D-4Correct answerA-4, B-2, C-1, D-3A-4, B-2, C-3, D-1A-1, B-2, C-4, D-3Overall explanationThe project life cycle refers to the series of phases that a project goes through from initiation to closure. Different project management methodologies employ various life cycle approaches. Here are definitions for four common project life cycles:1-C. Predictive (Waterfall) Life Cycle: - Definition: In a predictive life cycle, also known as the waterfall model, the project progresses through a sequence of well-defined phases in a linear and sequential manner. Each phase must be completed before moving on to the next. This life cycle is highly structured and suitable for projects where requirements are well understood and unlikely to change significantly. - Characteristics: Sequential, structured, phases (requirements, design, implementation, testing, deployment), minimal flexibility for changes after the project begins.2-B. Iterative Life Cycle: - Definition: In an iterative life cycle, the project is divided into small, manageable parts or iterations. Each iteration goes through the phases of planning, designing, implementing, and testing. After completing one iteration, the project team reviews and refines the work, incorporating lessons learned, and then moves on to the next iteration. - Characteristics: Repetitive cycles, progressive refinement, allows for flexibility and adjustments after each iteration, delivers a potentially shippable product incrementally.3-D. Incremental Life Cycle: - Definition: Similar to the iterative life cycle, the incremental life cycle divides the project into smaller components or increments. However, each increment represents a portion of the entire project’s scope, and each increment is developed and delivered separately. The project grows incrementally with each iteration, adding new features or capabilities. - Characteristics: Multiple deliverable increments, each increment adds to the overall project scope, allows for partial product functionality after each increment.4-A. Agile Life Cycle: - Definition: Agile is an iterative and incremental approach to project management and software development that emphasizes flexibility, collaboration, and customer satisfaction. Agile methodologies, such as Scrum or Kanban, focus on delivering small, incremental releases of a product, continuously adapting to changing requirements through frequent feedback and collaboration. - Characteristics: Emphasizes customer collaboration, welcomes changes to requirements, iterative and incremental development, prioritizes working software over comprehensive documentation, promotes adaptability and continuous improvement.These project life cycles offer different approaches to managing projects based on factors such as project complexity, uncertainty, and the level of flexibility required in responding to changes during the project.Question based on PMBOK-7th edition (Performance Domain – 2.3 – Development Approach and Life Cycle). Link to new PMP Exam ECO: Domain 2, Task 13 – Determine appropriate project methodology/methods and practices.DomainProcess
Question 35:
A flow-based agile is experiencing delays in version releases. Mostly the reasons for the delays are unforeseen and unexpected. They never come up and get addressed in daily standups or iteration reviews. How can this issue be addressed as a servant leader?
Use Kanban boards to see the flow of work and progress limits and use impediment removal boards
Hold your team accountable to address the reasons for delay
Use crashing & fast-tracking to make up for the delays
Organize a training for your team to understand how to plan agile projects effectively
Correct answerUse Kanban boards to see the flow of work and progress limits and use impediment removal boardsHold your team accountable to address the reasons for delayUse crashing & fast-tracking to make up for the delaysOrganize a training for your team to understand how to plan agile projects effectivelyOverall explanationIn a flow-based Agile environment experiencing delays in version releases due to unforeseen and unexpected reasons, the focus is on addressing issues as a servant leader. Let’s analyze each option in the context of servant leadership and Agile principles:Option A (Correct): Use Kanban boards to see the flow of work and progress limits and use impediment removal boards.- This is the correct option. In a flow-based Agile approach, Kanban is often used to visualize the flow of work and set work-in-progress limits. Impediment removal boards help identify and address obstacles that may be causing delays. This approach aligns with Agile and Kanban principles, emphasizing transparency, continuous improvement, and the removal of impediments to enhance flow.Option B: Hold your team accountable to address the reasons for delay.- While accountability is important in Agile, simply holding the team accountable may not address the root causes of unforeseen delays. A servant leader focuses on supporting the team and facilitating solutions rather than placing blame. This option may not fully embrace the collaborative and supportive nature of servant leadership.Option C: Use crashing & fast-tracking to make up for the delays.- Crashing and fast-tracking are terms associated with traditional project management and critical path method. In an Agile environment, the focus is on adaptability and continuous improvement rather than attempting to compress schedules artificially. This option doesn’t align with the Agile principles of responding to change and prioritizing individuals and interactions over processes and tools.Option D: Organize a training for your team to understand how to plan agile projects effectively.- While training can be beneficial, organizing a training session may not directly address the unforeseen and unexpected issues causing delays in version releases. A more immediate and targeted approach, such as using Kanban boards and impediment removal boards, would be more aligned with addressing the current issues.In summary, the correct answer is Option A: Use Kanban boards to see the flow of work and progress limits and use impediment removal boards. This option aligns with the servant leadership approach and Agile principles, focusing on visualizing work, managing flow, and promptly addressing impediments to enhance the team’s performance.Link to new ECO: Domain 1, Task 7 - Address and remove impediments, obstacles, and blockers for the teamLink to Agile Practice Guide: Kanban Method - Section A3.4DomainPeople
Question 36:
A project manager for an IT infrastructure development project is describing the roles and responsibilities of each individual in the project team in order to avoid any conflict and coordination. The project manager is also establishing clear expectations regarding acceptable behaviour by project team members. Which project artifact is the project manager working on?
Resource Management Plan
Team Charter
Resource Log
Work Breakdown Structure
Resource Management PlanCorrect answerTeam CharterResource LogWork Breakdown StructureOverall explanationIn this scenario, the project manager is describing roles and responsibilities, establishing clear expectations, and focusing on avoiding conflicts and facilitating coordination within the project team. Let’s analyze each option in the context of project management principles:Option A: Resource Management Plan.- The Resource Management Plan primarily focuses on how project resources, including human resources, will be identified, allocated, and managed throughout the project. While it may include some information about roles and responsibilities, it may not explicitly address team coordination, behavioral expectations, or conflict resolution. Therefore, it is not the most appropriate choice in this context.Option B (Correct): Team Charter.- The Team Charter is the correct answer. A Team Charter defines the purpose, objectives, scope, and participants of a project. It also outlines roles and responsibilities, expectations, and behavioral guidelines for team members. It is a foundational document that helps establish a shared understanding among team members, fostering a collaborative and effective working environment. The Team Charter is particularly beneficial in avoiding conflicts and promoting coordination within the team.Option C: Resource Log.- The Resource Log typically includes details about the resources assigned to the project, but it may not provide the comprehensive guidance on roles, responsibilities, and behavioral expectations required for effective team management. This option is less relevant to the scenario described.Option D: Work Breakdown Structure (WBS).- The Work Breakdown Structure is a hierarchical decomposition of the total scope of work to be carried out by the project team. While it is a crucial planning tool, it does not explicitly address roles, responsibilities, and team behavioral expectations. It is more focused on organizing and defining the scope of work.In summary, the correct answer is Option B: Team Charter. The Team Charter is a key project artifact that helps in defining and documenting roles, responsibilities, and behavioral expectations, fostering a positive team environment. This aligns with the PMBOK Framework’s emphasis on effective team management and communication.Link to Process Group Practice Guide: Pg. 240, Team CharterLink to new ECO: Domain 1, Task 1: Manage conflictDomainPeople
Question 37:
In the Earned Value Analysis Chart below, which measure among A, B, C or D signifies Variance At Completion (VAC)? For hotspot type questions in your PMP Exam, you would be expected to click on any one option from A, B, C or D on the diagram below:
A
B
C
D
ABCCorrect answerDOverall explanationOption 4: VAC is an earned value management measure that forecasts the amount of budget deficit or surplus at the end of a project at any given point in time. It is expressed as the difference between the budget at completion (BAC) and the estimate at completion (EAC). Question based on PMBOK-7th edition (Performance Domain – 2.7 – Measurement). Link to new PMP Exam ECO: Domain 3, Task 2: Evaluate and deliver project benefits and value (Verify measurement system is in place to track benefits)DomainProcess
Question 38:
After project charter approval, the project manager invites all the stakeholders including the sponsor to a meeting. The purpose of the meeting is to align the team towards common objectives and deliverables for the project. What is the most likely output of this meeting?
Project scope statement
WBS dictionary
Requirements management plan
Milestone list
Correct answerProject scope statementWBS dictionaryRequirements management planMilestone listOverall explanationThe situation presented in the question is after the approval of the project charter, where the project manager is convening a meeting with stakeholders, including the sponsor, to align the team towards common objectives and deliverables. The key aspect here is aligning the team and establishing common objectives. A. Project Scope Statement (Correct Answer) - The project scope statement is a key output of the Define Scope process in the Project Scope Management knowledge area. It defines the project’s scope, major deliverables, assumptions, and constraints. - In the scenario described, after the project charter approval, the meeting with stakeholders, including the sponsor, is an appropriate time to further refine and detail the project scope. Aligning the team towards common objectives and deliverables would involve clarifying and documenting the project scope, making option A the most likely output.B. WBS Dictionary (Incorrect) - The Work Breakdown Structure (WBS) dictionary provides detailed information about each component in the WBS. - While the WBS is important for breaking down the project into manageable pieces, creating the WBS dictionary is typically done during the Create WBS process, which is part of the Scope Management knowledge area. It is not the most likely output immediately after the project charter approval meeting focused on alignment.C. Requirements Management Plan (Incorrect) - The Requirements Management Plan is part of the Project Management Plan and is developed as part of the Plan Scope Management process. - While alignment towards common objectives may involve discussing requirements, the development of the Requirements Management Plan is not the most likely immediate output of the described meeting. This plan is more related to how requirements will be collected, documented, and managed throughout the project.D. Milestone List (Incorrect) - A milestone list identifies and describes the project’s key milestones. - While milestones are important for tracking progress and achieving objectives, developing a milestone list is typically done in the Define Activities process, which is part of the Time Management knowledge area. It is not the most likely output immediately after the project charter approval meeting focused on alignment.In summary, the correct answer is A (Project Scope Statement) because refining and detailing the project scope align with the scenario described in the question. Options B, C, and D are incorrect because they are either not the most likely immediate outputs or are associated with processes that occur later in the project management process.Link to new ECO: Domain 2, Task 8: Plan and manage scopeLink to Process Group Practice Guide: Table 9.1 - Elements of Project Scope StatementDomainProcess
Question 39:
A project manager is managing the construction of an industrial park in a special economic zone which is currently in the planning stage. He notices that a particular stakeholder is quite resistant to sign off on the project management plan because he does not believe in the project’s success criteria. The support and engagement from this stakeholder is crucial to the project’s success. What should the project manager do to have the buy-in of this stakeholder?
Develop stakeholder engagement assessment matrix
Update the risk register
Escalate to the functional manager of the stakeholder
Review the project charter with the stakeholder
Correct answerDevelop stakeholder engagement assessment matrixUpdate the risk registerEscalate to the functional manager of the stakeholderReview the project charter with the stakeholderOverall explanationOption A: A stakeholder engagement assessment matrix (SAM) supports a comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery. It is a key tool & technique in the planning stage for stakeholder management. Note that we are in the planning stage and hence, SAM is in making. So, it’s a high probability that this is the correct option. Also, note what Process Group Practice Guide states about SAM: Described in Figure 10.22, Pg. 300-301.The stakeholder engagement assessment matrix, shown in Figure 10.22, displays gaps between current and desired engagement levels of individual stakeholders, it can be further analyzed in this process to identify additional communication requirements (beyond the regular reports) as a method to close any engagement level gaps. Stakeholder Assessment Matrix does not end at creating the matrix only but doing an assessment of that matrix to develop an action plan to close the gaps. Most common WRONG answer choice (D): The reason why D is not the correct option: Reviewing an already approved project charter will not change the engagement level of the stakeholder. He already knows the success criteria and there will be nothing new for him in the review and shift his engagement level.Updating the risk register (Option B) or escalation (option C) are not relevant/non-value added when compared to the scenario in question.Link to new ECO: Domain 1, Task 4: Empower team members and stakeholdersLink to Process Group Practice Guide: Figure 10.22, Pg. 300-301.DomainPeople
Question 40:
In the following risk response plan table, select the best suitable response plans (A, B, C, D) against the identified risks (1, 2, 3, 4). In your PMP Exam, you will be expected to drag & drop the best-suited response plans (A, B, C, D) to mitigate the identified risks (1, 2, 3, 4)
1-A, 2-B, 3-C, 4-D
1-C, 2-D, 3-B, 4-A
1-C, 2-A, 3-D, 4-B
1-D, 2-C, 3-B, 4-A
1-A, 2-B, 3-C, 4-DCorrect answer1-C, 2-D, 3-B, 4-A1-C, 2-A, 3-D, 4-B1-D, 2-C, 3-B, 4-AOverall explanationOption 2: 1-C, 2-D, 3-B, 4-A
Question based on PMBOK-7th edition (Performance Domain – 2.8 – Uncertainty). Link to new PMP Exam ECO: Domain 2, Task 3: Assess and manage risks (Determine risk management options)DomainProcess
Question 41:
The workload for your project is very high and all of your internal resources are overloaded. You discuss this issue with your project team & they propose that you outsource some scope of the project to an external agency. Which project artifact should ideally be revised first?
Project scope statement
Resource management plan
Procurement management plan
Requirements traceability matrix
Project scope statementResource management planCorrect answerProcurement management planRequirements traceability matrixOverall explanationThe scenario presented in the question involves a high workload and overloaded internal resources. The project team suggests outsourcing some scope to an external agency. The key consideration here is the need to revise a project artifact in response to this situation.C. Procurement Management Plan (Correct Answer) - The Procurement Management Plan is part of the Project Management Plan and provides the approach for obtaining goods and services from external sources. - In the given scenario, when the project team suggests outsourcing some scope to an external agency, it triggers the need to revisit and potentially update the Procurement Management Plan. This plan outlines the procurement approach, types of contracts, and how the procurement process will be managed. The decision to outsource part of the project scope would impact this plan, making it the most appropriate artifact to revise.A. Project Scope Statement (Incorrect) - The Project Scope Statement defines the project’s scope, major deliverables, assumptions, and constraints. - While outsourcing might impact the overall project scope, the initial focus, in this case, is on the procurement aspect rather than redefining the project scope. The Procurement Management Plan is more directly associated with the outsourcing decision.B. Resource Management Plan (Incorrect) - The Resource Management Plan details how project resources will be allocated, controlled, and released. - While the scenario mentions high workload and overloaded internal resources, the proposed solution involves outsourcing to external agencies rather than revising the internal resource allocation plan. Therefore, the Resource Management Plan is not the most immediate artifact to be revised. To initiate the procurement process of external suppliers, you need to start with procurement management plan first.D. Requirements Traceability Matrix (Incorrect) - The Requirements Traceability Matrix (RTM) is a document that links requirements to their origin and traces them throughout the project life cycle. - The decision to outsource part of the project scope does not directly impact the RTM, as the RTM is more concerned with managing and tracing requirements. It is not the most immediate artifact to be revised in response to the proposed outsourcing.In summary, the correct answer is C (Procurement Management Plan) because the scenario involves a decision to outsource part of the project, triggering the need to revisit and potentially update the plan that governs how procurement will be managed. Options A, B, and D are incorrect because they are either not the most immediate artifacts to be revised or are associated with processes that are not directly impacted by the outsourcing decision.Link to new ECO: Domain 2, Task 11: Plan and manage procurementLink to Process Group Practice Guide: Procurement Management Plan - Pg. 31DomainProcess
Question 42:
An agile project team has completed an iteration that has added an aligned number of features (which were submitted in form of user stories) to the product. Now they want to illustrate the features and solicit feedback in a demonstration/review meeting. Which of the following statements is true for an agile-managed project?
An agile team delivers a predicted completion date for a project upfront
Agile teams focus on mathematical and planned measurements for project delivery
Agile team focus on empirical and value-based measurements for project delivery
It is a key characteristic of an agile project to plan the end product very meticulously upfront
An agile team delivers a predicted completion date for a project upfrontAgile teams focus on mathematical and planned measurements for project deliveryCorrect answerAgile team focus on empirical and value-based measurements for project deliveryIt is a key characteristic of an agile project to plan the end product very meticulously upfrontOverall explanationThe scenario presented in the question involves an agile project team completing an iteration and wanting to illustrate features and solicit feedback in a demonstration/review meeting.C. Agile team focuses on empirical and value-based measurements for project delivery (Correct Answer) - Agile frameworks, such as Scrum, emphasize empirical process control, which is based on experience, observation, and experimentation. - Agile values feedback and prioritizes delivering value to the customer. The focus is on delivering increments of the product in short iterations and adapting based on feedback. Therefore, the statement that agile teams focus on empirical (based on observation and experience) and value-based measurements for project delivery is accurate.A. An agile team delivers a predicted completion date for a project upfront (Incorrect) - Agile projects typically do not aim to deliver a predicted completion date upfront. Instead, they embrace change and adapt to evolving requirements throughout the project. - Agile methodologies value responding to change over following a plan, and the iterative nature of agile allows for adjustments in scope and priorities based on ongoing feedback. The focus is on delivering value, not on adhering strictly to initially predicted completion dates.B. Agile teams focus on mathematical and planned measurements for project delivery (Incorrect) - Agile teams prioritize working solutions over comprehensive documentation and formal measurements. - While agile projects use metrics, the emphasis is on empirical data and feedback rather than rigid mathematical measurements. The iterative and adaptive nature of agile encourages a flexible approach to project delivery.D. It is a key characteristic of an agile project to plan the end product very meticulously upfront (Incorrect) - Agile projects do involve planning, but the emphasis is on adaptive planning and responding to change over following a detailed plan created upfront. - The Agile Manifesto values “responding to change over following a plan.” Agile methodologies encourage continuous planning and adaptation throughout the project based on the evolving understanding of requirements and priorities.In summary, the correct answer is C (Agile team focuses on empirical and value-based measurements for project delivery) because it aligns with the principles of agile methodologies, which prioritize adaptability, feedback, and delivering value to the customer. Options A, B, and D are incorrect because they misrepresent key characteristics and priorities of agile project management.Link to new ECO: Domain 1, Task 2 : Lead a TeamLink to Agile Practice Guide: The Agile Manifesto - Section 2.2DomainPeople
Question 43:
A highway construction project, currently facing significant delays and on a tight schedule, risks major setbacks with any further delays. The project manager has received a notification from local legal authorities about a violation of environmental laws, demanding an immediate meeting. However, the project manager cannot leave the project site, as it would cause construction delays in the absence of supervision.
What is the best course of action here?
Complete the phase of construction that’s going on and then visit the legal authorities
Visit the legal authorities and assess options to delegate construction management works temporarily
Ask one of the legal authority representatives to visit you at site explaining the criticality of the ongoing project
Inform the client about the situation and ask them to sort this out with the legal authorities
Complete the phase of construction that’s going on and then visit the legal authoritiesCorrect answerVisit the legal authorities and assess options to delegate construction management works temporarilyAsk one of the legal authority representatives to visit you at site explaining the criticality of the ongoing projectInform the client about the situation and ask them to sort this out with the legal authoritiesOverall explanationB. Visit the legal authorities and assess options to delegate construction management works temporarily (Correct Answer) - This option reflects a proactive and problem-solving approach. By visiting the legal authorities, the project manager can understand the severity of the environmental law violation and discuss potential solutions. - Assessing options to delegate construction management works temporarily shows a willingness to address the issue while minimizing project delays. Delegating tasks could allow the project manager to attend the meeting and ensure that the project progresses despite the challenges.A. Complete the phase of construction that’s going on and then visit the legal authorities (Incorrect) - Completing the phase of construction before addressing the legal authorities may lead to further delays, especially if immediate action is required to rectify the environmental law violation. - The situation demands immediate attention, and postponing the meeting with legal authorities until the completion of the current construction phase may worsen the impact of the violation.C. Ask one of the legal authority representatives to visit you at the site explaining the criticality of the ongoing project (Incorrect) - While communication is crucial, expecting legal authority representatives to visit the site may not be a practical solution. - The urgency of the meeting and the need for the project manager to actively participate in resolving the issue make this option less viable.D. Inform the client about the situation and ask them to sort this out with the legal authorities (Incorrect) - While communication with the client is important, the responsibility for addressing legal matters usually falls on the project manager. - Involving the client directly in dealing with legal authorities may not be the most effective or efficient way to handle the situation, as it is typically the project manager’s responsibility to manage project issues.In summary, the correct answer is B (Visit the legal authorities and assess options to delegate construction management works temporarily) because it demonstrates a proactive approach to resolving the environmental law violation while considering options to ensure ongoing construction management. Options A, C, and D are incorrect due to their potential to exacerbate delays or not effectively address the immediate need to deal with the legal authorities.Link to new ECO: Domain 3, Task-1: Plan and Manage Project ComplianceLink to PMBOK 7th Ed. - Section 3.1 - StewardshipDomainBusiness Environment
Question 44:
Tailoring is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand. Arrange the following steps of tailoring in their ideal order of execution. (In your PMP Exam you can be asked to drag & drop each of the following options to arrange them in their correct order)
(1) Implement ongoing improvement
(2) Tailor for organization
(3) Tailor for project
(4) Select initial development approach
1-2-3-4
4-2-1-3
4-2-3-1
4-1-3-2
1-2-3-44-2-1-3Correct answer4-2-3-14-1-3-2Overall explanationOption 3: 4-2-3-1. Projects exist in environments that may have an influence on them. Prior to tailoring, the project environment needs to be analyzed and understood. Tailoring typically begins by selecting a development and delivery approach, tailoring it for the organization, tailoring it for the project, and then implementing its ongoing improvement. Select Initial Development Approach: This step determines the development approach that will be used for the project. Project teams apply their knowledge of the product, delivery cadence, and awareness of the available options to select the most appropriate development approach for the situation. Tailor for the organization: While project teams own and improve their processes, organizations often require some level of approval and oversight. Organizations that have established process governance need to ensure tailoring is aligned to policy. Tailor for the project: Depending on the product/deliverable, project team, and culture, the appropriate delivery approach, life cycle, tools, methods, and artifacts need to be defined. Implement Ongoing Improvement: The process of tailoring is not a single, one-time exercise. During progressive elaboration, issues with how the project team is working, how the product or deliverable is evolving, and other learnings will indicate where further tailoring could bring improvements. Question based on PMBOK 7th Edition, Section 3.4: Tailoring ProcessLink to new PMP Exam ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices DomainProcess
Question 45:
You are in the monitor and control project work process for your project and you notice that a lot of changes are being proposed by the stakeholders and each one of them has a very different opinion about the changes. Everyone thinks that his/her change request should get the maximum priority. What should you do as a project manager to resolve this?
Try to accommodate all changes in the project scope and ask your sponsor for extra funds
Reject all the changes and only take those into account which you feel is right for the project
Ensure that the change management plan is followed by everyone to raise a request
Update the risk register for a schedule delay risk since you know for sure that handling so many changes will definitely delay the project completion
Try to accommodate all changes in the project scope and ask your sponsor for extra fundsReject all the changes and only take those into account which you feel is right for the projectCorrect answerEnsure that the change management plan is followed by everyone to raise a requestUpdate the risk register for a schedule delay risk since you know for sure that handling so many changes will definitely delay the project completionOverall explanationC. Ensure that the change management plan is followed by everyone to raise a request (Correct Answer) - The Change Management Plan is a crucial component of the Project Management Plan. It provides guidance on how change requests will be assessed, approved, and implemented. - In a situation where stakeholders have different opinions about changes, it is important to ensure that the established change management plan is followed. This plan typically involves a structured process for submitting, evaluating, and prioritizing change requests, ensuring that changes are assessed based on predefined criteria and the project’s objectives.A. Try to accommodate all changes in the project scope and ask your sponsor for extra funds (Incorrect) - Trying to accommodate all changes without proper evaluation and prioritization can lead to scope creep, resource constraints, and increased project costs. - While stakeholders may have valid concerns, the project manager should follow a structured change management process rather than immediately seeking additional funds without a clear understanding of the impact on the project objectives.B. Reject all the changes and only take those into account which you feel is right for the project (Incorrect) - Rejecting all changes without a proper evaluation can lead to stakeholder dissatisfaction and may overlook valuable insights or improvements. - Project managers should follow an objective and structured process for assessing and prioritizing change requests rather than making subjective decisions based on personal opinions.D. Update the risk register for a schedule delay risk since you know for sure that handling so many changes will definitely delay the project completion (Incorrect) - While it’s important to assess the potential impact of changes on the project schedule, immediately updating the risk register without following the change management process may not address the root cause. - The primary focus should be on managing changes through the established change management plan rather than prematurely assuming schedule delays.In summary, the correct answer is C (Ensure that the change management plan is followed by everyone to raise a request) because it aligns with the best practice of adhering to a structured change management process to evaluate and prioritize changes objectively. Options A, B, and D are incorrect because they involve taking unilateral actions without proper assessment or following established project management processes.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to new ECO: Domain 2, Task 10 - Manage project changesLink to Process Group Practice Guide: Section 7.2 - Perform Integrated Change ControlDomainProcess
Question 46:
Your project team has recently achieved a key milestone for an iteration-based agile project. To do this, the team met critical technical requirements on a new process and performed the demonstration with the product owner. As a part of the project status report to be sent out to the key stakeholders, you plan to add a screenshot of a chart that visually captures work (story points) completed vs. plan. Which chart is being referred to here?
