Udemy 5 Flashcards
Question 65:
A product owner newly onboarded with an agile teams finds it difficult to make the team contribute towards ideas for value creation and benefits realization. The core strength of the team lies in technical mastery and problem solving.
Is this an cause for concern, and why?
No, because it’s prescribed to have a team of specialists in agile projects
No, because the team is not expected to contribute beyond their areas of strength
Yes, because lack of diversification will limit the team’s ability to adapt to changing circumstances
Yes, because the product owner is acting outside the defined role description
No, because it’s prescribed to have a team of specialists in agile projectsNo, because the team is not expected to contribute beyond their areas of strengthCorrect answerYes, because lack of diversification will limit the team’s ability to adapt to changing circumstancesYes, because the product owner is acting outside the defined role descriptionOverall explanationThe correct answer to the question is Option C: Yes, because the lack of diversification will limit the team’s ability to adapt to changing circumstances.Let’s analyze each option and explain why Option C is the most appropriate response, while the other options are incorrect:A. No, because it’s prescribed to have a team of specialists in agile projects: - While having specialists on an agile team is not uncommon, the Agile Manifesto values individuals and interactions over processes and tools. Agile teams are encouraged to collaborate and cross-functionality is emphasized. While specialists bring expertise, complete reliance on a narrow set of skills may limit the team’s ability to adapt to changing circumstances. Option A does not fully align with the Agile principles of collaboration and adaptability.B. No, because the team is not expected to contribute beyond their areas of strength: - Agile practices promote cross-functional teams, and individuals are encouraged to contribute beyond their primary areas of expertise. While specialization is recognized, the emphasis is on collaboration and shared ownership of the work. Option B contradicts the Agile principle of promoting collaboration and collective ownership, and it may hinder the team’s ability to adapt and innovate.C. Yes, because lack of diversification will limit the team’s ability to adapt to changing circumstances: - This is the correct answer. Agile teams benefit from diversity in skills and perspectives, which enhances their ability to adapt to changing circumstances. If the team is solely focused on technical mastery and problem solving, they may struggle to contribute ideas for value creation and benefits realization. Diversification is valuable for innovation and adaptability, as highlighted in the Agile Manifesto and Agile Practice Guide.D. Yes, because the product owner is acting outside the defined role description: - While it’s essential for team members to operate within their defined roles, the concern in this scenario is more about the team’s lack of diversification. The product owner’s role is primarily focused on maximizing the value of the product, and the team’s composition and capabilities also play a crucial role. Option D does not address the root cause of the difficulty in value creation and benefits realization.In summary, Option C is the correct answer because lack of diversification in skills and perspectives within the team can limit its ability to adapt to changing circumstances and hinder creativity in value creation. This aligns with the Agile principles of collaboration, adaptability, and the value of individuals and interactions.Link to PMP Exam ECO: Domain 1, Task 2 - Lead a TeamLink to Agile Practice Guide: Section 4.3.1 - Agile TeamsDomainProcess
Question 66:
A quality improvement project is planning to increase the confidence interval of products within specifications as produced by a newly installed machine. The quality manager has handed over the project manager an analysis of the control charts prepared with data collected over the last 30 days. The key intent of having a control chart is to:
Focus on critical-to-quality variables
Focus on critical thinking
Analyze the root cause of a problem
To check whether a quality variable is within the established limits
Focus on critical-to-quality variablesFocus on critical thinkingAnalyze the root cause of a problemCorrect answerTo check whether a quality variable is within the established limitsOverall explanationOption D is the correct answer. The key intent of studying a control chart in the context of product quality management is to monitor and control the stability and predictability of a process. Control charts, also known as Shewhart charts or process-behaviour charts, are a statistical tool used in quality control to understand how a process behaves over time.Here are the key intents and benefits of studying a control chart in the context of product quality management:1. Detecting Process Variability:- Control charts help identify common cause and special cause variations in a process. Common cause variations are inherent to the process, while special cause variations are exceptional events that can be investigated. By distinguishing between these types of variations, organizations can focus on eliminating special causes and improving the overall stability of the process.2. Continuous Monitoring:- Control charts provide a visual representation of process performance over time. By plotting data points on the chart, organizations can continuously monitor the process and quickly identify any trends, shifts, or unusual patterns. This enables timely intervention to address potential issues before they impact product quality.3. Setting Control Limits:- Control charts define upper and lower control limits based on statistical analysis of the process data. These limits represent the range within which the process is considered stable. If data points fall outside these limits, it indicates that the process may be out of control, and corrective action may be needed.4. Improving Process Performance:- Through the insights gained from control charts, organizations can make informed decisions to improve process performance. By understanding the sources of variation and taking corrective actions, product quality can be enhanced, leading to better customer satisfaction and reduced waste.5. Enhancing Predictability:- Control charts