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.