Iteration burndown chart
Iteration burnup chart
Iteration Gantt Chart
Spike display chart
Iteration burndown chartCorrect answerIteration burnup chartIteration Gantt ChartSpike display chartOverall explanationB. Iteration burnup chart (Correct Answer) - The Iteration Burnup Chart is a visual representation that shows the work completed (burnup) against the planned work (scope) over time. - In an agile project, particularly in iteration-based development, the burnup chart is an effective way to illustrate progress. It provides a clear comparison of completed work (in story points) against the planned work, offering stakeholders a visual snapshot of the team’s performance during a specific iteration.A. Iteration burndown chart (Incorrect) - The Iteration Burndown Chart is another visual tool used in agile projects, but it typically represents the remaining work (effort or story points) over time. - While burndown charts are valuable for tracking work completion, they focus on the remaining work to be done, not the total work completed, which is what the question is asking for.C. Iteration Gantt Chart (Incorrect) - Gantt charts are used to represent project schedules and dependencies over time, but they don’t specifically capture work completed against the plan in the context of agile iterations. - An Iteration Gantt Chart would typically display tasks and their dependencies in a timeline format but may not be the most suitable for illustrating work completed vs. plan in the agile context.D. Spike display chart (Incorrect) - A Spike is a time-boxed research activity in agile projects to explore potential solutions or address uncertainties. - A Spike Display Chart is not a standard agile chart, and it doesn’t directly represent work completed vs. plan in the way that the question describes. It’s more related to managing technical uncertainties.In summary, the correct answer is B (Iteration burnup chart) because it aligns with the scenario of an agile project achieving a key milestone, and the project manager wanting to add a screenshot of a chart that visually captures work completed vs. plan. Options A, C, and D are incorrect as they either focus on different aspects of project tracking or are not commonly used in the context described in the question.Link to new ECO: Domain 2, Task 6: Plan and manage scheduleLink to Agile Practice Guide: Figure 5.2 - Burnup ChartDomainProcess
Question 47:
In the execution stage of a project, the project manager is spending a lot of time in daily firefighting. Every day there are new challenges, impediments & blockers which needs to be resolved for the team. Which of the following strategies would be ideal for the project manager?
Escalate to his sponsor the daily issues and seek direction from him
Execute the project management plan and quality management plan
Let the team members solve problem and do reviews with them occasionally
Work with team to identify & prioritize risks and develop risk response plan
Escalate to his sponsor the daily issues and seek direction from himExecute the project management plan and quality management planLet the team members solve problem and do reviews with them occasionallyCorrect answerWork with team to identify & prioritize risks and develop risk response planOverall explanationD. Work with the team to identify & prioritize risks and develop a risk response plan (Correct Answer) - The scenario involves the project manager facing daily challenges and impediments during the execution stage. Working with the team to identify and prioritize risks aligns with proactive risk management. - The process of identifying and prioritizing risks allows the team to anticipate potential issues, and developing a risk response plan enables the project manager and the team to be prepared and respond effectively to the challenges they encounter.A. Escalate to his sponsor the daily issues and seek direction from him (Incorrect) - Escalating daily issues to the sponsor may not be the most effective strategy, especially if the issues are operational or within the project team’s control. - Sponsors typically deal with high-level project issues, and daily firefighting might be better handled at the project team level. Seeking direction from the sponsor for every daily issue may not be a practical or efficient approach.B. Execute the project management plan and quality management plan (Incorrect) - While executing the project management plan and quality management plan is essential, these plans may not specifically address the daily firefighting and challenges described in the scenario. - The project management plan provides guidance for project execution, but it may not cover the detailed day-to-day issues and impediments the project manager is facing.C. Let the team members solve problems and do reviews with them occasionally (Incorrect) - While empowering the team to solve problems is important, the scenario describes a situation where daily challenges and impediments need resolution. - Relying solely on team members to solve problems without the project manager’s active involvement and guidance may not be the most effective approach in this context.In summary, the correct answer is D (Work with the team to identify & prioritize risks and develop a risk response plan) because it emphasizes proactive risk management, helping the project manager and the team anticipate and address the challenges faced during the execution stage. Options A, B, and C are incorrect as they may not directly address the daily firefighting and challenges described in the scenario or may not be the most efficient approach in this context.Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)Link to Process Group Practice Guide: Section 5.22 - Plan Risk ResponsesDomainPeople
Question 48:
What is the best course of action as a project manager when the project team members do not comply with the communications management plan and do not have a shared understanding of how communications need to flow during a project?
Hold a video conference with the team members and tell them that following the communications plan is important
Review the communications management plan with team and tailor it where needed
Escalate to the functional managers of the team members
Review the risk management plan with the team members
Hold a video conference with the team members and tell them that following the communications plan is importantCorrect answerReview the communications management plan with team and tailor it where neededEscalate to the functional managers of the team membersReview the risk management plan with the team membersOverall explanationB. Review the communications management plan with the team and tailor it where needed (Correct Answer) - When team members are not complying with the communications management plan and lack a shared understanding, the best course of action is to review and possibly tailor the plan to address their needs. - Communication plans should be adaptable, and it’s important to ensure that the plan aligns with the team’s requirements. This approach allows for a collaborative effort in refining the plan based on the team’s communication preferences and needs.A. Hold a video conference with the team members and tell them that following the communications plan is important (Incorrect) - While communication is important, simply telling the team members to follow the communications plan without addressing their concerns or understanding their perspective may not effectively resolve the issue. - It’s crucial to engage in a two-way communication process and involve the team in reviewing and tailoring the communications management plan.C. Escalate to the functional managers of the team members (Incorrect) - Escalating the issue to functional managers may be premature and might create unnecessary hierarchy in addressing communication challenges. - The first step should be to work directly with the team to understand their concerns and tailor the communications management plan before involving higher management.D. Review the risk management plan with the team members (Incorrect) - While the risk management plan is an essential aspect of project management, it may not directly address the issue of non-compliance with the communications management plan. - Reviewing the risk management plan is not the most relevant or targeted response to the specific problem described in the question.In summary, the correct answer is B (Review the communications management plan with the team and tailor it where needed) because it involves a collaborative effort with the team to understand their communication needs and adapt the plan accordingly. Options A, C, and D are incorrect because they either do not directly address the issue of non-compliance with the communications management plan or involve escalation without first attempting to resolve the issue at the team level.Link to new ECO: Domain 1, Task 2: Lead a TeamLink to Process Group Practice Guide - Communications Management Plan - Pg. 206DomainPeople
Question 49:
Tailoring is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand. Match the tailoring suggestions (A, B, C, D) with their most appropriate situations (1, 2, 3, 4) in the table below:
In your PMP Exam, you would be expected to drag and drop the tailoring suggestions (A, B, C, D) to match their most appropriate situations (1, 2, 3, 4).
1-A, 2-C, 3-B, 4-D
1-C, 2-A, 3-D, 4-B
1-C, 2-D, 3-A, 4-B
1-D, 2-C, 3-B, 4-A
1-A, 2-C, 3-B, 4-DCorrect answer1-C, 2-A, 3-D, 4-B1-C, 2-D, 3-A, 4-B1-D, 2-C, 3-B, 4-AOverall explanationOption 2: 1-C, 2-A, 3-D, 4-B
Question based on PMBOK 7th Edition, Section 3: Tailoring. Link to new PMP Exam ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 50:
Following a security breach, an emergency cyber-security patch needs to be deployed to all the regional offices of a major financial institution very soon. The network integration, compatibility and programming constraints are a few impediments which can delay the deployment significantly. However, once the minimum viable product is delivered, the rest of the patch can be rolled out without any variation.
Which project management approach should be most suited in this scenario?
A fully predictive approach with individual focus on the regional offices
A set of agile deployment iterations embedded in a predictive approach
A set of predictive deployments embedded in an initial agile iteration
A fully agile approach with dependencies and deployments combined in each iteration
A fully predictive approach with individual focus on the regional officesA set of agile deployment iterations embedded in a predictive approachCorrect answerA set of predictive deployments embedded in an initial agile iterationA fully agile approach with dependencies and deployments combined in each iterationOverall explanationC. A set of predictive deployments embedded in an initial agile iteration (Correct Answer) - This option suggests using a hybrid approach where initial agile iterations focus on addressing the network integration, compatibility, and programming constraints. Once the minimum viable product (MVP) is delivered, the rest of the patch can be deployed predictively. - A hybrid approach allows for flexibility in addressing immediate concerns using agile iterations, while predictive deployments cater to the known constraints that can be addressed more traditionally.A. A fully predictive approach with individual focus on the regional offices (Incorrect) - A fully predictive approach may not be suitable in this scenario because it might not provide the necessary flexibility to address the immediate security breach and the constraints associated with network integration, compatibility, and programming. - A purely predictive approach might lead to delays in deploying the emergency cyber-security patch.B. A set of agile deployment iterations embedded in a predictive approach (Incorrect) - While incorporating agile deployment iterations is a step in the right direction, this option suggests a predominant predictive approach with agile elements embedded. Given the urgency of the security breach, it’s more efficient to have a predominant agile approach with predictive elements where necessary.D. A fully agile approach with dependencies and deployments combined in each iteration (Incorrect) - While an agile approach is beneficial for responding quickly to changing requirements and delivering increments, the scenario mentions known constraints that can cause significant delays if not addressed predictively (standard deployment across regional offices once the MVP is validated) - A fully agile approach may not be optimal when there are aspects of the project that are better suited for a more predictive, planned approach, especially when dealing with dependencies and constraints.In summary, the correct answer is C (A set of predictive deployments embedded in an initial agile iteration) because it combines the flexibility of agile iterations with the predictability needed to address known constraints. Options A, B, and D are incorrect because they either lean too heavily toward predictive or agile approaches without considering the unique characteristics of the scenario.Link to new ECO: Domain 2, Task 13: Project Life CyclesLink to PMBOK 7th Edition - Section 2.3 - Development approach and life cyclesDomainPeople
Question 51:
In this Agile execution practice, the entire team meets and discusses the acceptance criteria of the work product. Then tests are created which allows the team to write just enough codes and automated texts to meet the criteria. Which execution practice is being talked about here?
Continuous Integration
Acceptance Test-Driven Development (ATDD)
Spikes
Fishbowl window
Continuous IntegrationCorrect answerAcceptance Test-Driven Development (ATDD)SpikesFishbowl windowOverall explanationB. Acceptance Test-Driven Development (ATDD) (Correct Answer) - The described practice aligns with Acceptance Test-Driven Development (ATDD). In ATDD, the entire team collaboratively defines acceptance criteria, and tests are created based on these criteria before writing code. - ATDD helps ensure that the team has a shared understanding of the expected outcomes, and it encourages the development of just enough code and automated tests to meet the acceptance criteria.A. Continuous Integration (Incorrect) - Continuous Integration (CI) is a practice where code changes are automatically integrated into a shared repository multiple times a day. While CI is essential in an agile environment, the scenario is more focused on the collaborative creation of acceptance criteria and tests, which is more aligned with ATDD.C. Spikes (Incorrect) - Spikes are time-boxed research activities in agile projects, typically used to explore potential solutions or address uncertainties. The scenario does not describe a spike but rather emphasizes the collaborative creation of acceptance criteria and tests, which is a characteristic of ATDD.D. Fishbowl window (Incorrect) - The fishbowl technique involves having a group of people discussing a topic or working on a task while others observe either physically or virtually. It’s a technique for collaborative work but is not directly related to the described practice of discussing acceptance criteria and creating tests before writing code.In summary, the correct answer is B (Acceptance Test-Driven Development - ATDD) because it accurately describes the agile execution practice where the entire team meets to discuss acceptance criteria and then creates tests before writing code to meet those criteria. Options A, C, and D are incorrect because they do not align with the described practice of collaborative creation of acceptance criteria and tests in the context of agile execution.Check Pg. 56 of PMBOK Agile Practice Guide for more details. Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 52:
An agile team has shown remarkable progress in the first three iterations. However, in the fourth iteration, the pace of the team has gone abnormally low without any apparent reason. Which of the following is most likely to cause this?
The team has moved from Norming stage to Storming stage
The team has worked on low complexity user stories in the first three iterations
With the onset of Technical Debt, the team’s output will keep on dropping till the cause has been eliminated
It is most likely that a few underperforming team members are pulling the progress down
The team has moved from Norming stage to Storming stageCorrect answerThe team has worked on low complexity user stories in the first three iterationsWith the onset of Technical Debt, the team’s output will keep on dropping till the cause has been eliminatedIt is most likely that a few underperforming team members are pulling the progress downOverall explanationOption 2 (correct): The team has worked on low complexity user stories in the first three iterations. This is the most likely reason for the issue at hand because simple user stories can be completed faster than more complex user stories.Technical Debt in software development occurs when the development team takes shortcuts iteration after iteration for increasing the speed of the delivery, and the deviations (due to the unaligned shortcuts) cumulate over time to create a major gap in functionality. It is important to note that Technical Debt does not happen abruptly but happens gradually over time if no action is taken to control the deviations. But in this scenario, the drop in speed has been seen abruptly in the 4th iteration, after the first 3 which went very well. Hence, option 3 is incorrect. The presence of an underperforming team member (if at all present in the team) was also true for the first 3 sprints. Then why it is special in the 4th iteration? Hence, option 4 is also incorrect. Finally, according to Tuckman’s ladder, it’s unlikely that a team will regress from the norming stage to the storming stage again. Hence, option 1 is also incorrect. Question based on Agile Practice Guide - Table 5.1 - Agile pain points & troubleshooting/Technical DebtLink to new PMP Exam ECO: Domain 2, Task 6: Plan and Manage Schedule (Measure ongoing progress based on methodology). DomainProcess
Question 53:
A project manager is asked to use the company’s new system of schedule estimation after he has already completed the same using a classical method. The new system is complicated and will add at least 3 weeks of additional time to the project. The project sponsor is not aligned with extending the schedule. However, as per company guidelines, the new process must be followed to obtain approval for moving ahead to the execution phase. What should the project manager do?
Try to muscle his way with the existing estimates and let the project timeline slip. It would anyways slip if the new system is used for estimation
Go back to the planning phase and start working the project schedule with the new system
Send an email to the stakeholders that a new system of scheduling has been adopted and there will be a 3 week delay in the project
Communicate that the current estimation of project timelines may require an update, and seek alignment from the company to start the execution with the condition that the project schedule will be updated per the new system parallelly.
Try to muscle his way with the existing estimates and let the project timeline slip. It would anyways slip if the new system is used for estimationGo back to the planning phase and start working the project schedule with the new systemSend an email to the stakeholders that a new system of scheduling has been adopted and there will be a 3 week delay in the projectCorrect answerCommunicate that the current estimation of project timelines may require an update, and seek alignment from the company to start the execution with the condition that the project schedule will be updated per the new system parallelly.Overall explanationD. Communicate that the current estimation of project timelines may require an update, and seek alignment from the company to start the execution with the condition that the project schedule will be updated per the new system parallelly (Correct Answer) - This option reflects a proactive and transparent approach. It acknowledges the need for alignment with the company’s new scheduling system but also recognizes the importance of starting the execution phase promptly. - By seeking alignment to start execution while concurrently working on updating the project schedule with the new system, the project manager demonstrates a commitment to both following company guidelines and managing stakeholder expectations.A. Try to muscle his way with the existing estimates and let the project timeline slip. It would anyways slip if the new system is used for estimation (Incorrect) - Attempting to force the use of existing estimates without addressing the company’s new system is not a recommended approach. It lacks transparency and may lead to a misalignment with company guidelines.B. Go back to the planning phase and start working the project schedule with the new system (Incorrect) - While it’s important to align with the company’s new system, going back to the planning phase and starting the project schedule anew might introduce unnecessary delays. - The more practical approach is to seek alignment for starting the execution while concurrently working on updating the schedule with the new system.C. Send an email to the stakeholders that a new system of scheduling has been adopted and there will be a 3-week delay in the project (Incorrect) - Simply notifying stakeholders of a delay without actively seeking alignment or addressing the scheduling system transition may lead to resistance and misalignment with company guidelines. - Effective communication involves seeking understanding and agreement rather than just informing stakeholders of changes.In summary, the correct answer is D (Communicate that the current estimation of project timelines may require an update, and seek alignment from the company to start the execution with the condition that the project schedule will be updated per the new system parallelly) because it combines transparency, alignment-seeking, and a commitment to updating the schedule in line with the new system. Options A, B, and C are incorrect as they either lack alignment with the new system, introduce unnecessary delays, or don’t actively seek stakeholder agreement.Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersLink to PMBOK 7th Edition: Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 54:
Your team is trying their best to address several blocked items on the Kanban Board, but they still happen to remain as it is. Inputs over multiple sprint retrospectives have revealed that the impediments could be traced back to the Finance Department Head. You have done multiple meetings with the Finance Head, but he still comes out as a resistant stakeholder. What should you do next as a project manager?
Align the Finance Head for budgetary compensation that is proportional to the delays owing to lack of cooperation
Develop an information radiator which ranks stakeholders as per their active support in the project goal
Find out other stakeholders who can help you to find a workaround the impediments caused by the department head
Use Stakeholder Analysis and identify a stakeholder who can influence the Finance Head
Align the Finance Head for budgetary compensation that is proportional to the delays owing to lack of cooperationDevelop an information radiator which ranks stakeholders as per their active support in the project goalFind out other stakeholders who can help you to find a workaround the impediments caused by the department headCorrect answerUse Stakeholder Analysis and identify a stakeholder who can influence the Finance HeadOverall explanationD. Use Stakeholder Analysis and identify a stakeholder who can influence the Finance Head (Correct Answer) - This option aligns with the principles of Stakeholder Analysis, a key project management process. It involves identifying and assessing stakeholders and their level of influence and interest. - In this scenario, where the Finance Head is resistant, identifying another stakeholder with influence over the Finance Head can help address the impediments. This aligns with effective stakeholder management.A. Align the Finance Head for budgetary compensation that is proportional to the delays owing to lack of cooperation (Incorrect) - Offering budgetary compensation based on delays caused by lack of cooperation might be seen as an attempt to influence through rewards, which may not be the most effective strategy. - While financial incentives can be motivators, it’s important to first address the resistance and seek cooperation through effective communication and stakeholder management.B. Develop an information radiator which ranks stakeholders as per their active support in the project goal (Incorrect) - Developing an information radiator to rank stakeholders based on their support may create a negative environment and further strain relationships. - Transparency is important, but creating a ranking system might not be the most constructive approach to addressing resistance from the Finance Head.C. Find out other stakeholders who can help you to find a workaround the impediments caused by the department head (Incorrect) - While seeking support from other stakeholders is a valid approach, the question emphasizes using Stakeholder Analysis to identify a stakeholder who can influence the Finance Head. - Simply finding a workaround might not address the root cause of the resistance from the Finance Head.In summary, the correct answer is D (Use Stakeholder Analysis and identify a stakeholder who can influence the Finance Head) because it aligns with effective stakeholder management, addressing the resistance by identifying influential stakeholders who can help overcome the impediments. Options A, B, and C are incorrect because they either focus on inappropriate means of influence or don’t directly address the need to identify influencers to manage the resistance effectively.Question based on PMBOK 7th Edition. Performance Domain: Stakeholder (Stakeholder Analysis). Link to New PMP Exam ECO: Domain 2, Task 15: Manage Project Issues (Collaborate with relevant stakeholders on the approach to resolve the issues) DomainProcess
Question 55:
During a sprint planning meeting, some of the backlog items are prioritized with the help of the product owner. However, the project manager finds out that the backlog items have not been estimated. The product owner mentions the need of a validation exercise to verify features before progressing.
What should be done before adding the items to the sprint backlog?
Use expert judgement based on similar validation exercises done previously
Develop the acceptance criteria and Definition of Ready (DoR) before estimation
Define a new spike including the backlog items
Assess the need of the backlog items in the sprint retrospective
Use expert judgement based on similar validation exercises done previouslyCorrect answerDevelop the acceptance criteria and Definition of Ready (DoR) before estimationDefine a new spike including the backlog itemsAssess the need of the backlog items in the sprint retrospectiveOverall explanationB. Develop the acceptance criteria and Definition of Ready (DoR) before estimation (Correct Answer) - In Agile methodologies, the Definition of Ready (DoR) outlines the criteria that must be met before a backlog item is considered ready for estimation and inclusion in a sprint. - By developing acceptance criteria and defining the DoR before estimation, the team ensures a clear understanding of what needs to be done, allowing for more accurate estimations and successful sprint planning.A. Use expert judgment based on similar validation exercises done previously (Incorrect) - While expert judgment can be valuable, relying solely on past experiences might not be sufficient, especially when dealing with new backlog items that require validation exercises. - The scenario emphasizes the need for a validation exercise specific to the features in question, making option A less suitable.C. Define a new spike including the backlog items (Incorrect) - A Spike is a time-boxed research activity in Agile projects, typically used to explore potential solutions or address uncertainties. However, the scenario doesn’t necessarily suggest the need for a Spike. - Developing acceptance criteria and defining the DoR would be more relevant for ensuring the backlog items are ready for estimation.D. Assess the need of the backlog items in the sprint retrospective (Incorrect) - The sprint retrospective is a meeting held at the end of a sprint to review and improve the process. It is not the appropriate time to assess the need for backlog items before including them in the sprint. - The Definition of Ready (DoR) should be established before estimation during the sprint planning meeting, ensuring that backlog items are well-defined and meet the necessary criteria.In summary, the correct answer is B (Develop the acceptance criteria and Definition of Ready (DoR) before estimation) because it aligns with Agile principles, emphasizing the importance of having clear acceptance criteria and a well-defined DoR before estimating and including backlog items in a sprint. Options A, C, and D are incorrect as they either rely too heavily on past experiences, introduce unnecessary spikes, or suggest assessing the need for backlog items in the retrospective, which is not the appropriate time for such assessment.Link to new ECO: Domain 2 Task 2: Plan and manage scopeLink to Agile Practice Guide: Definition of Ready - Pg. 151DomainPeople
Question 56:
Business justification analysis methods are associated with authorizing or justifying a project or a decision. The outcomes of the following analyses are often used in a business case that justifies undertaking a project. Match the various methods (A, B, C, D) with their definitions (1, 2, 3, 4). In your PMP Exam, you would be expected to drag & drop 1, 2, 3, 4 to match the correct option A, B, C, D.
A-1, B-2, C-3, D-4
A-2, B-4, C-1, D-3
A-2, B-3, C-4, D-1
A-1, B-4, C-2, D-3
A-1, B-2, C-3, D-4Correct answerA-2, B-4, C-1, D-3A-2, B-3, C-4, D-1A-1, B-4, C-2, D-3Overall explanationOption 2. Question based on PMBOK 7th Edition Model, Methods & Artifacts: Commonly used methods. Also mentioned in Section 2.7.2.5 - Business ValueLink to New PMP Exam ECO: Domain 3, Task 2: Evaluate and deliver project benefits and value (Verify measurement system is in place to track benefits)DomainBusiness Environment
Question 57:
Estimating methods are used to develop an approximation of work, time, or cost on a project. Match the various estimation methods (A, B, C, D) with their definitions (1, 2, 3, 4). In your PMP Exam, you would be expected to drag & drop 1, 2, 3, 4 to match the correct option A, B, C, D.
A-3, B-1, C-4, D-2
A-4, B-1, C-2, D-3
A-4, B-1, C-3, D-2
A-4, B-3, C-1, D-2
A-3, B-1, C-4, D-2A-4, B-1, C-2, D-3A-4, B-1, C-3, D-2Correct answerA-4, B-3, C-1, D-2Overall explanationOption 4. Question based on PMBOK 7th Edition Model, Methods & Artifacts: Commonly used methods. Also mentioned in Section 4.4.2 - EstimatingLink to New PMP Exam ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices.DomainProcess
Question 58:
The manufacturing excellence department of a razor manufacturer enthusiastically approved the agile team’s mid-project demo of a pick-and-place automation system to enable the productivity of assembly line workers. However, the final product was considered unusable due to the very low reliability of the system to perform the use-case operation as per design. What should the project manager do to avoid these kinds of failures in the future?
Contact directly with the customer department who defines the product requirements
Ensure all releases goes through a robust testing procedure
Create a realistic situation of an end-user condition and test the project before rollout
Plan for end users to test prototypes and incremental releases in their production environment
Contact directly with the customer department who defines the product requirementsEnsure all releases goes through a robust testing procedureCreate a realistic situation of an end-user condition and test the project before rolloutCorrect answerPlan for end users to test prototypes and incremental releases in their production environmentOverall explanationOption 4 (Correct). Plan for end users to test prototypes and incremental releases in their production environment. This will ensure that there is sufficient proof of principle of the application before deployment.Option 1 (Incorrect): Contacting directly with the customer department that defines the product requirements will not help to solve the situation in the future because the core issue here is not something related to product requirements. And also, the ‘customer’ is not always the ‘end user’Option 2 (Incorrect): Ensuring that all releases go through a robust testing procedure might end up delivering a wrong solution (even if with a high level of reliability) not meeting the use-case requirements.Option 3 (Incorrect): Creating a realistic situation of an end-user condition and testing the whole project before rollout might not be commercially viable for the organization since automation projects are generally quite high-ticket items.Link to new ECO: Domain 2, Task 1: Execute project with the urgency required to deliver business valueLink to PMBOK 7th Ed - Business Value - Section 2.7.2.5DomainProcess
Question 59:
A project has experienced some changes in performance, and some risks have occurred. EAC and BAC now differ as a result. The project sponsor is asking for an estimate of the cost of the project at completion. Which of the following is true?
BAC may no longer be reasonable given the changes in performance, so the project manager should use EAC to forecast the cost at completion.
EAC may no longer be reasonable given the changes in performance, so the project manager should use BAC to forecast the cost at completion.
BAC may no longer be reasonable given the changes in performance, so the project manager should use ETC to forecast the cost at completion.