contribute to the predictability of a process. When a process is stable and predictable, it becomes easier to forecast outcomes, plan resources effectively, and meet customer expectations. Predictability is a key factor in achieving and maintaining high-quality products.6. Decision-Making Support:- Control charts provide a systematic approach for decision-making. Instead of reacting to every individual data point, organizations can use the information from the chart to make data-driven decisions and allocate resources where they are most needed.7. Continuous Improvement:- Control charts are a fundamental tool in the context of continuous improvement. By regularly reviewing and analyzing the data, organizations can implement changes to enhance the efficiency and effectiveness of their processes, leading to ongoing improvement in product quality.In summary, the key intent of studying a control chart in product quality management is to establish a systematic and data-driven approach to monitor, control, and continuously improve processes, ensuring the consistent delivery of high-quality products.Link to new ECO: Domain 2, Task 7: Plan and manage qualityLink to Process Group Practice Guide - Control Charts - Pg. 261DomainProcess
Question 67:
Following a new product launch, there have been reports of serious quality defects with the product packaging. The project manager wants to do a market recall of some specific manufactured batches of the product. This is to analyze the statistical significance level of the defect. Why is statistical sampling necessary for this action?
To identify critical areas of focus for quality
To have a representative idea of the population since checking the full population is not feasible
Because it is a mandate provided by PMBOK
To help identify gaps in quality control
To identify critical areas of focus for qualityCorrect answerTo have a representative idea of the population since checking the full population is not feasibleBecause it is a mandate provided by PMBOKTo help identify gaps in quality controlOverall explanationOption B is the correct answer. The key intent of statistical sampling in the context of product quality management is to make informed and reliable conclusions about the quality of a product or process by examining a subset of items rather than inspecting each individual item. Statistical sampling is a systematic approach that uses statistical techniques to select a representative sample from a larger population, allowing organizations to draw inferences about the entire population based on the characteristics observed in the sample.Here are the key intents and benefits of statistical sampling in product quality management:1. Cost Efficiency:- Inspecting every single product in a production lot may be impractical and costly. Statistical sampling allows for a more cost-effective approach by examining a representative sample, reducing the time and resources required for inspection.2. Risk-Based Decision-Making:- Statistical sampling helps organizations assess and manage risks associated with product quality. By analyzing a sample, organizations can make decisions about accepting or rejecting an entire batch or lot, taking into account the inherent variability in production processes.3. Inference to the Population:- The primary intent of statistical sampling is to draw valid conclusions about the entire population of items based on the characteristics observed in the selected sample. Statistical methods provide a level of confidence in the conclusions, allowing organizations to make reliable statements about the overall quality of the product or process.4. Quality Assurance and Control:- Statistical sampling is a key tool in quality assurance and control efforts. It helps organizations monitor and control processes, ensuring that products meet specified quality standards. By identifying and addressing quality issues early in the production process, organizations can prevent defects and improve overall quality.5. Compliance with Standards:- Many industries and regulatory bodies have standards and requirements for product quality. Statistical sampling provides a systematic and standardized method for organizations to demonstrate compliance with these quality standards.6. Continuous Improvement:- Statistical sampling results can be analyzed to identify trends, patterns, and areas for improvement in production processes. This supports a culture of continuous improvement, where organizations strive to enhance product quality over time.7. Reducing Inspection Bias:- Random and systematic sampling methods help reduce inspection bias. By using statistically sound sampling techniques, organizations can minimize the potential for bias in selecting items for inspection, leading to more objective and representative results.8. Resource Optimization:- Statistical sampling allows organizations to optimize the use of resources for inspection and testing. By focusing efforts on a representative sample, resources can be directed more efficiently toward areas that are most likely to provide meaningful insights into product quality.In summary, the key intent of statistical sampling in product quality management is to provide a systematic and statistically valid approach for assessing and ensuring the quality of products. It enables organizations to make data-driven decisions, manage risks, and continuously improve processes while optimizing resources.Link to new ECO: Domain 2, Task 7: Plan and manage qualityLink to Process Group Practice Guide: Pg. 302, Statistical SamplingDomainProcess
Question 68:
The procurement department is planning to deliver the most suitable contract for an office renovation project. During the process of procurement management, any violation of the contract terms and conditions either from buyer or seller primarily comes with a _______ risk. Choose the best answer:
Schedule
Cost
Legal
Escalation