EAC may no longer be reasonable given the changes in performance, so the project manager should use ETC to forecast the cost at completion.
Correct answerBAC may no longer be reasonable given the changes in performance, so the project manager should use EAC to forecast the cost at completion.EAC may no longer be reasonable given the changes in performance, so the project manager should use BAC to forecast the cost at completion.BAC may no longer be reasonable given the changes in performance, so the project manager should use ETC to forecast the cost at completion.EAC may no longer be reasonable given the changes in performance, so the project manager should use ETC to forecast the cost at completion.Overall explanationOption 1. Options 2, 3, and 4 are not viable responses because the question is asking for an estimate at completion (EAC), not an estimate to complete (ETC). Additionally, when changes in performance or risks occur on the project, it may cause BAC to no longer make sense. When that is the case, the project manager needs to switch to the EAC to project the cost at completion. Please refer to my EVM Course on Udemy to know more about this topic: https://bit.ly/EVM_PMPWITHRAYIn Earned Value Management (EVM), several key performance indicators are used to assess the health and performance of a project. BAC, EAC, and ETC are three of these indicators:1. BAC (Budget at Completion): - BAC represents the total budgeted cost of the project. It is the original baseline cost estimate for the entire project, outlining the total cost that was initially planned to be spent on the project from start to finish. BAC is established during the project planning phase and serves as a reference point for assessing project performance.2. EAC (Estimate at Completion): - EAC is an estimate of the total cost required to complete the project. It is a forecasted or revised estimate based on the project’s actual performance and current conditions. EAC takes into account the actual costs incurred to date and incorporates an estimate for the remaining work. There are several methods for calculating EAC, such as the EAC = AC + (BAC - EV) formula.3. ETC (Estimate to Complete): - ETC is an estimate of the additional cost required to complete the remaining work in the project. It represents the projected cost of completing the remaining project work based on the actual performance and current conditions. ETC is calculated as the EAC - AC, providing an indication of the expected cost for completing what remains of the project.In summary:- BAC is the planned total budget for the project.- EAC is the forecasted total cost to complete the project, considering actual performance.- ETC is the estimated additional cost to complete the remaining work in the project at a particular point in timeThese metrics are fundamental in Earned Value Management for assessing project performance, predicting future costs, and making informed decisions to keep the project on track. They are often used in conjunction with other EVM metrics, such as Earned Value (EV), Actual Cost (AC), and Schedule Performance Index (SPI) to provide a comprehensive view of project health and progress.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to Process Group Practice Guide - Earned Value Calculations Summary Table - 10.1DomainProcess
Question 60:
LensMade.Com, an online eye care company is losing market share to competitors due to slow go-to-market process. The agile team of LensMade.Com has been provided the direction by the product owner to restrict the number of features of a product and release versions more quickly to reduce the go-to-market time. How will this request impact the planning?
A prioritized backlog with only basic functionalities to deliver small increments
An updated product vision reflecting a user-driven release roadmap
A reprioritized sprint backlog to work on less complex stories first
A reduction in increments to enable faster product releases
Correct answerA prioritized backlog with only basic functionalities to deliver small incrementsAn updated product vision reflecting a user-driven release roadmapA reprioritized sprint backlog to work on less complex stories firstA reduction in increments to enable faster product releasesOverall explanationA. A prioritized backlog with only basic functionalities to deliver small increments (Correct Answer) - This option aligns with Agile principles and the direction given by the product owner to restrict the number of features and release versions more quickly. By having a prioritized backlog with only basic functionalities, the team can focus on delivering small increments in a quicker time frame, addressing the need to reduce the go-to-market time.B. An updated product vision reflecting a user-driven release roadmap (Incorrect) - While having a user-driven release roadmap is a good practice in Agile, the scenario specifically mentions the product owner’s direction to restrict the number of features and release versions more quickly. Option B introduces the idea of an updated product vision, which may not align with the immediate need to reduce go-to-market time by restricting features. Product vision development needs time and a lot of senior leadership involvement.C. A reprioritized sprint backlog to work on less complex stories first (Incorrect) - While reprioritizing the sprint backlog is a common Agile practice, the scenario emphasizes the need to restrict the number of features and release versions more quickly. Option C focuses on complexity rather than the product owner’s directive to prioritize basic functionalities for quicker releases. - Reprioritized sprint backlog to work on less complex stories first may give faster releases but not linked to the business need. We cannot assume that providing simpler releases faster would generate enough value for the customer (refer to the concept of MVP – Minimum Viable Product)D. A reduction in increments to enable faster product releases (Incorrect) - This option suggests reducing increments, which may not align with the Agile principle of delivering value in small, frequent increments. The goal is to deliver small increments more quickly, not necessarily reduce the overall number of increments.In summary, the correct answer is A (A prioritized backlog with only basic functionalities to deliver small increments) because it directly addresses the product owner’s directive to restrict the number of features and release versions more quickly, aligning with Agile principles of delivering value incrementally. Options B, C, and D are incorrect as they introduce concepts that may not align with the specific directive given in the scenario.Link to Agile Practice Guide: Section 5.2.2 - Backlog PreparationLink to new ECO: Domain 2, Task 1: Execute project with the urgency required to deliver business valueDomainProcess
Question 1:
A vaccination rollout program is being managed using agile methodology. What is the core goal for the delivery of a project managed through Agile Methodology?
Speed of execution
Manage cost
Correctness of solution
Customer value via frequent deliveries and feedback
Speed of executionManage costCorrectness of solutionCorrect answerCustomer value via frequent deliveries and feedbackOverall explanationThe correct answer to the question is option D: “Customer value via frequent deliveries and feedback.”Explanation:Option A (Speed of execution): While speed is often a benefit of agile methodologies, it is not the core goal. Agile methodologies prioritize delivering customer value and adapting to change over simply executing quickly. The Agile Manifesto values “working solutions over comprehensive documentation,” emphasizing the importance of delivering value to the customer.Option B (Manage cost): Cost management is an important aspect of project management, but in agile methodologies, the primary focus is on delivering customer value. Agile projects are more flexible and adaptive to changes in requirements, and cost management is seen as part of the overall project management process, not the core goal.Option C (Correctness of solution): While correctness is important, agile methodologies recognize that requirements can evolve, and the focus is on delivering a solution that meets the customer’s needs. Continuous feedback and iterative development are key components of agile, allowing for adjustments to ensure the final solution is correct and valuable to the customer.Option D (Customer value via frequent deliveries and feedback): This is the correct answer. Agile methodologies, as outlined in the Agile Manifesto and Agile Practice Guide, prioritize delivering customer value through frequent deliveries and obtaining feedback from the customer. Agile emphasizes iterative development, collaboration with customers, and responding to change over following a rigid plan.In summary, the Agile Methodology core goal is to deliver customer value through frequent deliveries and feedback, making option D the correct answer. The other options (A, B, and C) do not fully capture the central principles of agile project management.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Section 2.2 - Agile ManifestoDomainProcess
Question 2:
A project is developing an application to assess the probability of cancer by studying radiology scans. The intent is to provide an accurate assessment rather than frequent reports. What is the ideal type of project management methodology in such a situation where the degree of change is very high but the frequency of delivery is low?
Agile
Iterative
Predictive
Incremental
AgileCorrect answerIterativePredictiveIncrementalOverall explanationOption B (Iterative): In situations where the degree of change is high, and the frequency of delivery is low, an iterative approach can be more suitable. Iterative development involves repeating cycles of development, allowing for continuous refinement and improvement. It enables the project team to make adjustments based on feedback and changes in requirements to deliver a final product with accuracy.Now, let’s discuss why the other options are incorrect:Option A (Agile): Agile methodologies, as outlined in the Agile Manifesto and Agile Practice Guide, emphasize frequent deliveries and adaptability to change. In the scenario described, where the intent is to provide an accurate assessment with a low frequency of delivery, Agile may not be the most suitable choice.Option C (Predictive): Predictive (or traditional) project management approaches involve planning the entire project upfront and adhering to the plan. In a situation with a high degree of change, predictive methods may struggle to accommodate evolving requirements effectively.Option D (Incremental): Incremental development involves delivering the project in parts, with each increment adding a portion of the final product’s features. While this approach allows for some flexibility, it may not be as conducive to continuous refinement and adjustment as the iterative approach.In summary, Option B (Iterative) is the most suitable in a scenario with a high degree of change and a low frequency of delivery, as it allows for continuous refinement and improvement based on feedback and changing requirements.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to PMBOK 7th Edition - Section 2.3 - Development approach and life cycleDomainProcess
Question 3:
High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and are documented in the ‘Assumptions Log’. During which process the assumptions log for a project is created first?
Develop project charter
Develop risk management plan
Develop project resilience
Collect Requirements
Correct answerDevelop project charterDevelop risk management planDevelop project resilienceCollect RequirementsOverall explanationOption 1: The assumption log is first created during the ‘develop project charter’ process. Check the ITTO Chart for Develop Project Charter - Figure 4.2 - Process Group Practice Guide.Link to new ECO: Domain 2, Task-9: Integrate project planning activitiesAn assumption log in project management is a document that records the assumptions made by the project team during the development of the project charter. Assumptions are factors that are considered to be true, real, or certain for planning purposes, even though they may not be proven or guaranteed. The purpose of the assumption log is to document these assumptions explicitly, making them visible and transparent to all stakeholders.During the Develop Project Charter process, the assumption log is typically created as part of the project initiation phase. Assumptions play a crucial role in project planning because they can significantly impact the project’s success if they turn out to be incorrect. By documenting assumptions, the project team and stakeholders can be aware of the potential risks associated with these assumptions.Key components of an assumption log include:1. Assumption Description: A clear and concise statement that identifies the assumption. This could relate to various aspects of the project, such as scope, schedule, resources, or external factors.2. Basis for the Assumption: The information or rationale that supports the assumption. This helps stakeholders understand why the assumption was made and what factors influenced it.3. Impact of the Assumption: An assessment of the potential consequences if the assumption proves to be incorrect. Understanding the impact helps the project team plan for contingencies or alternative approaches.4. Owner: The person or group responsible for monitoring the assumption throughout the project lifecycle. This ensures accountability for tracking and validating assumptions.5. Status: The current status of the assumption (e.g., open, closed, validated). Regular updates may be necessary as more information becomes available or as the project progresses.By maintaining an assumption log, the project team can manage risks more effectively, identify areas of uncertainty, and communicate openly with stakeholders about the project’s underlying assumptions. This contributes to better decision-making and helps prevent surprises or challenges that may arise due to invalidated assumptions.DomainProcess
Question 4:
During a backlog refinement meeting, one of the client’s employees asks the product owner for a new feature. The product owner is unsure of who has the authority to approve this request. To what document should the product owner refer first?
RACI matrix
Resource Assignment Matrix
Change Management Plan
Scope document
RACI matrixResource Assignment MatrixCorrect answerChange Management PlanScope documentOverall explanationOption 3: Change management plan. It documents the process of evaluating, submitting and approving/rejecting a change during a project. It also lays down the authorities of approvals for a change (Sponsor/CCB etc.). Link to new ECO: Domain 2, Task 10 - Manage project changes.Link to Agile Practice Guide: Section 6.1 - Change management in AgileIt’s a very common misconception/myth that Agile projects do not have a Change Management Plan. Remember, even if changes in scope are welcome in Agile projects, you have to follow a process right? You just cannot keep doing changes out of ‘corridor requests’…that is not what is expected of a good project manager, be it Agile, Hybrid or Predictive. The only point of difference between handling changes in Agile projects vs. Predictive is, in Agile projects, the length of the CCB cycle is very very short compared to predictive cycles. Hence, Agile projects do have a scope management plan as well as a change management plan.Further reading: https://agilechangemanagement.co.uk/wp-content/uploads/2018/10/Introduction-to-Agile-Change-Management-v1.0-1.pdfDomainProcess
Question 5:
You are a quality manager for a continuous improvement project. You would want to identify a sampling strategy for a population on basis of 3 categories of the standard of living (high, medium, low). Which type of sampling strategy would you be using here?
Attribute sampling
Variable sampling
Control sampling
Category sampling
Correct answerAttribute samplingVariable samplingControl samplingCategory samplingOverall explanationLet’s analyze each option and identify the correct one based on project management principles, specifically referring to the Project Management Body of Knowledge (PMBOK) and associated concepts.The question is about identifying a sampling strategy for a population based on three categories of the standard of living (high, medium, low) for a continuous improvement project. Here are the explanations for each option:A. Attribute Sampling (Correct Answer): - Attribute sampling is used when dealing with discrete data and focuses on the presence or absence of a certain characteristic within a given sample. - In this case, the three categories of standard of living (high, medium, low) are discrete attributes. Attribute sampling is suitable for this situation as it helps in categorizing items into different attributes.B. Variable Sampling (Incorrect): - Variable sampling is used when the data being measured is on a continuous scale. - The question mentions three categories of the standard of living, which implies discrete categories, not continuous variables. Therefore, variable sampling is not the appropriate choice.C. Control Sampling (Incorrect): - Control sampling is not a recognized sampling strategy in the context of the PMBOK or project management methodologies. - The question is focused on identifying a sampling strategy based on categories of the standard of living, and control sampling does not align with this context.D. Category Sampling (Incorrect): - While the term “Category Sampling” might sound relevant, it is not a recognized or standard term within the PMBOK or project management methodologies. - The correct term for dealing with categories in sampling is usually “Attribute Sampling.”In summary, the correct answer is Option A (Attribute Sampling) because it aligns with the nature of the data (categories of standard of living) and is a recognized sampling strategy in the context of project management, as per PMBOK guidelines.Link to new ECO: Domain 2, Task - 7: Plan and manage quality of product/deliverableLink to Process Group Practice Guide: Pg. 302, Statistical SamplingDomainProcess
Question 6:
A project manager is currently in the planning stage of her project. She has finalized the team charter of the project and now she wishes to illustrate visually the project team members, their roles, along with the work package that has been assigned to them. Which tool or technique should she be using for this task?
Organizational breakdown structure
Risk Breakdown Structure
Responsibility Assignment Matrix
Resource Planning Chart
Organizational breakdown structureRisk Breakdown StructureCorrect answerResponsibility Assignment MatrixResource Planning ChartOverall explanationLet’s analyze each option and identify the correct one based on project management principles, specifically referring to the Project Management Body of Knowledge (PMBOK) and associated concepts.A. Organizational Breakdown Structure (Incorrect): - The Organizational Breakdown Structure (OBS) is primarily used to illustrate the hierarchical structure of the organization and the relationships between different organizational units. - It does not specifically focus on illustrating project team members, their roles, and the work packages assigned to them. Therefore, it is not the most appropriate tool for the given task.B. Risk Breakdown Structure (Incorrect): - The Risk Breakdown Structure (RBS) is a tool used for organizing and representing project risks. - It does not address the visualization of project team members, their roles, and assigned work packages. Hence, it is not suitable for the planning stage task described in the question.C. Responsibility Assignment Matrix (Correct Answer): - The Responsibility Assignment Matrix (RAM) is a tool that visually illustrates the project team members, their roles, and the work packages or activities assigned to them. - It is commonly used in the planning stage to clarify and communicate roles and responsibilities within the project team. The RAM helps ensure that each project activity or work package has a clear owner.D. Resource Planning Chart (Incorrect): - The Resource Planning Chart is not a standard term or tool recognized in the PMBOK or project management methodologies. - The description of the question, focusing on team members, their roles, and assigned work packages, aligns more closely with the concept of a Responsibility Assignment Matrix.In summary, the correct answer is Option C (Responsibility Assignment Matrix). The Responsibility Assignment Matrix is a widely used tool in project management to visually depict the roles and responsibilities of project team members, making it an appropriate choice for the task described in the question during the planning stage of the project.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to Process Group Practice Guide: Responsibility Assignment Matrix (RAM) - Pg. 293DomainProcess
Question 7:
The sponsor for an agile-led project wants an estimate for the completion date. What is the best way to estimate the duration of an agile project?
Calculate basis average story points completed/iteration vs. the total story points in scope
Calculate basis average duration of completion of each timebox
Calculate basis critical path method
Calculate basis the PERT technique
Correct answerCalculate basis average story points completed/iteration vs. the total story points in scopeCalculate basis average duration of completion of each timeboxCalculate basis critical path methodCalculate basis the PERT techniqueOverall explanationLet’s analyze each option and identify the correct one based on project management principles, specifically referring to the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Calculate based on average story points completed/iteration vs. the total story points in scope (Correct Answer): - Agile projects often use story points to estimate the effort required for user stories. Calculating the average story points completed per iteration compared to the total story points in scope provides a basis for estimating the completion date. - Agile projects typically work in iterations, and this approach aligns with Agile principles by using historical data (average story points completed per iteration) to forecast project completion.B. Calculate based on average duration of completion of each timebox (Incorrect): - Timeboxing is an Agile practice where a fixed time period (timebox) is allocated for a specific activity. However, calculating the average duration of completion for each timebox is not necessarily the best way to estimate the overall project completion date.C. Calculate based on critical path method (Incorrect): - The Critical Path Method (CPM) is a scheduling technique used in traditional project management to determine the sequence of activities that must be completed on time for the project to finish on schedule. However, in Agile projects, the focus is more on iterative and incremental development, making the critical path less relevant in this context.D. Calculate based on the PERT technique (Incorrect): - Program Evaluation and Review Technique (PERT) is a technique used for estimating the duration of a project by considering three estimates for each activity (optimistic, most likely, and pessimistic). While PERT can be useful, it may be more detailed than necessary for Agile projects, which emphasize adaptability and responsiveness over detailed upfront planning.In summary, the correct answer is Option A (Calculate based on average story points completed/iteration vs. the total story points in scope). This approach aligns with Agile principles, focusing on iteration-based estimation and using historical data to project the completion date. It is a more suitable and relevant method for estimating the duration of an agile project compared to the other options.Link to new ECO: Domain 2, Task 6: Plan and manage scheduleLink to Agile Practice Guide - Common Agile Practices - Section 5.2DomainProcess
Question 8:
In the final stages of an iteration-based agile project, the sponsor is unhappy with the execution as the project duration is trending at 48 weeks compared to the initial commitment of 40 weeks. The primary reason for the delay is scope creep, with the customer continuously adding new features. Despite about 3-4 weeks’ worth of story points remaining, the project’s scope has increased from the baseline of 542 story points to 679 story points.
Which is the best data representation to show to the sponsor in the context of this situation?
Feature chart
Iteration burndown chart
Iteration burnup chart
Gantt chart
Correct answerFeature chartIteration burndown chartIteration burnup chartGantt chartOverall explanationLet’s analyze each option and identify the correct one based on project management principles, specifically referring to the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Feature Chart (Correct Answer): - A feature chart, also known as a scope chart, provides a visual representation of the project’s scope, including the addition of new features over time. Given that the primary issue is scope creep due to continuous addition of new features, a feature chart would effectively illustrate this to the sponsor.B. Iteration Burndown Chart (Incorrect): - An iteration burndown chart typically tracks the completion of work within a specific iteration against time. It may not be the best representation for illustrating the overall project scope and the impact of scope changes.C. Iteration Burnup Chart (Incorrect): - While an iteration burnup chart shows work completed against the original scope, it might not be the most effective way to highlight the continuous increase in scope throughout the project. It is more focused on depicting completed work within iterations.D. Gantt Chart (Incorrect): - Gantt charts are useful for displaying tasks and their dependencies over time, providing a visual representation of the project schedule. However, they may not be as effective in illustrating changes in project scope and the impact on project duration, especially in an agile context.In summary, the correct answer is Option A (Feature Chart). A feature chart is the most suitable data representation for showing the sponsor the continuous increase in project scope, specifically due to scope creep with the addition of new features. It provides a clear visual representation of the scope changes over time, addressing the sponsor’s concern about project execution and duration.Check Pg. 67 of Agile Practice Guide for more details on Feature ChartLink to new ECO: Domain 2, Task 6: Plan and manage scheduleDomainProcess
Question 9:
In a matrix-type organization, the project manager finds that she requires additional resources for quality sampling in the execution team. Whom should the project manager approach first to ask for resources?
Functional managers
Sponsor
PMO
Product Owner
Correct answerFunctional managersSponsorPMOProduct OwnerOverall explanationLet’s analyze each option and identify the correct one based on project management principles, specifically referring to the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Functional Managers (Correct Answer): - In a matrix-type organization, functional managers are responsible for providing resources to the project. The project manager should approach functional managers when additional resources are needed for a specific project task or activity. - This aligns with the concept of the matrix organizational structure, where project managers work with functional managers to obtain the necessary resources for project execution.B. Sponsor (Incorrect): - The sponsor is typically responsible for providing overall support and strategic direction for the project but may not be directly involved in day-to-day resource allocation decisions. Approaching the sponsor for specific resource needs is not the most appropriate first step in a matrix organization.C. PMO (Incorrect): - The Project Management Office (PMO) is responsible for providing support and governance for project management practices across the organization. While the PMO may play a role in resource management, in a matrix organization, direct resource allocation often involves collaboration with functional managers.D. Product Owner (Incorrect): - The Product Owner is a role in Agile methodologies, responsible for representing the customer and ensuring that the product meets their needs. However, the Product Owner is not typically responsible for resource allocation within the execution team. Resource requests for quality sampling should be directed to functional managers.In summary, the correct answer is Option A (Functional Managers). In a matrix-type organization, functional managers are the primary source for allocating resources to project managers. The project manager should approach functional managers first when additional resources are needed for quality sampling in the execution team.Link to new ECO: Domain 3, Task-4: Support organizational changesLink to Process Group Practice Guide: Table 2.1 - Organizational StructuresDomainBusiness Environment
Question 10:
You are in the execution stage of a project and the client comes to you with a new change request which has come in due to a new regulation being ruled out by the government authorities. Both of you believe that this change is legitimate and should be incorporated into the project as soon as possible. What is your next step?
Tell your team to identify the impact of this change to budget & schedule
Take the change request to your sponsor and ask for his approval
Document the change request
Approve the request by yourself since you know that this will not impact budget or schedule
Tell your team to identify the impact of this change to budget & scheduleTake the change request to your sponsor and ask for his approvalCorrect answerDocument the change requestApprove the request by yourself since you know that this will not impact budget or scheduleOverall explanationOption 3. Documenting the change request is the first course of action when any change comes up. Link to new ECO: Domain 3, Task-3: Evaluate and address external business environment changes for impact on scope.Link to Process Group Practice Guide - Section 7.2 - Perform Integrated Change ControlI hope none of you selected option A, B or D. If you have, please review the answer explanations of Set-2,3 & 4 again since this topic has been covered in depth over those sets across multiple questions.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MIDomainBusiness Environment
Question 11:
You are leading an agile-based project and you are studying the latest earned value report. The CPI for the project is 1.2 and the SPI for the project is 0.8. 580 story points have been completed till now in your project. The PV for that 580 story points is $600,000. The SV for the story points till now is (-) $120,000. What is the CV for your project?
75000
80000
85000
90000
75000Correct answer800008500090000Overall explanationEV/PV = 0.8, PV=600,000. Hence, EV = 480,000 | EV/AC = 1.2, AC = (480,000/1.2) = 400,000 | CV = EV-AC = 480,000-400,000 = 80,000. Link to new ECO: Domain 2, Task 5: Plan and manage budget & resources. All values in $.Please watch my tutorial video on EVM from my YouTube channel as well: https://youtu.be/FgirfE5TAm8Also note that even if you may not get a mathematical problem like this in your PMP Exam on the EVM topic, learning the basic concepts of EVM (via such mathematical questions) is quite important because the type of questions in your PMP Exam would be inference based and if you don’t know the basics of topic, you will not be able to answer the questions correctly. DomainProcess
Question 12:
You are a project manager for an automation project and you are currently developing the scope baseline for the project. You have already done a thorough and timely job of identifying all the stakeholders and collecting their requirements. Whom should you involve now while developing the scope baseline?
Functional managers
Sponsor
Project team
Project stakeholders
Functional managersSponsorCorrect answerProject teamProject stakeholdersOverall explanationCorrect Answer: C. Project teamExplanation:Developing the scope baseline involves creating a detailed scope statement, WBS (Work Breakdown Structure), and WBS dictionary. This process requires the input and collaboration of the project team members who possess the technical expertise and knowledge needed to define the project scope accurately.According to the PMBOK Guide, the project team is an essential element in the development of the scope baseline. The collective input of the project team is crucial for breaking down the project scope into manageable components and detailing the scope statement. The project team members are the ones who will be directly involved in executing the project work, and their insights are valuable during scope baseline development.Incorrect Options:A. Functional managers:While functional managers may have valuable input, their primary focus is usually on managing resources within their functional areas. They may not have the detailed technical knowledge required for developing the scope baseline for the entire project. In the context of scope baseline development, the project team is a more appropriate group.B. Sponsor:The sponsor is typically involved in providing high-level guidance and support for the project. However, when it comes to the detailed development of the scope baseline, the project team members who are responsible for executing the project tasks are more directly relevant. The sponsor’s input is crucial at the strategic level, but detailed technical aspects are better addressed by the project team.D. Project stakeholders:While stakeholders are important throughout the project, the term is broad and includes various individuals or groups with an interest in the project. In the context of scope baseline development, it is more specific and effective to involve the project team directly, as they are responsible for the detailed execution of the project work.In summary, the correct answer (C) focuses on involving the project team, as they possess the technical expertise required for developing a detailed scope baseline. The incorrect options (A, B, D) are less appropriate in this context, given the specific requirements of scope baseline development as outlined in the PMBOK Guide and related project management concepts. Link to new ECO: Domain 1, Task 2: Lead a Team. Link to Process Group Practice Guide: Section 5.4, Define ScopeDomainPeople
Question 13:
You have recently joined as a project manager in a coffee manufacturing plant. One of your first projects is to install an instant coffee powder packing machine. You are developing a project charter during the initiation stage of the project. Which of the following should be documented before developing the charter?
Business case
Scope baseline
Cost baseline
Requirements management plan
Correct answerBusiness caseScope baselineCost baselineRequirements management planOverall explanationCorrect Answer: A. Business caseExplanation:In project management, the development of a project charter is a part of the initiation phase. The project charter formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.Before developing the project charter, it is essential to document the business case. The business case justifies the project by demonstrating its alignment with business objectives and the value it will bring to the organization. It includes information about the problem or opportunity the project addresses, the benefits, costs, and risks associated with the project, and the alignment with the organization’s strategic goals.According to the PMBOK Guide, the business case is a key input to the development of the project charter. It helps in understanding the project’s context and provides the necessary information for senior management to authorize the project. Without a well-documented business case, it would be challenging to create a project charter that clearly communicates the purpose and value of the project.Incorrect Options:B. Scope baseline:The scope baseline, which includes the project scope statement, WBS (Work Breakdown Structure), and WBS dictionary, is developed during the planning phase of the project, not the initiation phase. It provides a detailed description of the project scope and is used as a basis for future project planning and execution.C. Cost baseline:Similar to the scope baseline, the cost baseline is developed during the planning phase. It includes the project budget and is used as a guide for project cost control during project execution. Developing the cost baseline is not a prerequisite for creating the project charter.D. Requirements management plan:The requirements management plan is a part of the project management plan and is typically developed during the planning phase. It outlines how project requirements will be documented, analyzed, and managed throughout the project. While requirements are important for the project charter, the plan itself is not a prerequisite for developing the charter.In summary, the correct answer (A) emphasizes the importance of documenting the business case before developing the project charter, as the business case provides the necessary justification and context for the project. The incorrect options (B, C, D) are associated with project planning activities that typically occur after the project charter is developed during the initiation phase.Check the ITTO Flowchart for the process ‘DEVELOP PROJECT CHARTER’ from Process Group Practice Guide - Section 4.1. Link to new ECO: Domain 2, Task-9: Integrate project planning activitiesDomainProcess
Question 14:
There are concerns within an agile project team about a new member who has recently joined the team. The opinion is that the new team member is incompetent and does not understand the way of working for most of the project tasks.
How should the project manager deal with this situation?
Check with the functional managers whether the new member could be reassigned to another project
Schedule a connect with the team to understand the concerns and then meet with the new team member to validate the same
Ask the team members to add this as an impediment on the task board
Arrange a training for the new team member to enable seamless integration with the team
Check with the functional managers whether the new member could be reassigned to another projectCorrect answerSchedule a connect with the team to understand the concerns and then meet with the new team member to validate the sameAsk the team members to add this as an impediment on the task boardArrange a training for the new team member to enable seamless integration with the teamOverall explanationCorrect Answer: B. Schedule a connect with the team to understand the concerns and then meet with the new team member to validate the sameExplanation:Option B is the most appropriate approach when dealing with concerns about a team member’s competence or understanding of project tasks. This aligns with the principles of effective communication and collaboration in project management, as emphasized in the Agile Practice Guide.In Agile and Scrum methodologies, regular communication and collaboration within the team are crucial. Scheduling a meeting with the team to understand their concerns allows the project manager to gather specific feedback and insights from team members. Following this, meeting with the new team member provides an opportunity to validate these concerns and address any issues directly.Incorrect Options:A. Check with the functional managers whether the new member could be reassigned to another project:This option involves considering reassignment without direct communication with the team or the new member. In effective project management, it’s crucial to address concerns through open communication and collaboration within the team. Checking with functional managers without understanding the specifics of the concerns may not lead to a resolution.C. Ask the team members to add this as an impediment on the task board:While Agile methodologies often use task boards to visualize work and impediments, this option does not directly address the interpersonal and competency concerns raised by the team. Adding it as an impediment may not provide a constructive way to address the specific issues with the new team member.D. Arrange training for the new team member to enable seamless integration with the team:While training may be beneficial, it is premature to arrange training without first understanding the specific concerns raised by the team. Training may not address the root cause of the perceived incompetence, and it might not be the most efficient or effective solution without a clear understanding of the issues.In summary, option B is the correct answer as it emphasizes communication and collaboration to understand and validate concerns within the team. This aligns with Agile principles and effective project management practices. The incorrect options (A, C, D) either skip direct communication with the team or propose solutions without a clear understanding of the specific concerns raised by the team.Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipLink to PMP ECO: Domain 1, Task 3 - Build a TeamDomainProcess
Question 15:
This person is responsible for guiding the direction of the product and ranks the work based on its business value. This person works with the teams daily by providing product feedback and setting direction on the next piece of functionality to be delivered. Which role of Agile is being talked about here?
Process owner
Team facilitator
Product owner
Team member
Process ownerTeam facilitatorCorrect answerProduct ownerTeam memberOverall explanationCorrect Answer: C. Product ownerExplanation:The role described in the question aligns with the responsibilities of a Product Owner in Agile methodologies. The Product Owner is a key member of the Agile team and is responsible for guiding the direction of the product. The key characteristics mentioned in the question, such as ranking work based on business value, providing product feedback, and setting direction for the next functionality, are core responsibilities of the Product Owner.References from the Agile Practice Guide and Agile concepts highlight the central role of the Product Owner in Agile teams. According to the Scrum framework, the Product Owner is responsible for maximizing the value of the product by prioritizing and managing the product backlog, collaborating with the team, and providing clear direction.Incorrect Options:A. Process owner:The term “process owner” is not a standard Agile role, and it does not align with the described responsibilities of guiding the product direction, ranking work based on business value, and working with teams daily. In Agile, the focus is more on product ownership and collaboration rather than process ownership.B. Team facilitator:While a Team Facilitator or Scrum Master plays a crucial role in facilitating team interactions and removing impediments, the responsibilities described in the question are more aligned with product-related decision-making, which is the responsibility of the Product Owner.D. Team member:The role described in the question goes beyond that of a regular team member. The responsibilities of guiding the product direction, ranking work based on business value, and providing feedback on functionality are typically associated with the Product Owner, not a general team member.In summary, option C is the correct answer as it corresponds to the role of a Product Owner in Agile methodologies. The Product Owner is crucial in setting the product direction, prioritizing work based on business value, and collaborating with the team to ensure the delivery of valuable functionality. The other options (A, B, D) do not accurately reflect the described responsibilities and characteristics of the role in question.See Pg. 41 of PMBOK Agile Practice Guide for more details of the role of a product owner. Link to new ECO: Domain 1, Task 6: Build a teamDomainPeople
Question 16:
A project for installation of a telecommunication tower is in the execution stage. During a project status meeting, the delivery manager alerts the project manager on potential delay of at least 2 weeks in the arrival of tele-antennas, a critical path item, due to a transport strike by the truck union, posing a significant risk to the project timeline.
What could be a recommended action for the project manager?
Crashing & Resource Smoothing
Crashing & Resource Levelling
Crashing & Fast Tracking
Fast Tracking & Resource Smoothing
Crashing & Resource SmoothingCrashing & Resource LevellingCorrect answerCrashing & Fast TrackingFast Tracking & Resource SmoothingOverall explanationCorrect Answer: C. Crashing & Fast TrackingExplanation:In project management, crashing and fast tracking are schedule compression techniques used to address project delays. Crashing involves allocating additional resources to critical path tasks to reduce their duration, while fast tracking involves performing activities in parallel that were originally planned to be done sequentially.In this scenario, the project manager is faced with a significant risk to the project timeline due to the delayed arrival of critical tele-antennas. Crashing is an appropriate strategy because it involves expediting the project schedule by adding resources or increasing resource efficiency to complete the critical path activities more quickly.Incorrect Options:A. Crashing & Resource Smoothing:Resource smoothing aims to adjust resource allocation to ensure a steady and even utilization of resources over time. In this context, the immediate concern is the delay in the arrival of tele-antennas, and resource smoothing may not directly address the critical path delay caused by the transport strike.B. Crashing & Resource Levelling:Resource levelling is about adjusting the project schedule to manage resource constraints without changing the project’s critical path. While crashing can be a suitable strategy to address delays, combining it with resource levelling may not be as effective in this specific scenario, where time is of the essence.D. Fast Tracking & Resource Smoothing:Fast tracking is the correct schedule compression technique in this context, but combining it with resource smoothing may not be the most effective response to the urgent situation presented. Resource smoothing focuses on even resource utilization, which might not align with the need for rapid completion of the critical path tasks.In summary, option C is the correct answer as it recommends both crashing and fast tracking, which are appropriate schedule compression techniques to address the potential delay in the arrival of critical tele-antennas and mitigate the risk to the project timeline. The incorrect options (A, B, D) either include inappropriate schedule compression techniques or do not directly address the urgent need to expedite critical path activities.Link to new ECO: Domain 3, Task-3: Evaluate and address external business environment changes for impact on scope (recommended options for scope/backlog changes). Link to Process Group Practice Guide: Pg. 295 - Schedule compression techniquesCheck my tutorial video on YouTube to understand the details of the Critical Path Method: https://youtu.be/RM7R_lNocT0DomainBusiness Environment
Question 17:
Several tasks remain on the impediment task board despite multiple attempts by the team to resolve them. As an outcome of the sprint retrospective, it emerges that the source of these impediments could be linked to the quality control manager. Previously the project manager had multiple meetings with this person to onboard him onto the project. However, the stakeholder still shows resistance.
What should the project manager do to tackle this situation?
Ask the quality control manager to arrange for liquidated damages caused due to delays for which the person is responsible
Review the risk register to ascertain ways in which the quality control manager could be influenced
Encourage the team to find out another stakeholder who can resolve the impediments in place of the quality control manager
Perform an analysis of the stakeholder engagement assessment matrix and define next steps to bring the stakeholder to the required engagement level
Ask the quality control manager to arrange for liquidated damages caused due to delays for which the person is responsibleReview the risk register to ascertain ways in which the quality control manager could be influencedEncourage the team to find out another stakeholder who can resolve the impediments in place of the quality control managerCorrect answerPerform an analysis of the stakeholder engagement assessment matrix and define next steps to bring the stakeholder to the required engagement levelOverall explanationCorrect Answer: D. Perform an analysis of the stakeholder engagement assessment matrix and define next steps to bring the stakeholder to the required engagement levelExplanation:Option D is the correct answer because it involves analyzing the stakeholder engagement assessment matrix. This matrix helps in assessing the current level of engagement and understanding the areas where improvement is needed. The project manager can use this analysis to define specific actions to increase the engagement level of the quality control manager.References from the PMBOK Guide and Agile Practice Guide emphasize the importance of stakeholder engagement and the use of tools like stakeholder engagement assessment matrices to assess and manage stakeholder involvement throughout the project.Incorrect Options:A. Ask the quality control manager to arrange for liquidated damages:This option focuses on imposing penalties rather than addressing the root cause of the stakeholder’s resistance. It is not aligned with the principles of stakeholder engagement and relationship management.B. Review the risk register to ascertain ways to influence the quality control manager:While reviewing the risk register is a good practice, influencing stakeholders, especially when there is resistance, requires a more targeted approach. The stakeholder engagement assessment matrix is a more appropriate tool for assessing and addressing engagement levels.C. Encourage the team to find another stakeholder:This option does not address the issue of improving engagement with the existing quality control manager. It may lead to complications and misunderstandings in the project, as stakeholders are chosen based on their relevance and expertise.In summary, option D is the correct answer as it involves a systematic analysis of the stakeholder engagement assessment matrix to understand the current level of engagement and define specific actions to improve the stakeholder’s involvement. The incorrect options (A, B, C) either focus on punitive measures, are not targeted towards improving engagement, or suggest replacing the stakeholder without addressing the root cause of the resistance.Link to Process Group Practice Guide: Pg. 300, Stakeholder Engagement MatrixLink to PMP Exam ECO: Domain 1, Task 10: Build shared understandingDomainPeople
Question 18:
You are a project manager for a project that has team members all across the globe. What is the correct order of Tuckman’s ladder for stages of formation of a team?
Forming, Norming, Performing, Storming, Adjourning
Forming, Storming, Norming, Performing, Adjourning
Storming, Norming, Performing, Adjourning, Forming
Forming, Performing, Adjourning, Storming, Norming
Forming, Norming, Performing, Storming, AdjourningCorrect answerForming, Storming, Norming, Performing, AdjourningStorming, Norming, Performing, Adjourning, FormingForming, Performing, Adjourning, Storming, NormingOverall explanationOption 2: Forming, Storming, Norming, Performing, Adjourning. Link to new ECO: Domain 1, Task 2: Lead a teamLink to PMBOK 7th Ed: Section 4.2.6.1 - Tuckman’s LadderTuckman’s stages of group development, commonly known as Tuckman’s ladder or Tuckman’s model, describe the stages that teams go through to achieve effective teamwork. The model consists of five stages:1. Forming: - Characteristics: In this initial stage, team members are often polite and may be somewhat reserved. They are getting to know each other and figuring out their roles and responsibilities within the team. - Team Behavior: Members tend to seek guidance and clarification from the team leader. There may be a lack of clarity about the team’s goals and objectives.2. Storming: - Characteristics: Conflict and disagreement emerge as team members express their individual opinions and perspectives. This stage can be marked by competition for influence and a struggle for leadership. - Team Behavior: Differences in work styles, approaches, and opinions become more apparent. The team may experience some tension and power struggles.3. Norming: - Characteristics: The team begins to establish norms and rules for working together. Members start to resolve conflicts, and a sense of unity and cohesion emerges. - Team Behavior: Collaboration increases, and members start to appreciate each other’s strengths. They find ways to work together more effectively and develop a sense of camaraderie.4. Performing: - Characteristics: The team reaches a high level of performance. Members understand their roles, work together smoothly, and make significant progress towards their goals. - Team Behavior: There is a high level of trust and open communication. Creativity and innovation thrive, and the team achieves a state of optimal productivity.5. Adjourning (or Mourning): - Characteristics: This stage involves the completion of the team’s tasks or project. Team members may experience a sense of loss as the group disbands. - Team Behavior: Acknowledging the accomplishments and celebrating the team’s successes is important during this stage. It’s an opportunity for reflection and recognition of individual and collective contributions.These stages are not necessarily linear, and teams may revisit earlier stages, especially if there are changes in team membership or project requirements. Tuckman’s model provides a framework for understanding the natural evolution of teams and helps team leaders navigate the challenges and dynamics that arise during the team-building process.DomainPeople
Question 19:
During the direct and manage project work process for a project, the project sponsor suddenly replaces a key resource of the project with a newly hired person. This was done without the consultation of the project manager and now this has totally caught the team off-guard. What should the project manager do?
Stop all project work and setup a meeting with the sponsor to know why this change was done without consent
Arrange the onboarding training for this person as fast as possible and provide him a work-plan
Check the resource management plan to identify the next course of action
Review the risks this new change will bring to the project in terms of scope, schedule or budget
Stop all project work and setup a meeting with the sponsor to know why this change was done without consentArrange the onboarding training for this person as fast as possible and provide him a work-planCheck the resource management plan to identify the next course of actionCorrect answerReview the risks this new change will bring to the project in terms of scope, schedule or budgetOverall explanationCorrect Answer: D. Review the risks this new change will bring to the project in terms of scope, schedule, or budgetExplanation:Option D is the correct answer as it aligns with the principles of risk management in project management. When a significant change occurs, such as the replacement of a key resource, the project manager should conduct a risk assessment to evaluate the potential impact on scope, schedule, and budget.References from the PMBOK Guide emphasize the importance of risk management in project execution. Risk identification, analysis, and response planning are crucial aspects of effective project risk management. The project manager should assess how this unexpected change might affect the project objectives and take appropriate actions to mitigate or respond to the identified risks.Incorrect Options:A. Stop all project work and set up a meeting with the sponsor:Stopping all project work may not be the most productive immediate response. Instead, the project manager should focus on assessing the impact of the change and planning appropriate actions. A sudden halt to the project could create additional issues.B. Arrange the onboarding training for this person:While onboarding the new resource is an important step, it may not be the immediate priority. The project manager should first assess the risks associated with the change before proceeding with onboarding activities.C. Check the resource management plan:While the resource management plan is a valuable reference, the immediate concern is the unexpected replacement and its potential impact on the project’s overall success. A broader risk assessment, as suggested in option D, is more appropriate in this situation.In summary, option D is the correct answer as it focuses on reviewing the risks associated with the sudden change, aligning with best practices in project risk management. The incorrect options either suggest actions that may not be the immediate priority or overlook the importance of risk assessment in responding to unexpected changes during project execution.Link to new ECO: Domain 3, Task-4: Support organizational changesLink to Process Group Practice Guide: Risk Reviews - Pg. 249, 341DomainBusiness Environment
Question 20:
As mentioned in the Agile Practice Guide, the Agile Manifesto values customer collaboration over contract negotiation. So, a collaborative approach with the supplier is one that pursues a shared risk-reward ownership, where all sides win. Which of the following contracting techniques is NOT a preferred way for agile-managed projects?
Dynamic scope option
Cost reimbursable
Firm fixed price
Early cancellation option
Dynamic scope optionCost reimbursableCorrect answerFirm fixed priceEarly cancellation optionOverall explanationOption 3: FFP (Firm Fixed Price) contract is a type of contract which is highly biased towards the customer risk mitigation rather than creating a win-win situation both for the customer and the supplier. Such type of contract is not recommended for an agile-led project. A Firm Fixed Price (FFP) contract is a type of contract in which the buyer pays a fixed price for the product or service, regardless of the actual costs incurred by the seller. While FFP contracts are commonly used in traditional project management, they may not be suitable for Agile projects due to the inherent characteristics and principles of Agile methodologies. Here are some reasons why a Firm Fixed Price contract may not be the best fit for an Agile project:1. Uncertainty and Change: - Agile Embraces Change: Agile projects thrive on embracing change and responding to customer feedback to deliver a valuable product. FFP contracts are more rigid and may not accommodate the frequent changes that can occur in Agile projects as requirements evolve.2. Iterative and Incremental Development: - Agile’s Iterative Nature: Agile projects follow iterative and incremental development approaches, delivering a product in small, functional increments. FFP contracts, which typically require a well-defined scope upfront, may not align well with the iterative nature of Agile projects where requirements evolve over time.3. Customer Collaboration: - Close Customer Collaboration in Agile: Agile emphasizes continuous collaboration with the customer to ensure that the product meets their evolving needs. FFP contracts often have less room for this ongoing collaboration and may not support the flexibility needed to adjust deliverables based on customer feedback.4. Adaptability to Change: - Limited Adaptability in FFP Contracts: FFP contracts are less adaptable to changes in requirements, priorities, or project conditions. Agile projects, on the other hand, require flexibility to adapt to emerging requirements and market dynamics.5. Incomplete Requirements Upfront: - Dynamic Requirements in Agile: Agile projects typically start with high-level or evolving requirements, and detailed requirements are discovered and refined throughout the project. FFP contracts usually assume well-defined requirements upfront, which may not align with the dynamic nature of Agile projects.6. Focus on Value Delivery: - Value-Driven Approach in Agile: Agile prioritizes delivering maximum value to the customer, and the scope of work may evolve based on changing priorities. FFP contracts, which fix the scope and price, may not align well with the Agile principle of adapting to deliver the highest value features.7. Risk Allocation: - Risk Distribution in FFP Contracts: FFP contracts often place more risk on the contractor, which may lead to challenges if requirements change significantly. Agile projects thrive on shared responsibility and collaboration between the customer and the development team.In summary, while Firm Fixed Price contracts are suitable for projects with well-defined and stable requirements, they may not be the best fit for Agile projects due to their inherent flexibility, adaptability, and customer-centric approach, which are essential characteristics of Agile methodologies. Instead, Agile projects often use contracts that allow for flexibility, such as Time and Materials (T&M) or Cost-Reimbursable contracts with appropriate controls and collaboration mechanisms.Link to new ECO: Domain 2, Task 11: Plan and manage procurement. I would recommend that you watch my tutorial video on TYPES OF CONTRACT from my YouTube channel as well: https://youtu.be/AIXiMzAXtdwLink to PMBOK 7th Edition - Section 4.6.8 - Agreements and ContractsDomainProcess
Question 21:
A financial institution is planning to use artificial intelligence to recommend debt instruments suited to the customer’s risk profile. The founder of the organization foresees this as a strong opportunity and charters a project team to develop a proposal.
What should be the first step for the product owner?
Ask the team to complete a PESTLE analysis to validate the project landscape
Add this as an impediment for the team information radiator
Work with the team to develop a business case
Challenge the suitability of using artificial intelligence to recommend debt instruments
Ask the team to complete a PESTLE analysis to validate the project landscapeAdd this as an impediment for the team information radiatorCorrect answerWork with the team to develop a business caseChallenge the suitability of using artificial intelligence to recommend debt instrumentsOverall explanationLet’s analyze each option in the context of project management principles, the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Ask the team to complete a PESTLE analysis to validate the project landscape: - PESTLE analysis is a tool used to understand and evaluate the external macro-environmental factors affecting a project. However, it is typically done during the project pre-initiation phase, primarily the responsibility of business development team, and it might not be the first step for the product owner. The initial focus should be on defining the project’s purpose and justification. - PMBOK Guide emphasizes the importance of developing a project charter as the initial step, which includes defining the project purpose and high-level requirements.B. Add this as an impediment for the team information radiator: - Agile practices, including the use of information radiators, are more concerned with team collaboration and transparency. However, in the context of the question, addressing impediments for the team should come after establishing the project’s business justification. - This option is not aligned with the typical project initiation steps recommended by PMBOK.C. Work with the team to develop a business case: - This is the correct answer. Developing a business case is a crucial step in project initiation. The business case outlines the reasons for starting the project, the benefits to be gained, and the overall feasibility of the project. It helps in ensuring that the project is aligned with the organization’s objectives and is a key element in the initiation phase. - PMBOK Guide stresses the importance of a business case in project initiation and planning.D. Challenge the suitability of using artificial intelligence to recommend debt instruments: - While it’s essential to consider the suitability of using artificial intelligence for the project, challenging it should not be the first step. The initial focus should be on understanding the potential benefits and justifying the project’s existence through the development of a business case. - PMBOK Guide recommends assessing project feasibility during initiation, but it is part of the broader business case development rather than a separate step.In summary, option C is the correct answer because it aligns with standard project initiation practices, emphasizing the importance of developing a business case to justify the project. Options A, B, and D are incorrect as they either focus on tasks that come later in the project lifecycle or are not aligned with the typical project initiation process outlined in the PMBOK Guide.Link to Process Group Practice Guide: Section 1.10 - Business Case and Benefits Management PlanLink to PMP Exam ECO: Domain 2, Task 1 - Business ValueDomainBusiness Environment
Question 22:
A project manager is practicing to lead his team by focusing, understanding, and addressing the needs and development of team members, thereby trying to keep the team energized to deliver their highest possible performance. He is keen on building the right condition & atmosphere for his team members to succeed. Which leadership style is being demonstrating here?
Servant leader
Dictatorial
Laissez-faire
Transformational
Correct answerServant leaderDictatorialLaissez-faireTransformationalOverall explanationLet’s analyze each option in the context of leadership styles in project management, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Servant leader: - This is the correct answer. A servant leader focuses on serving and supporting the needs of the team members, emphasizing their development and success. The servant leader creates a positive and empowering environment to enable the team to achieve its best performance. - PMBOK Guide acknowledges the importance of leadership styles that emphasize collaboration and support for team members.B. Dictatorial: - This leadership style is characterized by a leader who makes decisions without the input of the team, giving orders and expecting compliance. It does not align with the description in the question, which emphasizes understanding and addressing the needs of team members and creating the right conditions for success. - PMBOK Guide promotes collaborative leadership styles that involve team members in decision-making.C. Laissez-faire: - Laissez-faire leadership is characterized by a hands-off approach, where the leader provides little guidance or direction. This style is not aligned with the description in the question, which emphasizes the project manager’s focus on understanding and addressing the needs of team members. - PMBOK Guide suggests that while some autonomy is beneficial, effective project managers are actively involved in guiding and supporting the team.D. Transformational: - Transformational leadership involves inspiring and motivating the team to achieve extraordinary outcomes. While this leadership style is positive and often involves creating a positive atmosphere, the emphasis in the question is more on understanding and addressing the individual needs of team members. - PMBOK Guide recognizes transformational leadership as a valuable style, but it’s not the primary focus in the given scenario.In summary, option A (Servant leader) is the correct answer because it aligns with the description in the question, emphasizing the project manager’s focus on understanding and addressing the needs of team members and creating the right conditions for success. Options B, C, and D are incorrect as they describe leadership styles that do not match the characteristics presented in the question.Link to PMP Exam ECO: Domain 1, Task 2 - Servant LeadershipLink to Process Group Practice Guide: Section 3.3.1 - Leadership StylesDomainPeople
Question 23:
A new project manager has joined a team which is experienced and matured. Most of the team members are quite experienced and have been in the role for more than ten years now. The role of the project manager is to help the team make their own decisions and establish their own goals to drive value. The project manager is instrumental in breaking any barriers for the team and provide direction when needed. What is the type of leadership style would be most suitable in this situation?