ScheduleCostCorrect answerLegalEscalationOverall explanationViolations of contract terms and conditions in project management primarily come with a legal risk (Option C) due to the legally binding nature of contracts. Contracts are formal agreements between parties that outline the terms, conditions, obligations, and rights of each party involved in a project. When either the buyer or the seller fails to meet their contractual obligations, it can result in legal consequences. Here’s why contract violations are associated with legal risks:1. Legally Binding Agreement:- A contract is a legally binding agreement between two or more parties. It creates legal obligations that each party is required to fulfill. When a party fails to adhere to the terms and conditions specified in the contract, it constitutes a breach of the legal agreement.2. Enforceability of Terms:- Contracts are designed to be enforceable in a court of law. If one party fails to fulfill its contractual obligations, the other party has the legal right to seek remedies through legal channels. This could include seeking damages, specific performance, or other remedies as stipulated in the contract.3. Legal Framework and Jurisdiction:- Contracts operate within a legal framework, and the legal system provides the means to resolve disputes arising from contract violations. Contract law establishes the rules and principles governing the formation, interpretation, and enforcement of contracts. The jurisdiction specified in the contract determines which legal system and court will handle disputes.4. Remedies and Damages:- Contractual terms often include provisions for remedies and damages in the event of a breach. These provisions define the compensation or corrective actions that may be pursued in case of a violation. Legal action may be necessary to enforce these remedies and seek compensation for losses incurred.5. Protecting Parties’ Interests:- Contracts are designed to protect the interests of both parties involved. If one party fails to meet its contractual obligations, the legal system provides a mechanism for the aggrieved party to seek protection and redress. Legal action becomes a means of upholding the parties’ rights and ensuring fair treatment.6. Preservation of Evidence:- Legal proceedings often require evidence to support claims of breach of contract. Documentation of the contract terms, project communications, and evidence of the actual breach are crucial in legal proceedings. Failure to meet contractual obligations may be challenged or defended based on the available evidence.7. Legal Recourse and Resolution:- When a contract is violated, the injured party typically has the legal right to seek recourse through litigation or alternative dispute resolution mechanisms. Legal proceedings aim to resolve the dispute and enforce the terms of the contract, bringing about a legal resolution to the conflict.In summary, any violation of contract terms and conditions in project management comes with a legal risk because contracts are legal instruments, and their enforcement is overseen by the legal system. The legal framework provides a structured process for resolving disputes and ensuring that parties adhere to their contractual commitments. Legal action is a means of seeking redress and upholding the rights and obligations established in the contract.Link to new ECO: Domain 3, Task 1: Plan and manage project complianceLink to Process Group Practice Guide: Check ‘claims’ and ‘claims administration’ , Pg. 324DomainBusiness Environment
Question 69:
A company is planning to roll out a new software application which leverages the latest innovations in the field. The project manager has confirmed that all the work packages have been identified along with the resources and associated risks. Which estimation technique should be used in this scenario to develop an accurate and precise cost estimate?
Three point estimating
Beta estimating
Bottom up estimating
Expert judgement
Three point estimatingBeta estimating Correct answerBottom up estimatingExpert judgementOverall explanationThe correct answer to the question is Option C: Bottom-up estimating.Let’s analyze each option and explain why Option C is the most appropriate response, while the other options are incorrect:A. Three-point estimating: - Three-point estimating involves determining three estimates for an activity: optimistic, pessimistic, and most likely. While this technique is useful for developing a range of estimates and considering uncertainties, it may not be the most precise method for developing an accurate cost estimate, especially when detailed information about work packages, resources, and risks is available.B. Beta estimating: - Beta estimating is a type of three-point estimating that uses a statistical distribution to calculate estimates based on the beta distribution. Similar to three-point estimating, it provides a range of estimates. However, it may not be the most precise method when detailed information about work packages, resources, and risks is available, as in this scenario.C. Bottom-up estimating: - This is the correct answer. Bottom-up estimating involves estimating the cost of individual work packages or activities and then rolling them up to create a total project cost estimate. It is a detailed and thorough approach that considers the specific requirements of each work package. This method is especially effective when there is a clear understanding of the project scope, and detailed information about resources and risks is available. Bottom-up estimating is a reliable method for developing accurate and precise cost estimates.D. Expert judgment: - While expert judgment is a valuable input to the estimating process, it is not a specific technique for developing a cost estimate. It involves seeking input and insights from experts in the field to enhance the accuracy and reliability of estimates. However, in this scenario where detailed information about work packages, resources, and risks is available, relying solely on expert judgment may not be as precise as using a more detailed estimating technique like bottom-up estimating.In summary, Option C (Bottom-up estimating) is the correct answer because it aligns with the PMBOK Guide’s principles of detailed cost estimating by breaking down the project into smaller, manageable components. It is a thorough and accurate method when detailed information is available, as opposed to more high-level estimating techniques like three-point estimating or beta estimating.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesLink to Process Group Practice Guide: Bottom-up estimating, Pg. 249DomainProcess
Question 70:
You are the project manager for a housing development project where all the stakeholders initially agreed for an 18 month completion. However, 3 weeks into the project, some of the key stakeholders started to push for a 12 month completion due to some urgent business need.