Laissez-faire
Transactional
Transformational
Charismatic
Correct answerLaissez-faireTransactionalTransformationalCharismaticOverall explanationLet’s analyze each option in the context of leadership styles in project management, considering the characteristics of the team and the project manager’s role. We’ll draw references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Laissez-faire: - This is the correct answer. In a situation where the team is experienced and matured, and the project manager’s role is to help the team make their own decisions and establish their own goals, a laissez-faire leadership style is most suitable. Laissez-faire leaders empower team members to take ownership of their work and decisions while providing support when needed. - PMBOK Guide acknowledges the importance of adapting leadership styles to the characteristics of the team and the project.B. Transactional: - Transactional leadership involves a more structured approach, where leaders provide rewards or punishments based on performance. This style may not be the most suitable in a scenario where the team is experienced and matured, and the project manager’s role is to empower the team to make their own decisions. - PMBOK Guide suggests that transactional leadership may be more applicable in situations where tasks are routine or well-defined.C. Transformational: - Transformational leadership focuses on inspiring and motivating team members to achieve extraordinary outcomes. While this leadership style is positive, in a situation where the team is already experienced and matured, a more hands-off approach like laissez-faire may be more appropriate. - PMBOK Guide recognizes transformational leadership as valuable but emphasizes that the choice of leadership style depends on the context.D. Charismatic: - Charismatic leadership involves a leader who uses their charm and personality to inspire and motivate the team. While charisma can be beneficial, the description in the question emphasizes the project manager’s role in helping the team make their own decisions, which aligns more with a laissez-faire style. - PMBOK Guide does not specifically highlight charismatic leadership but emphasizes the importance of adapting leadership style to the needs of the team.In summary, option A (Laissez-faire) is the correct answer because it aligns with the scenario of an experienced and matured team where the project manager’s role is to empower the team to make their own decisions. Options B, C, and D are less suitable in this context based on the characteristics described in the question.Link to PMP Exam ECO: Domain 1, Task 2 - Servant LeadershipLink to Process Group Practice Guide: Section 3.3.1 - Leadership StylesDomainPeople
Question 24:
The project manager learns about a new regulatory requirement from a legal entity that may impact the business case and benefits management plan for a project. The project charter has already been aligned and signed by the sponsor.
What should be the next best step for the project manager?
Assess the impact of this requirement to project deliverables and provide a recommendation to the sponsor
Add this as a risk in the project risk register and assign a suitable stakeholder as the owner
Move to the planning stage since the project charter is now approved
Address the requirement by creating a procurement management plan
Correct answerAssess the impact of this requirement to project deliverables and provide a recommendation to the sponsorAdd this as a risk in the project risk register and assign a suitable stakeholder as the ownerMove to the planning stage since the project charter is now approvedAddress the requirement by creating a procurement management planOverall explanationLet’s analyze each option in the context of project management principles, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.A. Assess the impact of this requirement to project deliverables and provide a recommendation to the sponsor: - This is the correct answer. When a new regulatory requirement arises that may impact the business case and benefits management plan, the project manager should assess its impact on project deliverables. This aligns with the PMBOK Guide, which emphasizes the importance of addressing changes and impacts to project objectives promptly. The project manager should provide a recommendation to the sponsor for potential adjustments to the project scope or other components.B. Add this as a risk in the project risk register and assign a suitable stakeholder as the owner: - While identifying this as a risk is a good practice, the immediate response should be to assess the impact and provide a recommendation to the sponsor. Adding it to the risk register is a secondary step that may follow the impact assessment. Also, note that the project has not moved onto the ‘planning’ phase yet, and risk register does not exist at this point. - PMBOK Guide suggests that risk management involves both proactive and reactive strategies. In this case, the immediate impact assessment is a reactive strategy, and updating the risk register is a proactive strategy for future risk management.C. Move to the planning stage since the project charter is now approved: - This option is not the most appropriate response in this situation. While the project charter has been approved, a new regulatory requirement that may impact the project’s business case requires immediate attention. Project planning can proceed, but the impact assessment and recommendation to the sponsor should be the immediate next step. - PMBOK Guide highlights the iterative nature of project management, allowing for revisiting and updating plans as needed.D. Address the requirement by creating a procurement management plan: - Creating a procurement management plan is not the immediate next step in response to a new regulatory requirement. The focus should be on assessing the impact on project deliverables and informing the sponsor. Procurement management is part of project planning and should follow the initial impact assessment. - PMBOK Guide emphasizes the importance of addressing changes promptly to prevent negative impacts on project objectives.In summary, option A is the correct answer as it aligns with the principles of assessing and addressing changes promptly when a new regulatory requirement arises. Options B, C, and D are less suitable as they either delay the impact assessment or focus on secondary steps before addressing the immediate impact on project deliverables.Link to PMP Exam ECO: Domain 2, Task 1 - Deliver business valueLink to Process Group Practice Guide: Section 1.10 - Business Case and Benefits Management PlanDomainPeople
Question 25:
Your project is in the execution phase currently, and as a project manager, you have two of your stakeholders Mr. Jordan and Mrs. Shelly raising concerns with you that the information they are receiving through your status reports is incomplete. Even the project meetings are not able to resolve their concerns. You sense that if you delay this further, it may get escalated to your sponsor. What should you do as a project manager here?
Update your sponsor about this issue even before Mr. Jordan and Mrs. Shelly escalates it
Create a special communications management plan for Mr. Jordan and Mrs. Shelly
Follow the stakeholder engagement plan
Call a meeting with Mr. Jordan and Mrs. Shelly and try to understand where exactly they are finding issues in the project communications
Update your sponsor about this issue even before Mr. Jordan and Mrs. Shelly escalates itCreate a special communications management plan for Mr. Jordan and Mrs. ShellyFollow the stakeholder engagement planCorrect answerCall a meeting with Mr. Jordan and Mrs. Shelly and try to understand where exactly they are finding issues in the project communicationsOverall explanationLet’s analyze each option in the context of project management principles, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts.D. Call a meeting with Mr. Jordan and Mrs. Shelly and try to understand where exactly they are finding issues in the project communications: - This is the correct answer. In a situation where stakeholders are expressing concerns about incomplete information and the inability of project meetings to resolve their issues, the project manager should proactively address the concerns. Calling a meeting with the stakeholders to understand their specific issues allows for direct communication and provides an opportunity to identify and address their concerns promptly thus demonstrating servant leadership. - PMBOK Guide emphasizes the importance of effective communication and stakeholder engagement in project management.A. Update your sponsor about this issue even before Mr. Jordan and Mrs. Shelly escalates it: - While keeping the sponsor informed is important, the immediate step should be to address the concerns directly with the stakeholders. Direct communication with Mr. Jordan and Mrs. Shelly allows for a more proactive approach to resolving the issue before it escalates. - PMBOK Guide highlights the need for effective communication and stakeholder management throughout the project life cycle.B. Create a special communications management plan for Mr. Jordan and Mrs. Shelly: - Creating a special communications management plan for specific stakeholders may not be the most efficient or effective solution in this context. The issue seems to be related to the existing communication process, and a targeted approach to understand and address the specific concerns of Mr. Jordan and Mrs. Shelly is more appropriate. - PMBOK Guide emphasizes the importance of tailoring communication approaches to the needs of different stakeholders.C. Follow the stakeholder engagement plan: - While the stakeholder engagement plan provides guidance on how to engage with stakeholders, in this specific situation, where concerns have been raised about communication, it is important to take immediate action to address those concerns. The stakeholder engagement plan can be a reference, but the project manager should be proactive in resolving the issue. - PMBOK Guide encourages adaptability and responsiveness to stakeholder needs.In summary, option D is the correct answer as it aligns with the principles of effective communication, stakeholder engagement, and proactive issue resolution. Options A, B, and C are less suitable in this context, either due to a delay in addressing the stakeholders’ concerns or an approach that may not directly resolve the communication issues raised by Mr. Jordan and Mrs. Shelly.Link to PMP Exam ECO: Domain 1, Task 2 - Lead TeamLink to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management and leadershipDomainPeople
Question 26:
Which among the following is NOT a part of the 3 common roles used in an Agile environment of project management?
Cross-functional team members
Product owner
Process owner
Team facilitator
Cross-functional team membersProduct ownerCorrect answerProcess ownerTeam facilitatorOverall explanationOption 3: Process owner is NOT a part of the Agile way of project management. In the context of an Agile project, the roles of the Product Owner, Team Facilitator, and Cross-Functional Team Members play critical parts in delivering value through collaboration, adaptability, and customer satisfaction. Here’s an explanation of each role:Product Owner: - The Product Owner is a key stakeholder representing the customer and is responsible for maximizing the value of the product or project. Their primary role is to define the product backlog, prioritize features, and make decisions about what needs to be built based on customer and business priorities. - The Product Owner collaborates closely with the development team, stakeholders, and other relevant parties to ensure that the product backlog items are well-defined, prioritized, and deliver business value. They provide clarity on requirements, answer questions, and make timely decisions to guide the development team.Team Facilitator (Scrum Master): - In Agile frameworks like Scrum, the Team Facilitator is often referred to as the Scrum Master. Their primary responsibility is to facilitate the Scrum process and remove impediments that the team might face. The Team Facilitator is not a traditional project manager but serves as a servant-leader for the team. - The Scrum Master helps the team understand and adopt Agile principles, facilitates Scrum events (such as Sprint Planning, Daily Standups, Sprint Review, and Sprint Retrospective), and ensures that the team is working efficiently and continuously improving.Cross-Functional Team Members: - Cross-functional team members are individuals with diverse skills and expertise who work collaboratively to deliver a potentially shippable product at the end of each iteration (Sprint in Scrum). These teams are composed of members with different roles, such as developers, testers, designers, etc. - The idea of a cross-functional team is to have all the skills needed to complete the work within the team. This minimizes dependencies on external resources and allows the team to be self-sufficient and adaptable to changes.In summary, the Product Owner, Team Facilitator (Scrum Master), and Cross-Functional Team Members each play a crucial role in Agile project delivery. The Product Owner ensures alignment with customer needs, the Team Facilitator fosters a productive and collaborative team environment, and Cross-Functional Team Members bring diverse skills to deliver valuable increments of the product.See page 40 of PMBOK Agile Practice Guide to know more about these 3 roles. Link to new ECO: Domain 1, Task 2 : Lead a TeamDomainPeople
Question 27:
_____________ way of project management plans to improve the product or result via successive prototypes or applying proof-of-concept. Each new design of the prototype yields new stakeholder feedback and team insights. Fill in the blank:
Agile
Iterative
Predictive
Incremental
AgileCorrect answerIterativePredictiveIncrementalOverall explanation1. Agile: - Agile is an iterative and incremental project management methodology that prioritizes flexibility, collaboration, and customer satisfaction. It emphasizes delivering small, functional pieces of a project in short iterations, typically in 2 to 4 weeks known as sprints. Agile methodologies, such as Scrum and Kanban, promote adaptive planning, continuous improvement, and close collaboration between cross-functional teams and stakeholders.2. Iterative (CORRECT): - Iterative project management is a methodology where the project is developed via prototypes, refined, and delivered in multiple cycles or iterations. Each iteration represents a portion of the final project, and improvements are made based on feedback from each iteration. This approach allows for flexibility and adjustments throughout the project life cycle, fostering continuous refinement and adaptation to changing requirements.3. Predictive (Waterfall): - Predictive, or waterfall, project management is a traditional and linear approach where the project is planned and executed in a sequence of well-defined phases. Each phase must be completed before moving on to the next, making it more rigid and less adaptable to changes. The entire project is planned and documented upfront, with a focus on predictability and control.4. Incremental: - Incremental project management involves breaking the project into smaller, manageable parts called increments. Each increment represents a portion of the project’s functionality, and these increments are developed and delivered sequentially. The project evolves with each increment, allowing for partial delivery of the project’s benefits at different stages. Incremental approaches are often used in combination with other methodologies like Agile.In summary:- Agile is characterized by flexibility, iterative development, and close collaboration with stakeholders.- Iterative involves cycles of development and refinement, with improvements made based on feedback from each iteration.- Predictive (Waterfall) follows a linear sequence of well-defined phases with upfront planning and documentation.- Incremental involves breaking the project into smaller parts, with each increment delivering a portion of the project’s functionality.Link to PMBOK 7th Ed. - Section 2.3 - Development approachesLink to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 28:
A new project manager has been onboarded in a project with a history of changing leadership and handovers. The project is currently running on a tight schedule and budget. Within a week of joining, the project manager has identified a schedule risk that demands an additional $40,000 to mitigate, or the project could face a 3-4 week delay. The client is pressing for an early project closure.
What should the project manager do now?
Ask the sponsor to approve the $40,000 at this stage
Setup a meeting with all the stakeholders and identify schedule compression opportunities
Raise a change request & evaluate the impact of this risk on scope, resources, quality etc.
Ignore the risk and carry on as per baseline plan
Ask the sponsor to approve the $40,000 at this stageSetup a meeting with all the stakeholders and identify schedule compression opportunitiesCorrect answerRaise a change request & evaluate the impact of this risk on scope, resources, quality etc.Ignore the risk and carry on as per baseline planOverall explanationOption C is the correct answer for several reasons aligned with project management best practices. Here’s an explanation of why options A, B, and D are incorrect:Option A: Asking the sponsor to approve the $40,000 at this stage may seem like a quick solution, but it overlooks the proper change control process. In project management, changes to scope, budget, or schedule should go through a formal change management process. This process involves documenting and evaluating the impact of the change on various project aspects. The Project Management Body of Knowledge (PMBOK) emphasizes the importance of change control to maintain project integrity.Option B: Setting up a meeting with stakeholders to identify schedule compression opportunities is a good practice, but it doesn’t address the immediate risk at hand. While schedule compression might be part of the solution, it doesn’t explicitly follow the established change management process for addressing identified risks. The Agile Practice Guide emphasizes collaboration and communication, but in this context, a formal change request is needed to manage the risk appropriately.Option D: Ignoring the risk and carrying on with the baseline plan is not a recommended approach. The PMBOK stresses the importance of proactive risk management to identify, assess, and respond to risks. Ignoring a significant schedule risk without proper evaluation and mitigation could lead to severe project delays, negatively impacting the project’s success.Option C: Raising a change request and evaluating the impact of the risk on scope, resources, quality, etc., aligns with best project management practices. The PMBOK framework emphasizes the importance of formal change requests to assess the impact of changes on project constraints. This approach allows for a thorough evaluation of the risk, considering its potential effects on various project elements, and enables informed decision-making by project stakeholders.In summary, option C is the correct choice as it aligns with the established change management process, ensuring that the project manager follows a structured approach to address the identified schedule risk in a way that considers its broader impact on the project.I would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MILink to PMP Exam ECO: Domain 2, Task 10 - Manage project changesLink to Process Group Practice Guide: Section 7.2 - PICCDomainProcess
Question 29:
This practice of Agile Methodology helps the team to learn from its previous work on the product and its processes. During this process, at regular intervals, the team reflects on how to become more effective and then tunes and adjusts the behavior accordingly. Which practice is being talked about here?
Retrospectives
Backlog operation
Backlog refinement
Daily standups
Correct answerRetrospectivesBacklog operationBacklog refinementDaily standupsOverall explanationOption 1: Retrospectives help the team to learn from its previous work on the product and its processes. During this process, at regular intervals, the team reflects on how to become more effective and then tunes and adjusts the behavior accordingly. An agile retrospective is a structured meeting held at the end of a specific time period (often at the end of an iteration or sprint) in Agile project management. The purpose of the retrospective is for the team to reflect on the recent work, identify what went well, what could be improved, and to make decisions on how to implement those improvements.Key elements of an agile retrospective include:1. Reflection: The team reflects on the recent iteration, considering both positive and negative aspects of the work.2. Identification of Improvements: Team members identify specific actions or changes that could improve their processes, collaboration, or product delivery.3. Action Items: The team decides on concrete action items or experiments to implement in the next iteration. These are changes aimed at addressing the identified areas for improvement.4. Continuous Improvement: The retrospective is a mechanism for continuous improvement, promoting a culture of learning and adaptation within the team.5. Facilitation: The retrospective is often facilitated by a Scrum Master or another team member. The goal is to ensure that the meeting remains focused, constructive, and leads to actionable outcomes.The retrospective is a fundamental practice in Agile methodologies, such as Scrum and Kanban, fostering a culture of openness, collaboration, and adaptability. It allows teams to inspect and adapt their processes continuously, ultimately enhancing their effectiveness and delivering more value to the customer.Link to new ECO: Domain 1, Task 4: Empower team members and stakeholdersLink to Agile Practice Guide: Section 5.2.1 - RetrospectivesCheck out this video on my YouTube channel that talks about the various Agile Ceremonies: https://youtu.be/EGl7CI-Z7GI?feature=sharedDomainPeople
Question 30:
One of your software suppliers is late for a critical project deliverable. On investigation, you find that this is primarily due to some severe resource crunch at the supplier’s end. Your CPI for the project currently is 1.42. What should you do as a project manager to mitigate this issue?
Plan hiring resources internally or externally and expedite the pending deliverables
Blacklist the current supplier and search for alternate vendors
Send the supplier a legal notice for causing delay in your project
Work with the supplier to develop his team so that he does not faces any issues like this in future for projects
Correct answerPlan hiring resources internally or externally and expedite the pending deliverablesBlacklist the current supplier and search for alternate vendorsSend the supplier a legal notice for causing delay in your projectWork with the supplier to develop his team so that he does not faces any issues like this in future for projectsOverall explanationOption A is the correct answer for several reasons aligned with project management best practices. Here’s an explanation of why options B, C, and D are incorrect:Option A: Plan hiring resources internally or externally and expedite the pending deliverables.- Correct Reasoning: This option aligns with the concept of resource management and corrective actions in project management. The Project Management Body of Knowledge (PMBOK) emphasizes the importance of addressing resource constraints promptly to maintain project schedule and performance. Planning to hire additional resources internally or externally is a proactive measure to mitigate the impact of the supplier’s resource crunch. This even makes more sense since the CPI of the project is >1 which means that the project is still within budget and additional funding to hire internal/external resources should not be an issue. Option B: Blacklist the current supplier and search for alternate vendors.- Incorrect Reasoning: While finding alternate vendors may be necessary in certain situations, blacklisting the current supplier without attempting to address the root cause of the issue is a hasty decision. The PMBOK framework encourages project managers to collaborate with stakeholders and resolve issues rather than taking punitive measures without a comprehensive evaluation of the situation.Option C: Send the supplier a legal notice for causing delay in your project.- Incorrect Reasoning: Legal actions should be considered as a last resort after all other avenues have been explored. Sending a legal notice may strain the relationship and hinder collaboration, which is counterproductive. The PMBOK framework emphasizes the importance of communication, negotiation, and conflict resolution before resorting to legal actions.Option D: Work with the supplier to develop his team so that he does not face any issues like this in the future for projects.- Incorrect Reasoning: While investing in the development of the supplier’s team is a positive approach, it might not provide an immediate solution to the current resource crunch. The PMBOK framework emphasizes timely corrective actions to address ongoing issues. Collaborating with the supplier to enhance their team’s capabilities is a long-term strategy and may not directly address the urgency of the current project deliverable.In summary, option A is the correct choice as it aligns with the PMBOK framework’s emphasis on proactive resource management and taking corrective actions to address project issues promptly. Options B, C, and D are less appropriate in this context as they either neglect immediate problem-solving, resort to punitive measures prematurely, or focus on long-term strategies that may not address the urgent project deliverable.Link to new ECO: Domain 2, Task 5: Plan and manage budget & resources. Link to Process Group Practice Guide: Table 10.1 - Earned Value Calculations Summary TablePlease watch my tutorial video on EVM (CPI, SPI, CV, EV) from my YouTube channel as well: https://youtu.be/FgirfE5TAm8DomainProcess
Question 31:
During the execution of a construction project, the project manager notices that the actual project costs are exceeding the planned budget. What should the project manager do FIRST to address this cost overrun?
Implement cost-cutting measures to reduce expenses immediately.
Review the project scope and identify any potential scope creep.
Perform reserve analysis for the variances between the planned and actual costs
Consult with the project sponsor for additional funding.
Implement cost-cutting measures to reduce expenses immediately.Review the project scope and identify any potential scope creep.Correct answerPerform reserve analysis for the variances between the planned and actual costsConsult with the project sponsor for additional funding.Overall explanationOption C is the correct answer for several reasons aligned with project management best practices. Here’s an explanation of why options A, B, and D are incorrect:Option C: Perform reserve analysis for the variances between the planned and actual costs.- Correct Reasoning: The PMBOK framework emphasizes the importance of monitoring and controlling project costs. Performing a reserve analysis involves assessing the variances between planned and actual costs and determining whether contingency reserves should be utilized. It helps the project manager understand the nature and magnitude of the cost overrun and decide on an appropriate course of action.Option A: Implement cost-cutting measures to reduce expenses immediately.- Incorrect Reasoning: While cost-cutting measures may be necessary, implementing them immediately without a thorough analysis of the cost variances and the potential impact on the project scope and quality can be counterproductive. The PMBOK framework recommends a systematic approach to cost management, including the analysis of cost variances before deciding on corrective actions.Option B: Review the project scope and identify any potential scope creep.- Incorrect Reasoning: While scope creep can contribute to cost overruns, jumping to conclusions about scope creep as the first step may be premature. The PMBOK framework recommends a structured approach to scope management, including scope verification and control processes. A comprehensive analysis of cost variances and their root causes is necessary before attributing the cost overrun solely to scope issues.Option D: Consult with the project sponsor for additional funding.- Incorrect Reasoning: While consulting with the project sponsor for additional funding may eventually be necessary, it should not be the first step. The PMBOK framework encourages project managers to analyze the situation, understand the reasons for cost overruns, and explore internal project reserves before seeking external funding. The reserve analysis in Option C is a more detailed and structured approach to understanding the cost variances.In summary, Option C is the correct choice as it aligns with the PMBOK framework’s emphasis on analyzing variances before taking corrective actions and considering the use of contingency reserves. Options A, B, and D are less appropriate as they involve immediate actions without a comprehensive analysis of the cost overruns and their root causes.Link to PMP Exam ECO: Domain 2, Task 5 - Plan and manage budgetLink to PMBOK 7th Ed- Reserve Analysis - Pg. 177DomainPeople
Question 32:
A project manager for an automation project in his organization is developing RFI, RFQ, and RFPs for procuring a collaborative robot from Universal Robots to automate a sorting process in a manufacturing line. Request for information (RFI), Request for Quote (RFQ), Request for proposal (RFP) are examples of:
Procurement plans
Bid documents
Procurement management plan
Procurement audit reports
Procurement plansCorrect answerBid documentsProcurement management planProcurement audit reportsOverall explanationRFI, RFP, and RFQ are different types of project procurement bid documents used in the project management and procurement processes. Each document serves a specific purpose in the procurement lifecycle:1. RFI (Request for Information): - Purpose: RFI is used to gather information from potential vendors or suppliers about their products, services, capabilities, and expertise. It is often used in the early stages of the procurement process when the project team needs more details to make informed decisions. - Content: An RFI typically includes questions seeking clarification on various aspects, such as the vendor’s experience, qualifications, technical capabilities, and potential solutions.2. RFP (Request for Proposal): - Purpose: RFP is a more formal document used to solicit proposals from potential vendors or suppliers. It provides detailed information about the project requirements, objectives, and criteria for vendor selection. The goal is to receive comprehensive proposals that outline how the vendor will meet the project’s needs. - Content: An RFP includes a clear description of the project, specifications, evaluation criteria, and any specific requirements or expectations. Vendors respond with detailed proposals that demonstrate how they will address the project’s requirements.3. RFQ (Request for Quotation): - Purpose: RFQ is used when the project team has already defined its requirements and is seeking price quotations from vendors for specific products or services. RFQs are often used for straightforward procurement needs where the primary consideration is pricing. - Content: An RFQ includes a detailed list of the products or services required, along with any relevant specifications. Vendors respond with price quotations for supplying the specified goods or services.In summary:- RFI is for gathering information.- RFP is for soliciting comprehensive proposals.- RFQ is for obtaining price quotations for predefined goods or services.These bid documents play a crucial role in the procurement process by facilitating clear communication between the project team and potential vendors, ensuring that the selected vendor aligns with the project’s objectives and requirements.Link to new ECO: Domain 2, Task 11: Plan and manage procurement. Link to Process Group Practice Guide - Bid Documents - Pg. 204I would recommend that you watch my tutorial video on TYPES OF CONTRACT from my YouTube channel as well: https://youtu.be/AIXiMzAXtdwDomainProcess
Question 33:
This is the ordered list of all the work for a team, presented in story form in an Agile environment. This is to understand the first release in broad brushstrokes and the sufficient items for the next iteration. What is being referred to here?
Daily standups
Backlogs
Demonstrations
Retrospectives
Daily standupsCorrect answerBacklogsDemonstrationsRetrospectivesOverall explanationOption 2: Backlogs are the ordered list of all the work for a team, presented in story form in an Agile environment. This is to understand the first release in broad brushstrokes and the sufficient items for the next iteration. In the context of Agile project management, a backlog refers to a prioritized list of work items that need to be addressed or completed in a project. Backlogs are commonly used in Agile frameworks such as Scrum and Kanban to manage and plan the work to be done. There are two main types of backlogs: Product Backlog and Sprint Backlog.1. Product Backlog:- Definition: The Product Backlog is a dynamic and prioritized list of features, user stories, enhancements, and other deliverables that make up the overall scope of the project.- Ownership: The Product Backlog is owned and maintained by the Product Owner, who is responsible for ensuring that the items in the backlog are well-defined, prioritized, and aligned with the project goals.- Prioritization: Items in the Product Backlog are prioritized based on their value to the product and the project. Higher-priority items are usually more detailed and well-understood, while lower-priority items may be less defined.2. Sprint Backlog:- Definition: The Sprint Backlog is a subset of the Product Backlog that contains the work items selected for a specific iteration or sprint. It represents the commitment of the development team for that particular sprint.- Ownership: The Sprint Backlog is owned by the development team. During the Sprint Planning meeting, the team selects items from the Product Backlog and commits to delivering them during the sprint.- Dynamic Nature: The Sprint Backlog can evolve throughout the sprint. As the team gains a better understanding of the work, new tasks may be added, or priorities may be adjusted.Key Characteristics of Backlogs in Agile:- Dynamic and Prioritized: Agile backlogs are dynamic and subject to change. They are continuously refined and reprioritized based on feedback, changing requirements, and evolving project needs.- Transparency: Backlogs provide transparency into the upcoming work, making it clear what needs to be done and in what order.- Collaborative: Backlogs are often collaboratively managed. Product Owners, development teams, and other stakeholders work together to ensure that the backlog reflects the project’s goals and priorities.In summary, backlogs in Agile project management are essential tools for planning, organizing, and prioritizing the work to be done. They help Agile teams stay flexible, respond to change, and deliver value incrementally.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Backlogs - 5.2.2, 5.2.3DomainProcess
Question 34:
A product owner is uncertain about the time needed to develop a feature based on the story points collected. This has been handed over to the agile team for estimation. The developers think that the feature will need 32 days to develop. The testing engineers advise that the feature will need 14 days. However, the scrum master is quite certain that this feature could be delivered within 8 days.
What is the estimated duration which the product owner should assume using Beta Estimation Technique?
16 days
18 days
24 days
32 days
Correct answer16 days18 days24 days32 daysOverall explanationOption 1: 16 days : (P+4M+O)/6 = (32+4*14+8)/6 = 16 daysPERT (Program Evaluation and Review Technique) is a project management technique which uses Beta Estimation for estimating the time required to complete a project task. PERT is particularly useful when the task is complex and there is a high degree of uncertainty involved. The technique was developed to manage the complexity of large projects, especially those related to research and development.Key components of PERT estimation include:1. Optimistic Time (O): The best-case scenario for completing a task. This time estimate is based on the assumption that everything goes as smoothly as possible.2. Pessimistic Time (P): The worst-case scenario for completing a task. This estimate considers potential delays, challenges, or obstacles that could extend the task duration.3. Most Likely Time (M): The best estimate of the time required under normal working conditions and with a normal level of resources.Using these three estimates (O, P, and M), PERT calculates the Expected Time (TE) for each task using the formula:Beta Estimate for Mean = (O + 4M + P) / 6Additionally, PERT provides a measure of the variability or uncertainty in the task estimates, known as the Standard Deviation (SD):Beta Estimate for Standard Deviation = (P - O) / 6The PERT estimates help project managers create a more realistic and probabilistic project schedule. It considers the range of possible outcomes and provides a weighted average, which is particularly useful when dealing with uncertain or complex tasks.It’s important to note that PERT is just one of many estimation techniques used in project management. It is often used in conjunction with other methods to create a more comprehensive understanding of project timelines and potential risks.Link to new ECO: Domain 2, Task-9: Manage project planning activitiesLink to PMBOK 7th Ed - Multi point estimating - Section 4.4.2DomainProcess
Question 35:
A project manager is managing a portfolio driven equipment installation program across various geographies for a consumer goods company. The goal of the project ensures the same equipment standard and performance independent of the location of installation. This project calls for an immaculate level of cross-cultural collaboration across stakeholders & team members of various geographies.
What should the project manager do to address correct communication channels with correct stakeholders when the project involves teams across various geographic locations?
Update communications management plan
Update risk register
Update stakeholder register
Update stakeholder engagement plan
Correct answerUpdate communications management planUpdate risk registerUpdate stakeholder registerUpdate stakeholder engagement planOverall explanationOption A is the correct answer, and here’s the explanation along with why options B, C, and D are incorrect:Option A: Update communications management plan.- Correct Reasoning: The challenge described in the question pertains to ensuring effective communication across diverse geographic locations. The Communications Management Plan, a component of the Project Management Plan, outlines the communication approach, channels, and frequency. It also identifies the stakeholders and their communication needs. In a project with global teams, updating the communications management plan is essential to address cross-cultural collaboration challenges. This aligns with the PMBOK framework’s emphasis on proactively managing communication.Option B: Update risk register.- Incorrect Reasoning: While managing teams across various geographies involves risks, the primary issue in the question is related to communication and cross-cultural collaboration. The Risk Register is more focused on identifying and managing potential risks and their impacts. It does not directly address the need for establishing effective communication channels, especially in the context of diverse cultural backgrounds.Option C: Update stakeholder register.- Incorrect Reasoning: The Stakeholder Register contains information about project stakeholders and their engagement levels. While it’s important to identify stakeholders in various locations, updating the stakeholder register alone does not address the broader challenge of ensuring effective communication channels. The communication plan is a more specific tool for managing this aspect.Option D: Update stakeholder engagement plan.- Incorrect Reasoning: The Stakeholder Engagement Plan defines the strategies for engaging stakeholders effectively throughout the project. While it’s crucial to engage stakeholders in a cross-cultural setting, the question is more concerned with establishing proper communication channels. Updating the stakeholder engagement plan may be part of the solution, but it does not address the comprehensive communication needs described in the question.In summary, option A is the correct choice as it directly aligns with the need to update the communications management plan to address the specific challenges of cross-cultural collaboration and communication across various geographic locations. Options B, C, and D are less appropriate in this context, as they focus on risk management, stakeholder identification, and engagement, but do not directly address the communication challenges highlighted in the question.Link to new ECO: Domain 1, Task 11: Engage and support virtual teamsLink to Process Group Practice Guide - Section 5.17 - Plan Communications ManagementDomainPeople
Question 36:
During this practice of Agile Methodology, the team meets to micro commit to each other, uncover problems, and ensure that the flow of work goes smooth through the team. The Kanban board is walked through on a round-robin basis during this meeting. What is it called?
Backlog meeting
Daily standups
Backlog refinement
Demonstration & reviews
Backlog meetingCorrect answerDaily standupsBacklog refinementDemonstration & reviewsOverall explanationOption 2: Daily standupsDaily Standups in Agile Projects:Daily Standups, also known as Daily Scrum or Daily Huddle, are a key practice in Agile methodologies, particularly in Scrum. The purpose of a Daily Standup is to facilitate quick and efficient communication within the development team, providing an opportunity for team members to synchronize their activities and address any impediments. The standup gets its name from the practice of conducting the meeting while standing to keep it short and focused.Key characteristics of Daily Standups:1. Frequency: Held daily, typically at the same time and place.2. Time Limit: Short and time-boxed, usually lasting around 15 minutes.3. Participants: Primarily for the development team members, but the Scrum Master and Product Owner may also attend.4. Format: Each team member answers three standard questions: What did I accomplish yesterday? What will I do today? Are there any impediments or blockers?The Daily Standup helps in fostering collaboration, transparency, and quick problem-solving, ensuring that everyone is on the same page regarding project progress.Kanban Boards in Daily Standups:Kanban is another Agile methodology that focuses on visualizing work, limiting work in progress, and maximizing flow. Kanban boards are used to visualize the flow of work items through different stages of the process. While the Daily Standup is more commonly associated with Scrum, it can be adapted for use in Kanban projects as well.Here’s how Kanban boards can be used during Daily Standups:1. Visualizing Work: The Kanban board provides a visual representation of the work items and their current status. Team members can quickly see what tasks are in progress, what’s completed, and what’s in the backlog.2. Identifying Bottlenecks: During the Daily Standup, team members can discuss the state of tasks on the Kanban board. If there are columns on the board that are consistently full or have a large number of items, it signals a potential bottleneck in the process that needs attention.3. Quick Updates: Team members can use the Kanban board to provide quick updates on the status of their work. For example, they might point to specific tasks on the board while discussing what they accomplished yesterday and what they plan to do today.4. Collaborative Problem-Solving: If any tasks are stuck or facing issues, the visual representation on the Kanban board facilitates collaborative problem-solving. Team members can discuss how to unblock tasks and improve the flow of work.In summary, Daily Standups in Agile projects, whether following Scrum or Kanban, promote regular communication and collaboration. In Kanban, the visual nature of the Kanban board enhances the effectiveness of Daily Standups by providing a shared understanding of the work and helping the team identify areas for improvement.Link to new ECO: Domain 1, Task 10 - Build a shared understandingLink to Agile Practice Guide: Section 5.2.4 - Daily StandupsDomainPeople
Question 37:
A project prototype was aligned within 95% confidence interval during the feasibility stage. However, during the project chartering process, the customer denies approval of the project product stating incompleteness in requirements. However, the end-users had approved the prototype. How should the project manager respond?
Organize a focused group discussion with the end-users to understand the gap
Review the WBS and verify the requirements documentation with the customer
Explore options to negotiate with the customer on basis of approval by the end-users
Escalate the issue to the sponsor and ask for intervention
Organize a focused group discussion with the end-users to understand the gapCorrect answerReview the WBS and verify the requirements documentation with the customerExplore options to negotiate with the customer on basis of approval by the end-usersEscalate the issue to the sponsor and ask for intervention Overall explanationOption B is the correct answer, and here’s the explanation along with why options A, C, and D are incorrect:Option B: Review the WBS and verify the requirements documentation with the customer.- Correct Reasoning: In project management, it is crucial to ensure that the project’s scope and requirements are well-defined and agreed upon by all stakeholders. The Work Breakdown Structure (WBS) is a fundamental project management tool that helps in breaking down the project scope into manageable components. By reviewing the WBS and verifying requirements documentation with the customer, the project manager can identify any gaps or discrepancies, ensuring alignment between the project prototype and the customer’s expectations. This aligns with the PMBOK framework’s emphasis on scope management and requirements validation.Option A: Organize a focused group discussion with the end-users to understand the gap.- Incorrect Reasoning: While understanding the perspective of end-users is important, the primary concern in the question is the denial of approval by the customer due to incompleteness in requirements. Organizing a focused group discussion with end-users may provide valuable insights, but it does not directly address the discrepancy between customer and end-user approval. The focus should be on aligning with the customer’s expectations.Option C: Explore options to negotiate with the customer on the basis of approval by the end-users.- Incorrect Reasoning: Negotiation is a valid project management skill, but in this context, it’s essential to first clarify and align the requirements with the customer. Simply negotiating based on end-user approval may not resolve the issue if there are actual gaps or incompleteness in the documented requirements. The priority should be to establish a common understanding with the customer.Option D: Escalate the issue to the sponsor and ask for intervention.- Incorrect Reasoning: Escalating to the sponsor should be a last resort after the project manager has attempted to resolve the issue at the project level. In this scenario, where there is a discrepancy in requirements, it is more appropriate for the project manager to first engage with the customer to understand and address their concerns. Escalation should be considered if there is a deadlock or if the project manager cannot resolve the issue at the project level.In summary, option B is the correct choice as it involves a systematic review of the WBS and requirements documentation with the customer to identify and address any gaps or discrepancies. Options A, C, and D, while potentially valuable in certain contexts, do not directly address the need to verify and align requirements with the customer, which is the primary concern in the question.Link to PMP Exam ECO: Domain 2, Task 8 - Plan and Manage ScopeLink to Process Group Practice Guide: Pg 225 - Requirements management planDomainProcess
Question 38:
In a weekly project status review meeting, the quality manager expresses concerns about the sampling plan. The project manager is not able to understand why this has been highlighted now since the project has already moved from planning stage to execution stage.
What should ideally be done by the project manager now to resolve the issue?
Update the risk response plan after inputs from all the team members
Acknowledge the concern raised and recommend that the impact of this should be assessed in a separate meeting
Reiterate the fact that the project has moved from planning to execution and hence it is too late to change the sampling plan now
Continue with the meeting agenda and ask the quality manager to document the proposal via email
Update the risk response plan after inputs from all the team membersCorrect answerAcknowledge the concern raised and recommend that the impact of this should be assessed in a separate meetingReiterate the fact that the project has moved from planning to execution and hence it is too late to change the sampling plan nowContinue with the meeting agenda and ask the quality manager to document the proposal via emailOverall explanationOption B is the correct answer, and here’s the explanation along with why options A, C, and D are incorrect:Option B: Acknowledge the concern raised and recommend that the impact of this should be assessed in a separate meeting.- Correct Reasoning: The PMBOK framework encourages proactive issue identification and resolution. If a concern is raised during a project status review meeting, the project manager should acknowledge the concern and recommend a separate meeting to assess its impact. This aligns with the concept of issue management and the importance of addressing concerns promptly rather than dismissing them outright.Option A: Update the risk response plan after inputs from all the team members.- Incorrect Reasoning: The issue raised by the quality manager is not necessarily a risk; it’s a current concern about the sampling plan. Risk response plans are typically associated with identified risks during the planning phase. In this case, the concern is more immediate and should be addressed as an issue rather than through the formal risk management process.Option C: Reiterate the fact that the project has moved from planning to execution and hence it is too late to change the sampling plan now.- Incorrect Reasoning: This response reflects a dismissive approach and does not align with effective project management. It’s important to address concerns raised by team members and stakeholders regardless of the project phase. Dismissing the concern without assessing its impact may lead to quality issues during the execution phase.Option D: Continue with the meeting agenda and ask the quality manager to document the proposal via email.- Incorrect Reasoning: Ignoring or deferring the concern without a proper assessment does not align with best project management practices. While documenting the proposal via email is a form of communication, it doesn’t actively address the immediate concern expressed by the quality manager during the meeting.In summary, option B is the correct choice as it acknowledges the concern, recognizes the need to assess its impact, and suggests a separate meeting for a more in-depth discussion. This approach aligns with the PMBOK framework’s emphasis on issue management and effective communication to resolve concerns in a timely manner. Options A, C, and D, while reflecting different approaches, do not address the concern raised by the quality manager in a proactive and collaborative manner.Link to PMP Exam ECO: Domain1, Task 1 - Manage ConflictLink to PMBOK 7th Ed. - Pg. 29, Conflict ManagementDomainProcess
Question 39:
The cost of quality (COQ) associated with a project consists of one or more costs such as Prevention Costs, Appraisal Costs, and Failure Costs (Internal/External). Which of the following is an example of the cost of compliance in the context of Cost of Quality (COQ)?
Training
Rework
Scrap
Warranty claims
Correct answerTrainingReworkScrapWarranty claimsOverall explanationIn the context of Cost of Quality (COQ) in project management, the “cost of training” as a “cost of compliance” refers to the expenses associated with educating and training personnel to adhere to established quality standards, processes, or regulatory requirements. This cost is incurred to ensure that individuals involved in the project understand and follow the prescribed guidelines, procedures, and quality measures.Here’s a breakdown of the concepts:1. Cost of Quality (COQ):- COQ is a project management concept that involves assessing and managing the costs associated with ensuring quality in project deliverables.- COQ is typically categorized into two main types: the cost of conformance and the cost of non-conformance.2. Cost of Compliance:- This is a subset of the cost of conformance within COQ.- It includes the costs incurred to ensure that the project adheres to specified standards, regulations, and quality requirements.3. Cost of Training as a Component:- Within the cost of compliance, the “cost of training” refers specifically to the expenditures related to educating and training project team members, stakeholders, or other relevant personnel.- Training costs are incurred to enhance the skills and knowledge of individuals involved in the project, enabling them to meet the specified quality standards and comply with established processes.Examples of “cost of training” as a “cost of compliance” may include:- Training sessions for project team members on quality management systems.- Workshops to educate personnel about regulatory requirements applicable to the project.- Instructional programs on new technologies or methodologies that align with quality standards.Effectively managing the cost of training as a cost of compliance is essential for ensuring that project participants have the necessary competencies to produce high-quality deliverables and comply with relevant regulations. By investing in training, organizations aim to prevent quality issues, reduce errors, and enhance overall project performance, contributing to the success of the project and the satisfaction of stakeholders.Link to new ECO: Domain 2, Task - 7: Plan and manage the quality of product/deliverableLink to PMBOK 7th Edition - Section 2.6.3.1 - COQDomainProcess
Question 40:
TechLabz is a SAAS (Software As A Service) based start-up which has received a seed funding of $2.5Mn recently. The agile team of TechLabz is currently working with five sub-teams, each responsible for developing a key product feature integration. However, a few teams have expressed concerns about unresolved impediments and blockers.
How should the project manager address this situation?
Plan to minimize dependencies within the five teams
Introduce a new collaboration tool to facilitate integration
Plan to implement a tailored Scrum of Scrums approach
Merge the five teams into three teams to reduce impediments
Plan to minimize dependencies within the five teamsIntroduce a new collaboration tool to facilitate integrationCorrect answerPlan to implement a tailored Scrum of Scrums approachMerge the five teams into three teams to reduce impedimentsOverall explanationOption C is the correct answer, and here’s the explanation along with why options A, B, and D are incorrect:Option C: Plan to implement a tailored Scrum of Scrums approach.- Correct Reasoning: The Scrum of Scrums is an Agile scaling technique used to address coordination and integration issues across multiple Scrum teams. In this scenario, where there are concerns about unresolved impediments and blockers, implementing a tailored Scrum of Scrums approach allows for regular communication and collaboration between the sub-teams. This aligns with Agile principles and helps in managing dependencies and impediments effectively.Option A: Plan to minimize dependencies within the five teams.- Incorrect Reasoning: While minimizing dependencies is a good practice, simply planning to minimize dependencies without a structured approach may not be sufficient to address the specific concerns of unresolved impediments and blockers. The question suggests the need for a more organized and collaborative approach.Option B: Introduce a new collaboration tool to facilitate integration.- Incorrect Reasoning: Introducing a new collaboration tool can be beneficial, but it may not directly address the concerns about unresolved impediments and blockers. The effectiveness of collaboration tools depends on how well they are integrated into the team’s workflow, and introducing a tool alone may not solve the underlying issues.Option D: Merge the five teams into three teams to reduce impediments.- Incorrect Reasoning: Merging teams is a significant organizational change and should not be undertaken solely to address impediments. It might introduce new challenges, and it does not necessarily provide a targeted solution to the specific concerns raised by the teams. Agile frameworks generally emphasize keeping teams small and cross-functional.In summary, option C is the correct choice as it suggests implementing a tailored Scrum of Scrums approach, which is a recognized technique for coordinating work across multiple Agile teams. It provides a structured way to address impediments and blockers while maintaining the autonomy of the sub-teams. Options A, B, and D, while addressing certain aspects of project management, do not directly align with the need to address the expressed concerns about impediments and blockers in a multi-team Agile environment.Link to PMP Exam ECO: Domain 2, Task 13 - Project management methodologies Link to Agile Practice Guide: A3.10.1 - Scrum of ScrumsDomainProcess
Question 41:
The client for a wildlife conservation project in Lithuania has identified some major defects in the newly designed and deployed wildlife tracking system. What category should the project manager use to estimate this cost of quality (COQ) for troubleshooting the tracking system?
Internal failure costs
External failure costs
Appraisal cost
Prevention cost
Internal failure costsCorrect answerExternal failure costsAppraisal costPrevention costOverall explanationOption 2: This is an example of external failure costs (due to repair and servicing) since this will be money spent after the project had been handed over because of failures/snags. In the context of Cost of Quality (COQ) in project management, costs related to “repair and servicing” are considered external failure costs. External failure costs are expenses incurred after the product or service has been delivered to the customer and are associated with addressing quality issues that were not detected before delivery.Here’s why “repair and servicing” costs are classified as external failure costs:1. Definition of External Failure Costs: - External failure costs are part of the cost of poor quality incurred outside the organization, typically after the product or service has been delivered to the customer. - These costs arise due to defects or quality issues that were not identified during the project or production processes, leading to problems being discovered by the customer.2. Repair and Servicing Costs: - When a delivered product or service has quality issues that require repairs or servicing after it reaches the customer, the costs associated with addressing these issues fall under external failure costs. - This can include the expenses related to fixing defects, addressing customer complaints, providing warranty services, and any other post-delivery actions to meet the agreed-upon quality standards.3. Prevention vs. Failure Costs: - COQ is often categorized into two main types: the cost of prevention (costs incurred to prevent defects) and the cost of failure (costs incurred due to defects). - External failure costs, including those related to repair and servicing, are a subset of the cost of failure and are associated with defects that escape the organization’s internal quality control processes.4. Examples of Repair and Servicing Costs: - Warranty repairs: Costs associated with fixing defects covered under warranty after the product has been delivered. - Customer support: Expenses related to addressing customer complaints and providing support services for quality-related issues. - Product recalls: Costs incurred when products need to be recalled and replaced or repaired due to identified quality issues.Understanding and tracking external failure costs, such as repair and servicing expenses, are essential for organizations to improve their quality management processes. By identifying and addressing the root causes of these costs, organizations can work towards preventing similar issues in future projects, thereby reducing the overall cost of poor quality.Link to new ECO: Domain 2, Task - 7: Plan and manage quality of product/deliverableLink to PMBOK 7th Edition - Section 2.6.3.1 - Cost of Quality DomainProcess
Question 42:
A project manager performs various project performance measurements to assess the magnitude of variation with respect to baseline and then plan corrective actions wherever necessary. This is an example of:
Multicriteria decision analysis
Variance analysis
Risk analysis
Configuration analysis
Multicriteria decision analysisCorrect answerVariance analysisRisk analysisConfiguration analysisOverall explanationIn project management, variance analysis (Option 2) is a technique used to compare the planned performance of a project with its actual performance. It involves analyzing the differences or variances between the planned and actual outcomes to identify areas where the project is deviating from the original plan. Variance analysis is a crucial tool for project control, monitoring, and decision-making.Key aspects of variance analysis in project management include:1. Planned vs. Actual Performance:- Planned Performance: This refers to the baseline or expected performance outlined in the project plan, including schedules, budgets, and resource allocations.- Actual Performance: This is the real-time data and results observed during the execution of the project.2. Types of Variances:- Cost Variance: Compares the budgeted costs with the actual costs incurred.- Schedule Variance: Compares the planned schedule with the actual progress made.- Scope Variance: Examines changes or deviations in project scope.3. Steps in Variance Analysis:- Identify Variances: Determine the differences between planned and actual performance.- Analyze Causes: Investigate the reasons behind the variances. Identify whether they are due to internal or external factors.- Evaluate Impact: Assess the impact of variances on project objectives, such as schedule delays, cost overruns, or scope changes.- Take Corrective Actions: If variances are unfavorable, implement corrective actions to bring the project back on track. If variances are positive, analyze and understand the contributing factors for potential process improvement.4. Benefits of Variance Analysis:- Early Issue Identification: Helps in identifying issues and deviations early in the project life cycle.- Informed Decision-Making: Provides data for informed decision-making by project managers and stakeholders.- Performance Improvement: Enables continuous improvement by learning from past variances and adjusting future plans accordingly.5. Tools and Techniques:- Earned Value Management (EVM): A key tool in variance analysis, EVM integrates project scope, schedule, and cost measures to provide a comprehensive view of project performance.- Trend Analysis: Examines project performance over time to identify patterns or trends that may impact future performance.6. Limitations of Variance Analysis:- Assumes Stability: Variance analysis assumes that the original plan was well-founded and remains relevant. If the project environment is highly dynamic, variances may be unavoidable.- May Not Capture All Factors: Some factors affecting project performance may not be easily quantifiable or may not be captured in the planned metrics.Variance analysis is a fundamental aspect of project monitoring and control, helping project managers and stakeholders stay informed about the project’s health and facilitating timely interventions to address deviations from the plan.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to PMBOK 7th Ed - Pg 177 (Variance Analysis)DomainProcess
Question 43:
_______ methodologies are designed to scale, and provide selection of methodology rigor based on project size and criticality. This realizes scalability in tailoring approaches based on policies, practices and processes in order to meet the project’s unique characteristics.
Which agile methodology is being referred to here?
Scrumban
Xtreme Programming
Crystal
LeSS
ScrumbanXtreme ProgrammingCorrect answerCrystalLeSSOverall explanationCrystal Methods (Option C) is a family of Agile methodologies developed by Alistair Cockburn. Crystal Methods prioritize people and communication over processes and tools, and they are designed to be adaptable to specific project characteristics.Here’s a brief overview of the Crystal Methods:1. Crystal Clear:- Key Principles:- Frequent Delivery: Small, frequent deliveries of the software to users.- Reflective Improvement: Teams regularly reflect on their processes and make improvements.- Close Communication: Emphasis on close communication and cooperation among team members.2. Crystal Family:- Crystal comes in several versions, denoted by colors (e.g., Crystal Clear, Crystal Yellow, Crystal Orange).- Each version is tailored for different project characteristics, such as team size, system criticality, and priorities.3. Characteristics:- Prioritization: Prioritization of features and requirements based on their importance and the project’s current context.- Iterative Development: Iterative and incremental development with frequent releases.- People-Centric: Focus on people and interactions as the primary drivers of project success.4. Adaptability:- Crystal Methods emphasize flexibility and adaptability. The methodology is meant to be tuned based on the unique characteristics and needs of each project.While Crystal Methods are not as widely adopted as some other Agile methodologies, they offer valuable principles and practices, particularly for projects with varying characteristics.Link to Agile Practice Guide: Section: Section A3.5 - Crystal Methods (Pg. 106)Link to PMP Exam ECO: Domain 2, Task 13 - Project management methodologiesDomainProcess
Question 44:
A project manager is managing a project that involves building a software for capturing manufacturing data (machine unplanned stops, process reliability etc.) from the shop floor. During the user acceptance testing phase of the software, there were some changes suggested by the users in the GUI (Graphical User Interface) to make it more interactive. The developer team believes that the suggested changes are really necessary and should be incorporated immediately.
What is the next best course of action for the project manager now?
Create a change request
Analyze the impact of the change in scope, cost, schedule and then write up a change request
Update issue log
Decline these changes since you already know that these will increase your project costs
Create a change requestCorrect answerAnalyze the impact of the change in scope, cost, schedule and then write up a change requestUpdate issue logDecline these changes since you already know that these will increase your project costsOverall explanationOption 2: Analyze the impact of the change in scope, cost, schedule, and then write up a change request. ‘Creating a change request’ means submitting the change request directly to CCB. That comes much later in the PICC loop. You do not update issue log for change requests, you update changelogs. Issue logs are for day-to-day chores related to project work (Eg. new laptop needs to be ordered for team member, training needs to be done for a teammate, the revised offer needs to be submitted for a particular reason etc. etc. ). When there is a change request…you go into the ICC loop and start first by documenting it in the change log, then analyzing it’s impact and then drafting a formal change request and then submitting it to CCB (creating a change request). Link to new ECO: Domain 2, Task 10: Manage project changesLink to Process Group Practice Guide - Section 7.2 - PICCI would recommend that you watch the following tutorial videos on Change Management from my YouTube channel:1. Change Management (PICC) Process Flow Chart: https://youtu.be/Dawt8dRlutI2. Situational Questions of Change Management/PICC: https://youtu.be/i0PE2j-n7MIDomainProcess
Question 45:
You are the Continuous Improvement Manager for an automobile assembly line. As a part of an ongoing Six-Sigma Project, you are doing a root cause analysis for a failure mode which has come up as one of your top failure modes in your Pareto Analysis. Which tool would you use to identify the probable assignable causes for the effect (failure) in consideration?
Ishikawa diagram
Pareto’s chart
Histogram
Run charts
Correct answerIshikawa diagramPareto’s chartHistogramRun chartsOverall explanationThe Ishikawa Diagram (Option A), also known as the Fishbone Diagram or Cause-and-Effect Diagram, is a visual tool used in the context of Lean and Six Sigma methodologies to identify and analyze the root causes of a problem. This diagram was developed by Kaoru Ishikawa, a Japanese quality control expert.Key Components of the Ishikawa Diagram:1. Problem Statement (Effect): The problem or issue being addressed is written at the “head” or on the right side of the diagram. This is the effect or outcome that needs to be addressed.2. Fishbone Structure: The main body of the diagram resembles a fishbone, with a horizontal line representing the main problem. This structure helps organize potential causes into categories.3. Categories of Causes (Branches): Different branches extending from the main line represent various categories of potential causes. Commonly used categories in a business context are People, Processes, Equipment, Materials, Environment, and Management.4. Sub-causes (Fishbone Ribs): Each branch further breaks down into sub-causes or specific factors that might contribute to the main problem. These are the detailed causes that need to be explored.Application in Lean and Six Sigma:1. Problem Solving: Ishikawa Diagrams are used to systematically identify and analyze the root causes of problems or defects in processes. This is essential for continuous improvement efforts in Lean and Six Sigma.2. Root Cause Analysis: The diagram aids in identifying the fundamental reasons behind a problem rather than just addressing symptoms. By understanding the root causes, organizations can implement effective solutions.3. Visual Representation: The visual nature of the Ishikawa Diagram makes it a powerful communication tool. It helps teams collaborate, share insights, and work together to identify and prioritize the most significant causes.4. Data-Driven Decision-Making: In the context of Six Sigma, the Ishikawa Diagram complements statistical analysis by providing a qualitative method for identifying potential causes. It is often used in conjunction with tools like Pareto charts and control charts.Steps for Creating an Ishikawa Diagram:1. Define the Problem: Clearly articulate the problem or effect that needs to be addressed.2. Identify Categories: Determine the main categories or factors that may contribute to the problem.3. Brainstorm Causes: Conduct a brainstorming session to identify potential causes within each category.4. Organize Causes: Arrange the causes under their respective categories on the diagram.5. Analyze and Prioritize: Evaluate the significance of each cause and prioritize those that are most likely to be contributing to the problem.By systematically using the Ishikawa Diagram, Lean and Six Sigma teams can gain insights into the complex interactions within a process and identify opportunities for improvement. It is a valuable tool in the pursuit of operational excellence and quality management.Link to new ECO: Domain 2, Task 7: Plan and manage quality of product/deliverablesLink to Process Group Practice Guide - Ishikawa Diagram - Figure 10.2, Pg. 250DomainProcess
Question 46:
What is the diagrammatic representation in the Agile planning process called, that plots the days in the X-axis and # of story points to be delivered/remaining in the Y-axis and is used to estimate how the project is performing w.r.t. planned schedule? (see pic below)
RACI chart
Gantt chart
Network Chart
Iteration burndown chart
RACI chartGantt chartNetwork ChartCorrect answerIteration burndown chartOverall explanationIn Agile project management, an Iteration Burndown Chart (Option D) is a visual representation of the work completed versus the work remaining during a specific iteration or sprint. It provides a snapshot of the team’s progress in delivering user stories or tasks over time. The chart helps Agile teams track their work and adapt their plans as needed to meet the iteration goals.Key Components of an Iteration Burndown Chart:1. Time Axis: The horizontal axis represents time, typically measured in days or iterations. It shows the progression of time throughout the iteration.2. Work Axis: The vertical axis represents the amount of work remaining or, alternatively, the story points or effort estimates. It shows the quantity of work the team needs to complete.3. Ideal Burndown Line: This is a hypothetical line that represents the ideal progress the team should make, assuming a consistent rate of work throughout the iteration. It starts at the total amount of work planned for the iteration and slopes downward to zero by the end of the iteration.4. Actual Burndown Line: This line reflects the actual progress made by the team. It shows the daily or iterative reduction in the amount of work remaining. The actual burndown line might fluctuate above or below the ideal line based on the team’s actual progress.Purpose and Benefits:1. Progress Tracking: It provides a clear and visual representation of how much work has been completed and how much is remaining during the iteration. This allows the team to track progress at a glance.2. Early Issue Detection: Deviations between the actual and ideal burndown lines can highlight potential issues or delays in the iteration. Teams can identify these early and take corrective actions.3. Visibility: The chart enhances transparency by making the work visible to all team members, stakeholders, and product owners. It helps everyone understand how the team is progressing towards the iteration goals.4. Adaptation: The Iteration Burndown Chart supports Agile principles of adaptability. If the team realizes they are falling behind, they can collaborate to adjust priorities, address impediments, or make changes to their plan mid-iteration.5. Data-Driven Decisions: Project managers, Scrum Masters, and teams can make informed decisions based on the data provided by the chart. They can use it to assess the team’s velocity and capacity for future iterations.Interpretation:- Above Ideal Line: If the actual burndown line is consistently above the ideal line, it indicates that the team is working at a slower pace than expected. This might prompt the team to inspect and adapt their approach.- Below Ideal Line: If the actual burndown line is consistently below the ideal line, it suggests that the team is working faster than anticipated. This might signal that the team can take on additional work or refine their estimates.In summary, the Iteration Burndown Chart is a valuable tool in Agile project management for tracking progress, facilitating communication, and supporting the team’s ability to adapt to changing circumstances during an iteration.Link to new ECO: Domain 2, Task 6: Plan and manage scheduleLink to Agile Practice Guide - Iteration Burndown Chart - Figure 5.1, Pg. 62DomainProcess
Question 47:
A company’s culture of risk appetite and risk threshold should be considered when identifying and planning risk responses. This forms the backbone of an appropriate risk management strategy for a project tailored to its complexity. This information can be accessed from:
OPAs and EEFs
Study of organizational culture
User stories
Group discussions
Correct answerOPAs and EEFsStudy of organizational cultureUser storiesGroup discussionsOverall explanationOption A is the correct answer, and here’s the explanation along with why options B, C, and D are incorrect:Option A: Organizational process assets (OPAs) and Enterprise Environmental Factors (EEFs).- Correct Reasoning: - According to the Project Management Body of Knowledge (PMBOK) framework, organizational process assets (OPAs) and Enterprise Environmental Factors (EEFs) are key inputs for the Plan Risk Management process. - OPAs include information about the organization’s risk appetite, risk threshold, and risk tolerance. These factors influence how risks are perceived, assessed, and managed within the organization. - EEFs encompass external factors, including the organization’s culture, industry standards, regulations, and market conditions. The organization’s risk culture is a crucial aspect of EEFs.Option B: Study of organizational culture.- Incorrect Reasoning: - While understanding the organizational culture is important, the PMBOK framework emphasizes the use of OPAs and EEFs, which are broader categories encompassing various aspects of the organizational environment. - Simply studying organizational culture might not provide the comprehensive range of information needed for risk management strategy development.Option C: User stories.- Incorrect Reasoning: - User stories are associated with Agile methodologies and are primarily used in the context of requirements gathering and prioritization. - While user stories may capture some aspects of project requirements and stakeholder needs, they do not specifically address the organizational culture, risk appetite, or risk threshold.Option D: Group discussions.- Incorrect Reasoning: - Group discussions are a valuable communication tool, but they may not be the primary source for understanding the overall organizational risk culture. - The information obtained from group discussions might be anecdotal and may not provide a structured and comprehensive understanding of risk appetite and threshold as OPAs and EEFs do.In summary, option A is the correct choice as it aligns with the PMBOK framework’s emphasis on leveraging organizational process assets (OPAs) and Enterprise Environmental Factors (EEFs) to inform the risk management strategy. Options B, C, and D, while potentially valuable in other contexts, do not specifically address the recommended inputs for the Plan Risk Management process in project management.Link to new ECO: Domain 3, Task-4: Support organizational changes (assess organizational culture)Link to Process Group Practice Guide: Chapter 2 - The Project Environment - Pg. 37DomainBusiness Environment
Question 48:
You are in the direct & manage project work phase of integration management process group. As a part of your weekly review of project schedule, you find out that an activity which was on critical path got completed in 4 weeks. You are not sure what was the target completion duration of the activity because you are yet to see the schedule baseline. Hence, at this point you do not know whether this activity is on track or off track. What would you call this raw information at this point of time in the project?
Work performance information
Work performance data
Schedule baseline comparison
Work performance report
Work performance informationCorrect answerWork performance dataSchedule baseline comparisonWork performance reportOverall explanationOption B is the correct answer, and here’s the explanation along with why options A, C, and D are incorrect:Option B: Work performance data.- Correct Reasoning: - In the context of project management, work performance data refers to the raw observations and measurements collected during the execution of project activities. - The completion duration of the activity (4 weeks) is raw data that has been directly observed during the project work.Option A: Work performance information.- Incorrect Reasoning: - Work performance information is the processed data that has been analyzed, interpreted, and combined with other information to provide context and meaning. In this scenario, the completion duration alone is raw data and has not been processed or analyzed.Option C: Schedule baseline comparison.- Incorrect Reasoning: - Schedule baseline comparison involves comparing the actual progress with the baseline schedule to determine variances. However, in this case, the schedule baseline is not available, so a comparison cannot be made.Option D: Work performance report.- Incorrect Reasoning: - A work performance report is a summary or compilation of work performance information and analysis. It typically provides insights into how the project is performing against the project management plan. In this scenario, the information about the completion duration is not yet analyzed or summarized, so it doesn’t qualify as a work performance report.In summary, option B (work performance data) is the correct choice because it accurately represents the raw, unprocessed information about the completion duration of the activity. Options A, C, and D are incorrect because they refer to processed or analyzed information, comparisons with baselines, or formal reports, which are not applicable in the context of the raw completion duration data provided in the question.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to Process Group Practice Guide: Section 1.8 - Project Management Data and InformationDomainProcess
Question 49:
The product development team for an AI-enabled interior designing application failed to include the changes already implemented upstream by the product design team. The product owner did inform the developers about the changes during a daily standup meeting but there are no records which could be traced back.
What should the most appropriate step to prevent such issues in the future?
More frequent backlog refinement meetings with learnings captured in retrospectives
Organize training for the design and development team on collaborative problem solving
Refinement of product backlog with the team and product owner before every iteration
Initiate sprint retrospective to align change management process during an iteration
More frequent backlog refinement meetings with learnings captured in retrospectivesOrganize training for the design and development team on collaborative problem solvingRefinement of product backlog with the team and product owner before every iterationCorrect answerInitiate sprint retrospective to align change management process during an iterationOverall explanationOption D is the correct answer, and here’s the explanation along with why options A, B, and C are incorrect. This question is a classical example to demonstrate change management in agile projects:Option D: Initiate sprint retrospective to align change management process during an iteration.- Correct Reasoning: - Sprint retrospectives are a fundamental practice in Agile methodologies, allowing teams to reflect on their performance and identify areas for improvement. - In this scenario, initiating a sprint retrospective specifically focused on aligning the change management process can help the team address the issue of missed changes from upstream. - Retrospectives provide a structured forum for the team to discuss what went well, what didn’t, and how the team can improve their processes, including communication about changes.Option A: More frequent backlog refinement meetings with learnings captured in retrospectives.- Incorrect Reasoning: - While backlog refinement meetings are important for ensuring a clear and updated product backlog, the issue described is more about the team’s awareness and alignment regarding changes. - The primary focus of retrospectives is continuous improvement, not capturing learnings from backlog refinement meetings.Option B: Organize training for the design and development team on collaborative problem-solving.- Incorrect Reasoning: - Training on collaborative problem-solving is a valuable initiative, but it may not directly address the issue of missed changes. - The question highlights a communication and alignment problem that might not be completely solved through general problem-solving training.Option C: Refinement of product backlog with the team and product owner before every iteration.- Incorrect Reasoning: - While refining the product backlog with the team and the product owner is a good practice, it may not specifically address the issue of changes being missed. Note that the question is asking for a ‘systemic fix’ for future, which is an ideal case in point to be discussed in retrospectives. - The question points to a need for improving the process of handling changes and ensuring that the entire team is aware of them.In summary, option D is the most appropriate step as it directly addresses the issue raised in the question by focusing on aligning the change management process during an iteration through a sprint retrospective. Retrospectives are a key mechanism for continuous improvement in Agile projects, providing a structured approach to address issues and enhance team collaboration.Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersLink to Agile Practice Guide: Section 5.2.1 - RetrospectivesDomainPeople
Question 50:
A drug-trial company from Latin America is planning to launch a new medication in the field of endocrinology. The product management team is ready with the launch. However, the legal team highlights a foreseeable risk due to a newly mandated legislation, and hence recommends postponing the launch by 9 months till the new laws take effect.
What would the most optimum strategy to pursue in this scenario?
Manage the entire project with eXtreme Programming since the launch is in large scale
Assess feasibility to divide the scope items linked to new legislation in an agile track and progress with the rest of the scope in a predictive track
Call out the risk due to the new legislation as an emergent risk and plan management reserves accordingly
Run a PESTLE analysis to assess economic feasibility to launch the drug commercially
Manage the entire project with eXtreme Programming since the launch is in large scaleCorrect answerAssess feasibility to divide the scope items linked to new legislation in an agile track and progress with the rest of the scope in a predictive trackCall out the risk due to the new legislation as an emergent risk and plan management reserves accordingly Run a PESTLE analysis to assess economic feasibility to launch the drug commercially Overall explanationOption B is the correct answer, and here’s the explanation along with why options A, C, and D are incorrect:Option B: Assess feasibility to divide the scope items linked to new legislation in an agile track and progress with the rest of the scope in a predictive track.- Correct Reasoning: - The situation involves a foreseeable risk related to newly mandated legislation. In an Agile context, the hybrid strategy of dividing the scope items related to the new legislation into an agile track and progressing with the rest in a predictive (traditional) track aligns with Agile principles. - This approach allows the team to be adaptive and responsive to changes while still providing a plan for the parts of the project that can be executed predictively.Option A: Manage the entire project with eXtreme Programming since the launch is in large scale.- Incorrect Reasoning: - eXtreme Programming (XP) is an Agile software development methodology with a focus on high-quality code, continuous feedback, and quick response to changing requirements. However, it may not be the most suitable approach for managing a large-scale project, especially when external factors like legal considerations impact the overall project timeline.Option C: Call out the risk due to the new legislation as an emergent risk and plan management reserves accordingly.- Incorrect Reasoning: - While identifying and calling out the risk is a good practice, treating it as an emergent risk and planning management reserves may not be sufficient. The question implies a more proactive approach to manage the impact of the legislation.Option D: Run a PESTLE analysis to assess economic feasibility to launch the drug commercially.- Incorrect Reasoning: - PESTLE analysis (Political, Economic, Social, Technological, Legal, Environmental) is a strategic planning tool, but in the given scenario, the legal risk has already been identified. - The question is more about the strategy to deal with the known legal risk rather than conducting a broader analysis.In summary, option B is the most optimum strategy as it aligns with Agile principles of adaptability and responsiveness by allowing the team to assess feasibility, divide the scope, and progress with the project in a way that accommodates the impact of the new legislation. This approach provides a balance between agility and predictability in the project management approach.Link to PMP Exam ECO: Domain 3, Task 1: Project ComplianceLink to Agile Practice Guide - Hybrid Project Life Cycle - Section 3.1.6DomainBusiness Environment
Question 51:
You are developing the charter for a project. In a team meeting, your sponsor asks you to review the document that contains the procurement strategy and different purchasing alignments in forms of contracts, MOUs, SLAs and LOAs. Which document is being referring to?
Procurement Management Plan
Agreements
Quality Management Plan
Conduct Procurement Plan
Procurement Management PlanCorrect answerAgreementsQuality Management PlanConduct Procurement PlanOverall explanationOption B: AGREEMENTS - Agreements are used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. In the context of procurement in project management, “agreements” refer to formal contracts or legal arrangements between the buyer (the project or organization) and the seller (the external party providing goods or services). These agreements outline the terms, conditions, responsibilities, and expectations of both parties regarding the procurement of goods or services.Key aspects of agreements in procurement include:1. Contractual Relationships:- Agreements establish the legal framework for the relationship between the buyer and the seller. They define the roles and responsibilities of each party and set the expectations for the successful completion of the project.2. Scope of Work:- Agreements clearly define the scope of work or the specific goods and services to be provided by the seller. This includes detailed descriptions of deliverables, timelines, quality standards, and any other relevant specifications.3. Terms and Conditions:- The agreements specify the terms and conditions under which the procurement will take place. This includes payment terms, delivery schedules, performance metrics, warranties, and other relevant clauses to ensure that both parties understand their obligations.4. Price and Payment Terms:- Agreements outline the pricing structure for the goods or services being procured. This may include fixed prices, cost-reimbursable arrangements, or a combination of both. Payment terms, such as milestones or regular intervals, are also defined in the agreement.5. Contractual Changes:- Agreements typically include provisions for handling changes to the contract, known as change control mechanisms. These mechanisms outline how changes to the scope, schedule, or other aspects of the agreement will be addressed and agreed upon by both parties.6. Legal and Regulatory Compliance:- Agreements ensure that both the buyer and the seller comply with relevant legal and regulatory requirements. This may include industry-specific regulations, quality standards, or other legal obligations that govern the procurement process.7. Dispute Resolution:- In the event of disputes or disagreements, agreements often include mechanisms for dispute resolution. This could involve negotiations, mediation, or other procedures to resolve conflicts and avoid legal action.8. Termination Conditions:- Agreements specify conditions under which either party can terminate the contract. This includes situations where one party fails to meet its obligations, or there are unforeseen circumstances that make project continuation impractical.Effective management of procurement agreements is crucial for the success of a project, as it provides a structured framework for collaboration, risk management, and the successful delivery of goods or services.Link to PMP ECO: Domain 1, Task 8: Negotiate project agreementsLink to Process Group Practice Guide: Pg. 202, Agreements.DomainPeople
Question 52:
A company wants to reduce future carbon footprint by resorting to greener fuel choices. Hence, during an ongoing project, an additional scope item has been added for installation of a solar powered boiler instead of a thermal powered boiler.
However, the project manager foresees a risk that the solar powered boiler may need higher maintenance and operational costs compared to the thermal powered boiler in the long term.
What could be a possible category to capture this risk in the risk register?
Risk on project funding
Risk on project schedule
Risk on maintenance costs
Risk on total cost of ownership
Risk on project fundingRisk on project scheduleRisk on maintenance costsCorrect answerRisk on total cost of ownershipOverall explanationOption D: Risk on total cost of ownership. In the context of project management, the term “total cost of ownership” (TCO) refers to the total cost incurred over the entire life cycle of a project or a particular asset. TCO goes beyond the initial acquisition cost and includes all relevant costs associated with planning, acquisition, implementation, operation, and maintenance of the project or asset.Key components of the total cost of ownership in project management include:1. Acquisition Costs:- The initial costs associated with procuring goods, services, or assets. This includes the purchase price, licensing fees, and any other costs directly related to obtaining the project components.2. Implementation Costs:- Costs incurred during the implementation phase of the project. This may include costs related to installation, configuration, training, and any other activities necessary to deploy the project successfully.3. Operating Costs:- Ongoing costs associated with the day-to-day operation of the project or asset. This includes expenses such as labor, utilities, maintenance, consumables, and other operational expenses.4. Maintenance Costs:- Costs associated with routine maintenance and repairs to ensure the continued functionality and performance of the project or asset. This can include preventive maintenance, corrective maintenance, and upgrades.5. Training and Support Costs:- Costs related to training personnel to use and maintain the project or asset. Additionally, support costs for providing assistance, troubleshooting, and resolving issues during the operational phase.6. Downtime Costs:- Costs incurred when the project or asset is not operational. This can include lost productivity, revenue, or other negative impacts resulting from downtime.7. Disposal Costs:- Costs associated with the disposal or retirement of the project or asset at the end of its useful life. This may involve decommissioning, removal, recycling, or any other activities required to retire the project components.8. Hidden Costs:- Unforeseen or indirect costs that may arise during the project life cycle. These could include costs associated with changes in scope, regulatory compliance, or unexpected challenges that impact the project’s budget.Considering the total cost of ownership is crucial for project managers and organizations as it provides a more comprehensive and accurate understanding of the financial implications of a project. It allows for better decision-making by taking into account not only the upfront costs but also the ongoing expenses throughout the project’s life cycle. This perspective helps in optimizing resource allocation, evaluating project alternatives, and ensuring that the project remains financially viable over time.Link to PMP Exam ECO: Domain 2, Task 1 - Deliver business valueLink to Process Group Practice Guide - Section 1.2.2 - Business value creationDomainProcess
Question 53:
Arrange the following type of contracts in increasing order of SELLER RISK:
Acronyms:
CPFF: Cost Plus Fixed Fee
CPIF: Cost Plus Incentive Fee
FPIF: Fixed Price Incentive Fee
FP: Fixed Price Contract
FPEPA: Fixed Price with Economic Price Adjustments
CPAF: Cost Plus Award Fee
T&M: Time and Material
CPFF, CPIF, FPIF, FP
CPFF, FP, FPEPA, CPAF
FP, FPIF, CPFF, CPAF
FPIF, T&M, CPIF, CPFF
Correct answerCPFF, CPIF, FPIF, FPCPFF, FP, FPEPA, CPAFFP, FPIF, CPFF, CPAFFPIF, T&M, CPIF, CPFFOverall explanationOption A: CPFF, CPIF, FPIF, FP. This is the correct order with CPFF posing the least risk for seller and FP posing the most risk for seller. The four procurement contract types you’ve mentioned—CPFF (Cost Plus Fixed Fee), CPIF (Cost Plus Incentive Fee), FPIF (Fixed Price Incentive Fee), and FP (Firm Fixed Price)—can be arranged in increasing order of the seller’s risk as follows:1. Firm Fixed Price (FP): - In an FP contract, the seller agrees to deliver the specified goods or services for a fixed price. Regardless of the actual costs incurred by the seller, they bear the risk of any cost overruns or unforeseen challenges. This makes it the lowest risk for the buyer but the highest risk for the seller, as they must manage costs efficiently to ensure profitability.2. Fixed Price Incentive Fee (FPIF): - An FPIF contract sets a fixed price, but it allows for adjustments based on performance against agreed-upon targets. The buyer and seller share the risk and reward, with a predetermined formula for sharing cost savings or overruns. This introduces some risk for the seller, but not as much as a pure FP contract, as there is potential for additional profit.3. Cost Plus Incentive Fee (CPIF): - In a CPIF contract, the seller is reimbursed for allowable costs, and the buyer pays an additional amount as an incentive fee. The incentive fee is typically tied to the seller’s performance against predetermined targets. This type of contract shares more risk with the buyer than FPIF but less than CPFF.4. Cost Plus Fixed Fee (CPFF): - CPFF contracts carry the highest level of risk for the buyer as the seller is reimbursed for allowable costs plus a fixed fee. The fixed fee is agreed upon upfront and does not change based on the seller’s performance or the final project cost. This contract type provides the least incentive for the seller to control costs, and the buyer bears the most risk of cost overruns.In summary, the arrangement in increasing order of the seller’s risk is: FP (highest risk for the seller), FPIF, CPIF, and CPFF (lowest risk for the seller). As you move from FP to CPFF, the level of risk the seller takes on increases, and their ability to manage costs and uncertainties becomes more critical to achieving profitability.Link to new ECO: Domain 2, Task 11: Plan and manage procurementsLink to Process Group Practice Guide: All the items are covered as part of Section 3 (DEFINITIONS) - Pg. 322DomainProcess
Question 54:
During the execution stage for a vaccine rollout project, it was identified that some sensitive information regarding patient profiling has been made public without the right approvals. This has been classified as an ‘orange’ category security breach as per the company risk profiling.
Where should the project manager ideally capture this event?
Risk register
Business case
Change log
Issue log
Risk registerBusiness caseChange logCorrect answerIssue logOverall explanationIn the context of project management, the capture of events, especially unexpected or unfavourable ones, is crucial for effective management and resolution. Let’s analyze each option for the given scenario:D. Issue Log: - This is the correct answer. The Issue Log is used to capture and track unforeseen events or problems that have occurred during the project. A security breach, especially one classified as an ‘orange’ category, falls into the category of an issue that needs immediate attention and resolution. The Issue Log provides a structured way to document and manage such incidents.A. Risk Register: - The Risk Register is used to document potential risks before they occur and to track the planned responses to those risks. However, in this scenario, the security breach has already occurred, and it is now an issue that needs to be addressed. The Risk Register is more focused on proactive risk management, whereas the Issue Log is for recording and managing issues as they arise.B. Business Case: - The Business Case outlines the reasons for initiating the project and serves as a reference point for decision-making throughout the project life cycle. However, it is not the appropriate place to capture and manage specific project issues or incidents. The Business Case typically focuses on high-level project justifications and objectives.C. Change Log: - The Change Log is used to document changes to the project’s baseline, such as scope changes. While a security breach is indeed a change to the expected project conditions, it is more appropriately documented in the Issue Log, as it represents an unexpected and adverse event that requires resolution.In summary, option D (Issue Log) is the correct answer because it aligns with the practice of capturing and managing unforeseen events or issues that occur during project execution. Options A, B, and C are incorrect in this context as they are not the designated tools for capturing and managing issues of this nature within the project management framework.Link to new ECO: Domain 2, Task 7: Plan and manage quality of product/deliverableLink to Process Group Practice Guide: Issue Log - Pg. 212, 331DomainProcess
Question 55:
BlueChip Inc. is working on an instrumentation project to improve operating efficiency of semiconductors at depths more than 2,500m below mean-sea-level. The project manager is designing a secondary redundant circuit to prevent failure of the primary circuit. What risk response strategy the project manager is using in this scenario?
Avoid
Mitigate
Escalate
Accept
AvoidCorrect answerMitigateEscalateAcceptOverall explanationIn the context of risk management in project management, let’s analyze each option for the given scenario:B. Mitigate: - This is the correct answer. Mitigation involves taking actions to reduce the probability and/or impact of a risk. In this case, the project manager is designing a secondary redundant circuit to prevent the failure of the primary circuit. This is a proactive risk response aimed at reducing the impact of the risk, aligning with the risk mitigation strategy.A. Avoid: - Avoidance involves changing the project plan to eliminate the threat or protect the project objectives from its impact. In this scenario, designing a secondary redundant circuit doesn’t eliminate the risk (failure of the primary circuit) but rather reduces its impact, so avoidance is not the most suitable strategy.C. Escalate: - Escalation involves raising the risk to a higher level of authority for decision-making. In this context, designing a redundant circuit is a proactive measure within the project team’s control, and escalation to higher authorities may not be necessary or appropriate. Escalation is more relevant when a risk cannot be adequately addressed at the project level.D. Accept: - Acceptance involves acknowledging the existence of a risk but not taking any specific action to address it actively. Designing a secondary redundant circuit is a form of active response, not passive acceptance. Therefore, “accept” is not the most appropriate choice for the strategy being employed in this scenario.In summary, option B (Mitigate) is the correct answer because the project manager is taking proactive actions to reduce the impact of the risk by designing a secondary redundant circuit. Options A, C, and D are incorrect in this context as they do not accurately describe the risk response strategy being applied in the given scenario.Link to new ECO: Domain 2, Task 3: Assess and manage risksLink to Process Group Practice Guide: Strategies for threats - Pg. 304, 305DomainProcess
Question 56:
TalentHunt Inc. is setting up an agile team to facilitate the hiring process for major conglomerates. Service quality would be the topmost performance indicator for this agile team since during the last quarter there have been many complaints about the quality of service being delivered to clients by TalentHunt, which affected their brand.
Which option would be most suitable to achieve the team’s target?
Increase the fees of service since better service needs higher cost
Perform focused group discussions and develop a test-driven development model accordingly
Drive innovation in the project by integrating artificial intelligence with the hiring process
Perform backlog refinement exercises more rigorously during each iteration
Increase the fees of service since better service needs higher costCorrect answerPerform focused group discussions and develop a test-driven development model accordinglyDrive innovation in the project by integrating artificial intelligence with the hiring processPerform backlog refinement exercises more rigorously during each iteration Overall explanationThe correct answer to the question is Option B: Perform focused group discussions and develop a test-driven development model accordingly.Let’s analyze each option and explain why Option B is the most suitable, while the other options are incorrect:A. Increase the fees of service since better service needs higher cost: - This option suggests increasing fees as a solution to improve service quality. However, it does not directly address the root cause of the service quality issues. Moreover, in Agile projects, customer collaboration and responding to change are valued over contract negotiation, so simply increasing fees may not align well with Agile principles.B. Perform focused group discussions and develop a test-driven development model accordingly: - This option aligns with Agile practices. Focused group discussions (such as sprint reviews, retrospectives, or daily stand-ups) promote collaboration and communication within the agile team. Developing a test-driven development (TDD) model emphasizes the importance of testing throughout the development process, ensuring higher quality from the start. This approach addresses the service quality issues directly and is in line with Agile principles.C. Drive innovation in the project by integrating artificial intelligence with the hiring process: - While innovation is valuable, the context of this question is more focused on addressing service quality issues. Introducing artificial intelligence may be a good practice, but it does not guarantee an immediate improvement in service quality. Additionally, the question emphasizes service quality as the top performance indicator, and the AI integration might be a longer-term strategy.D. Perform backlog refinement exercises more rigorously during each iteration: - Backlog refinement is an important Agile practice, but it may not directly address the service quality issues mentioned in the question. While backlog refinement helps in maintaining a well-prioritized and organized product backlog, it does not inherently improve service quality without specific actions related to service improvement.In summary, Option B is the most suitable because it directly addresses service quality concerns through focused group discussions and the development of a test-driven development model. This approach aligns well with Agile principles and practices, emphasizing collaboration, communication, and a proactive approach to ensuring high-quality deliverables.Link to new ECO: Domain 2, Task 3: Assess and manage risksLink to Agile Practice Guide: Section 5.2.7 - Agile Execution PracticesDomainProcess
Question 57:
In a project involving car fleet management efficiency improvement, the project manager is using the ‘power-interest grid’ for stakeholder profiling. Which of the following steps uses the tool ‘power-interest grid’ for the classification of stakeholders?
Plan stakeholder engagement
Identify stakeholders
Manage stakeholder engagement
Monitor stakeholder engagement
Plan stakeholder engagementCorrect answerIdentify stakeholdersManage stakeholder engagementMonitor stakeholder engagementOverall explanationOption B: Identify stakeholders. Power/interest grid, power/influence grid, or impact/influence grid. Each of these techniques supports a grouping of stakeholders according to their level of authority (power), level of concern about the project’s outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes to the project’s planning or execution. The Power-Interest Grid, also known as the Power-Interest Matrix or Stakeholder Analysis Grid, is a tool used in project management to categorize stakeholders based on their level of power and interest in the project. This grid helps project managers tailor their communication and engagement strategies to effectively manage relationships with stakeholders. Here’s how it is used in stakeholder profiling:Components of the Power-Interest Grid:1. Power:- Represents the level of influence or authority a stakeholder has over the project. Powerful stakeholders may have decision-making authority, control resources, or possess a significant ability to impact the project’s outcome.2. Interest:- Reflects the degree to which a stakeholder is affected by or interested in the project’s success. Stakeholders with high interest are more likely to actively engage, while those with low interest may have less involvement.Quadrants in the Power-Interest Grid:1. High Power, High Interest (Manage Closely):- Stakeholders in this quadrant have both significant power and a high level of interest. They can significantly impact the project and are actively engaged. Managing these stakeholders closely is crucial to ensure their expectations are met.2. High Power, Low Interest (Keep Satisfied):- Stakeholders in this quadrant have high power but low interest. While they can impact the project, they may not be actively engaged or concerned. It is essential to keep them satisfied by providing periodic updates and addressing their concerns to prevent any negative influence.3. Low Power, High Interest (Keep Informed):- Stakeholders with low power but high interest may be more actively engaged and interested in project updates. Keeping them informed is essential to manage their expectations and ensure they are aware of project developments.4. Low Power, Low Interest (Monitor):- Stakeholders with low power and low interest have minimal impact on the project. It is generally sufficient to monitor their status without extensive engagement unless their circumstances change.In summary, the Power-Interest Grid is a valuable tool for stakeholder profiling and management, guiding project managers in customizing their approaches to different stakeholder groups based on their levels of power and interest.Link to Process Group Practice Guide: Check ITTO charts for ‘Identify Stakeholders’, ‘Plan Stakeholder Engagement’ and ‘Monitor Stakeholder Engagement’ and you will see Power-Interest Grid listed as one of the T&T to map stakeholders during the Identify Stakeholder process (Pg. 74). Details could be found in Pg. 301Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersDomainPeople
Question 58:
One of the key architects for a museum construction project was reassigned by the functional manager to another critical task linked to a separate project.
How should the project manager respond to manage this risk?
Connect with the functional manager to explore options for alternative arrangements to complete the task
Instruct the architect to work on the museum construction project since the architect is a documented resource for the project
Update issue log and assign an owner to manage the same
Inform the sponsor about impact of the change in cost, schedule and scope due to this unexpected change
Correct answerConnect with the functional manager to explore options for alternative arrangements to complete the taskInstruct the architect to work on the museum construction project since the architect is a documented resource for the projectUpdate issue log and assign an owner to manage the sameInform the sponsor about impact of the change in cost, schedule and scope due to this unexpected changeOverall explanationThe correct answer to the question is Option A: Connect with the functional manager to explore options for alternative arrangements to complete the task.Let’s analyze each option and explain why Option A is the most appropriate response, while the other options are incorrect:A. Connect with the functional manager to explore options for alternative arrangements to complete the task: - This option aligns with project management principles, specifically the concept of managing risks and issues through communication and collaboration. By connecting with the functional manager, the project manager is taking a proactive approach to address the risk of a key resource being reassigned. The PMBOK Guide emphasizes the importance of stakeholder engagement and communication to address risks and changes.B. Instruct the architect to work on the museum construction project since the architect is a documented resource for the project: - This option assumes a more authoritative approach, instructing the architect to work on the project without considering the reasons behind the reassignment. While the architect is a documented resource, it’s essential to understand the context of the reassignment and work collaboratively with the functional manager to find a suitable solution. Directing the architect without discussion may lead to resistance and impact team morale.C. Update issue log and assign an owner to manage the same: - Updating the issue log is a good practice for documenting and tracking issues, but in this scenario, the situation is more of a risk than an issue. Risks are uncertainties that can impact the project, and addressing them proactively is crucial. Option C does not involve proactive communication with the functional manager to explore alternative arrangements.D. Inform the sponsor about the impact of the change in cost, schedule, and scope due to this unexpected change: - While keeping stakeholders informed is important, informing the sponsor about the impact without first exploring alternative arrangements may be premature. The project manager should first attempt to mitigate the risk by discussing options with the functional manager before escalating the issue to the sponsor.In summary, Option A is the correct answer as it reflects a proactive and collaborative approach to managing the risk of a key resource being reassigned. This aligns with project management principles of effective communication, stakeholder engagement, and risk management.Link to PMBOK 7th edition - Section 2.2.1.2 - Servant LeadershipLink to PMP Exam ECO: Domain 1, Task 2 - Lead a TeamDomainProcess
Question 59:
In an agile project, the sponsor has been made aware of significant delays in completion of testing a prototype. The project manager explains that this delay is due to lack of proper technical simulation training within the cross-functional project team.
What could have been done differently to avoid such issues in the future?
Provide all necessary training to every team member before project initiation
Document a project skill matrix and charter a team in sync with relevant skill requirements
Encourage team members to tackle impediments with their existing skillset
Recommend additional training budget to be setup for the project to train all team members
Provide all necessary training to every team member before project initiationCorrect answerDocument a project skill matrix and charter a team in sync with relevant skill requirementsEncourage team members to tackle impediments with their existing skillset Recommend additional training budget to be setup for the project to train all team membersOverall explanationThe correct answer to the question is Option B: Document a project skill matrix and charter a team in sync with relevant skill requirements.Let’s analyze each option and explain why Option B is the most appropriate response, while the other options are incorrect:A. Provide all necessary training to every team member before project initiation: - This option suggests providing all necessary training to every team member before the project initiation. While training is essential, it may not be practical or efficient to provide all training upfront. Agile projects emphasize adaptability and responding to change. Training needs can become clearer as the project progresses, and the team encounters specific challenges. Option A does not align with the Agile principle of responding to change over following a plan.B. Document a project skill matrix and charter a team in sync with relevant skill requirements: - This option aligns with Agile and project management principles. Documenting a project skill matrix involves identifying the skills needed for the project and ensuring that the team is chartered with members possessing the relevant skills. This proactive approach helps in avoiding issues related to skill gaps and ensures that the team is well-equipped to handle project requirements. The Agile Practice Guide emphasizes the importance of forming cross-functional teams with the right mix of skills.C. Encourage team members to tackle impediments with their existing skillset: - While encouraging team members to tackle impediments is a positive approach, it may not be sufficient in situations where specific technical skills are required and could consume more time. The Agile principle of valuing individuals and interactions over processes and tools does not imply ignoring the importance of having the right skills within the team. Option C may not address the root cause of the problem, which is the lack of specific technical simulation training.D. Recommend additional training budget to be set up for the project to train all team members: - While additional training may be beneficial, recommending a blanket budget for training all team members may not be the most efficient solution. It’s important to identify specific skill gaps and target training accordingly. Option D might lead to unnecessary expenses and may not align with the Agile principle of delivering value with the most efficient use of resources.In summary, Option B is the correct answer as it advocates for a proactive approach to managing skill requirements by documenting a project skill matrix and chartering a team accordingly. This aligns with Agile principles and effective project management practices.Link to new ECO: Domain 1, Task 6: Build a teamLink to PMBOK 7th Edition: 2.2.1.3 - Common aspects of team developmentDomainPeople
Question 60:
A railway track construction project in Cairo is complete. The project manager is having an end project review with the sponsor. The CPI stands as 1.2 and the SPI stands at 0.85. What does this mean?
The project completed within budget and ahead of schedule
The project was prematurely closed. At that point, the cost was within budget
The project was over budget and behind schedule
The project was within budget and within schedule
The project completed within budget and ahead of scheduleCorrect answerThe project was prematurely closed. At that point, the cost was within budgetThe project was over budget and behind scheduleThe project was within budget and within scheduleOverall explanationOption B: SPI <1 for a ‘complete’ project means that the project is closed prematurely. Logically, SPI for a complete project should be = 1 since even if you are late in a project, if you say the project is ‘complete’ you have your EV=PV in the end the worst case. Link to new ECO: Domain 2, Task 6: Plan and manage scheduleLink to Process group Practice Guide: Table 10.1 - Earned Value Calculations Summary TablePlease watch my tutorial video on EVM from my YouTube channel as well: https://youtu.be/FgirfE5TAm8Alternatively, you can checkout my Earned Value Management Course on Udemy as well.DomainProcess
Question 61:
In a project, the flooring work needs to wait for 21 days after the first level of concreting is done. This is to help cure the concrete fully before you start laying down the floor. This is an example of:
Lead
Lag
Mandatory dependency
Discretionary dependency
LeadCorrect answerLagMandatory dependencyDiscretionary dependencyOverall explanationOption B: Lag. It is a mandatory wait of 21 days after concreting which adds up to the project schedule, hence it is a perfect example of LAG. It is NOT a mandatory dependency since mandatory dependency does not mandate a waiting time always. Link to new ECO: Domain 2, Task 6: Plan and manage scheduleIn project management, especially in the context of schedule management, several concepts relate to the dependencies between tasks. Here are explanations for LEAD, LAG, MANDATORY DEPENDENCY, and DISCRETIONARY DEPENDENCY:1. Lead:- Definition: Lead is the amount of time by which a successor task can be advanced concerning its predecessor task.- Example: If Task A takes five days to complete and Task B has a lead of two days, Task B can start three days into the execution of Task A.2. Lag:- Definition: Lag is the amount of time by which a successor task is delayed concerning its predecessor task.- Example: If Task A takes five days to complete and Task B has a lag of two days, Task B will start two days after the completion of Task A.3. Mandatory Dependency:- Definition: Also known as “hard logic” or “hard dependency,” a mandatory dependency is a relationship that is inherent in the nature of the work being performed.- Example: In construction, pouring concrete is a mandatory dependency for constructing walls. The walls cannot be built until the concrete has been poured.4. Discretionary Dependency:- Definition: Also known as “soft logic” or “preferential dependency,” a discretionary dependency is defined by the project team based on their judgment or preferences.- Example: If two tasks could be done in parallel but the project manager decides to have them done sequentially for a specific reason (perhaps to allocate resources more effectively), this is a discretionary dependency.In summary:- Lead and Lag are used to adjust the timing of task relationships to account for overlaps or delays.- Mandatory Dependency is a relationship that is inherent and necessary for the project work.- Discretionary Dependency is a relationship established based on the team’s judgment or preferences, and it may not be strictly necessary but is chosen for specific reasons.Understanding and managing these dependencies is crucial for effective project scheduling, resource allocation, and overall project success. These concepts are often used in tools like Gantt charts to visualize and manage project schedules.I would suggest that you watch the following tutorial video on LEAD and LAG from my YouTube channel to enhance your understanding of the topic: https://youtu.be/LoB7249umX0Link to Process Group Practice Guide: Figure 10-13: Lead and Lag (Pg. 279)Link to PMP Exam ECO: Domain 2, Task 6 - Plan and manage scheduleDomainProcess
Question 62:
It has been observed that project teams members are in a ‘defect fixing’ and ‘troubleshooting’ mode after a new software application has been deployed within a financial institution. The project manager needs to validate the completed scope of the project including specifics of the handover process.
Which of the following documents should the project manager use to infer the same?
Final report, stakeholder engagement plan and project charter
Final report, organizational process assets and project scope statement
Final report, procurement agreements and risk register
Final report, organizational process assets and cost management plan
Final report, stakeholder engagement plan and project charterCorrect answerFinal report, organizational process assets and project scope statementFinal report, procurement agreements and risk registerFinal report, organizational process assets and cost management planOverall explanationThe correct answer to the question is Option B: Final report, organizational process assets, and project scope statement.Let’s analyze each option and explain why Option B is the most appropriate response, while the other options are incorrect:A. Final report, stakeholder engagement plan, and project charter: - The stakeholder engagement plan and project charter are important documents, but they may not provide specific details about the completed scope and handover process. The final report is relevant, but the stakeholder engagement plan and project charter may not contain the detailed information needed to validate the completed scope.B. Final report, organizational process assets, and project scope statement: - The final report is a standard output of project closure and often contains a summary of project performance, including scope-related information. Organizational process assets (OPAs) can include historical information, lessons learned, and best practices. The project scope statement is a critical document that defines the project scope, and reviewing it can help validate the completed scope. This option aligns with the Project Management Body of Knowledge (PMBOK) principles related to project closure and validation of scope.C. Final report, procurement agreements, and risk register: - While the final report is relevant, procurement agreements and the risk register may not be the primary sources for information on the completed scope and handover process. Procurement agreements focus on contracts and purchases, and the risk register primarily addresses identified project risks. These documents may not provide the specific details needed to validate the completed scope.D. Final report, organizational process assets, and cost management plan: - The cost management plan primarily focuses on how costs will be managed throughout the project. While the final report and organizational process assets are relevant, the cost management plan may not be the primary document for validating the completed scope and handover process. Option D does not emphasize the scope-related aspects.In summary, Option B is the correct answer as it includes the final report (a standard output of project closure), organizational process assets (which can contain valuable historical information), and the project scope statement (which defines the project’s scope). These documents collectively provide comprehensive information for validating the completed scope and the specifics of the handover process.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to Process Group Practice Guide: Section 8.1 - Close Project or PhaseDomainProcess
Question 63:
What is the type of contract where the seller is reimbursed for all allowable costs for performing the contract work and the seller receives a predetermined incentive fee based on achieving certain performance objectives as set forth in the contract?
CPFF
CPIF
CPAF
FPIF
CPFFCorrect answerCPIFCPAFFPIFOverall explanationCPIF (Cost Plus Incentive Fee) contract is a type of procurement contract used in project management and procurement management. In a CPIF contract, the buyer pays the seller for allowable costs incurred in performing the contract work, and the seller is also provided with an additional amount as an incentive fee based on the cost performance of the project.Here are key features and characteristics of a CPIF contract:1. Cost Reimbursement:- The buyer reimburses the seller for allowable costs incurred during the project. Allowable costs are typically defined in the contract and may include direct costs, indirect costs, and other agreed-upon expenses.2. Incentive Fee:- In addition to the cost reimbursement, the seller receives an incentive fee based on the cost performance of the project. The incentive fee is structured to encourage the seller to control costs effectively and achieve specific cost targets.3. Target Cost:- The contract specifies a target cost, which is the estimated total cost of the project that the buyer is willing to reimburse. The target cost serves as a baseline for cost performance evaluation.4. Cost Sharing:- There is a cost-sharing mechanism between the buyer and the seller. Typically, costs are shared within a certain range (the “sharing ratio”), and beyond that range, the buyer or seller may bear a higher or lower percentage of the costs, depending on the agreement.5. Cost Overruns and Underruns:- If the final project cost exceeds the target cost, the buyer and seller share the excess costs based on the sharing ratio. Conversely, if the final cost is less than the target cost, the buyer and seller share the cost underrun.6. Incentive Formula:- The incentive fee is calculated using a predetermined formula that considers the cost performance against the target cost. The formula typically includes a percentage of cost savings or overruns.CPIF contracts are often used in situations where the scope of work is difficult to define accurately at the outset or when there is a need for the seller to have additional motivation to control costs effectively. It aligns the interests of the buyer and seller by providing an incentive for cost efficiency while still allowing for cost reimbursement.It’s important for both parties to have a clear understanding of the terms, conditions, and formulas specified in the contract to ensure effective project management and successful collaboration. The use of CPIF contracts requires careful monitoring of costs and communication between the buyer and seller throughout the project.I would recommend that you watch my tutorial video on TYPES OF CONTRACT from my YouTube channel as well: https://youtu.be/AIXiMzAXtdwLink to PMP Exam ECO: Domain 2, Task 11 - Plan and manage procurementLink to Process Group Practice Guide: CPIF Contract - Pg. 327DomainProcess
Question 64:
A new project manager is being inducted into the a project during the planning phase. The previous project manager will be leaving the company within a couple of weeks and hence the sponsor wants the new project manager to be completely up-to-speed with the project at the earliest. Hence, the new project manager has been instructed to prepare the Stakeholder Engagement Plan.
How should the new project manager proceed with this task?
Infer that this request is redundant since a Power-Interest Grid already exists for identified stakeholders of the project
Schedule a meeting with the customer to understand key project requirements
Plan a meeting with the previous project manager and understand the completion status of stakeholder identification
Ask for the resource management plan and check for ways to engage stakeholders which are already documented
Infer that this request is redundant since a Power-Interest Grid already exists for identified stakeholders of the projectSchedule a meeting with the customer to understand key project requirementsCorrect answerPlan a meeting with the previous project manager and understand the completion status of stakeholder identificationAsk for the resource management plan and check for ways to engage stakeholders which are already documentedOverall explanationThe correct answer to the question is Option C: Plan a meeting with the previous project manager and understand the completion status of stakeholder identification.Let’s analyze each option and explain why Option C is the most appropriate response, while the other options are incorrect:A. Infer that this request is redundant since a Power-Interest Grid already exists for identified stakeholders of the project: - The Power-Interest Grid is a tool used to analyze and prioritize stakeholders based on their power and interest in the project. While it provides valuable information about stakeholders, it may not cover all aspects of stakeholder engagement planning. The Stakeholder Engagement Plan involves a more comprehensive approach, including communication strategies, information needs, and engagement levels. Option A assumes that the Power-Interest Grid is sufficient, which is not the case.B. Schedule a meeting with the customer to understand key project requirements: - While understanding key project requirements is important, it does not directly address the task of preparing the Stakeholder Engagement Plan. The Stakeholder Engagement Plan focuses on identifying and planning how to engage with all relevant stakeholders, not just the customer. Option B is not the most appropriate response to the specific task at hand.C. Plan a meeting with the previous project manager and understand the completion status of stakeholder identification: - This option is the correct answer because it aligns with the PMBOK Guide’s principles of knowledge transfer and leveraging existing project documentation. Meeting with the previous project manager allows the new project manager to gather insights into the stakeholder identification process (which ideally should have been completed during INITIATION stage), understand the current status, and potentially uncover any nuances or considerations that are important for effective stakeholder engagement planning (in PLANNING stage).D. Ask for the resource management plan and check for ways to engage stakeholders which are already documented: - While the resource management plan is relevant to project management, it does not specifically address the task of preparing the Stakeholder Engagement Plan. Option D focuses on resource management rather than stakeholder engagement planning.In summary, Option C is the correct answer as it involves knowledge transfer from the previous project manager, ensuring a smooth transition and providing valuable insights into stakeholder identification. This approach aligns with the PMBOK Guide’s emphasis on effective project management through collaboration and leveraging existing project knowledge.Link to PMP Exam ECO: Domain 2, Task 4 - Engage stakeholdersLink to Process Group Practice Guide: Section 5.24 - Plan Stakeholder EngagementDomainProcess