Which could be one of your preferred actions from the following?
Reduce the scope and crash the schedule
Advise the stakeholders on the risks of modifying timelines and associated impact to project metrics
Implement risk responses resulting from a schedule compression of 6 months
Negotiate with the stakeholders to reduce project requirements
Reduce the scope and crash the scheduleCorrect answerAdvise the stakeholders on the risks of modifying timelines and associated impact to project metricsImplement risk responses resulting from a schedule compression of 6 monthsNegotiate with the stakeholders to reduce project requirementsOverall explanationThe correct answer to the question is Option B: Advise the stakeholders on the risks of modifying timelines and associated impact on project metrics.Let’s analyze each option and explain why Option B is the most appropriate response, while the other options are incorrect:A. Reduce the scope and crash the schedule: - Reducing the scope and crashing the schedule might be a knee-jerk reaction, but it introduces risks and may compromise the project’s quality and objectives. Additionally, scope reduction without careful consideration and analysis can lead to negative consequences. It doesn’t address the stakeholders’ concerns about timeline modification effectively.B. Advise the stakeholders on the risks of modifying timelines and associated impact on project metrics: - This is the correct answer. In project management, it is crucial to communicate the impacts of changes to stakeholders. Advising stakeholders about the risks associated with modifying timelines allows for transparency and informed decision-making. This aligns with the PMBOK Guide’s emphasis on effective communication and stakeholder engagement.C. Implement risk responses resulting from a schedule compression of 6 months: - While addressing risks is an essential aspect of project management, the immediate implementation of risk responses without thorough analysis and communication with stakeholders can lead to hasty decisions. Option C does not emphasize the importance of communication and negotiation with stakeholders before implementing risk responses.D. Negotiate with the stakeholders to reduce project requirements: - While negotiation is an important project management skill, reducing project requirements may not be the most suitable solution without considering the broader impacts on the project objectives and stakeholder needs. It is essential to involve stakeholders in the decision-making process rather than unilaterally reducing project requirements.In summary, Option B is the correct answer because it aligns with project management principles, emphasizing communication, transparency, and stakeholder engagement. Advising stakeholders about the risks of modifying timelines allows for a more informed decision-making process, fostering collaboration and understanding of the potential impacts on project metrics.Link to PMP Exam ECO: Domain 2 Task 8: manage Project ChangesLink to Process Group Practice Guide: Section 7.2 - PICCDomainProcess
Question 71:
An hotel landscaping project is following an adaptive life cycle due to funding constraints limiting the full project scope definition upfront. For projects with adaptive life cycles, all of the processes below are executed in each iteration of the project except:
Cost estimates
Project charter
Backlog refinement
Burnup charts
Cost estimatesCorrect answerProject charterBacklog refinementBurnup chartsOverall explanationIn an adaptive or agile project management approach, such as Scrum, the emphasis is on flexibility, iterative development, and continuous improvement. Let’s break down the reasons for the initial need for a project charter and the ongoing importance of cost estimations, backlog refinement, and burnup chart updates:Project Charter at the Beginning (Option B):1. Establishing Project Objectives:- A project charter outlines the project’s purpose, objectives, and scope. This is crucial at the beginning to provide a clear understanding of what the project aims to achieve.2. Setting Initial Direction:- It helps in aligning the team and stakeholders by providing a shared vision and understanding of the project’s initial goals and expectations.3. Identifying Key Stakeholders:- The charter specifies the key stakeholders and their roles, ensuring that everyone involved knows their responsibilities from the start.4. Defining High-Level Risks:- The project charter often includes high-level risks and assumptions. Identifying these upfront allows teams to be aware of potential challenges and plan for risk mitigation.5. Creating a Baseline:- It serves as a baseline document against which progress can be measured. This is especially important in adaptive life cycles, where frequent changes can occur.Ongoing Iterations:1. Cost Estimations:- Continuous cost estimation is necessary because agile projects frequently adapt to changing requirements. Teams need to assess the cost impact of new features or changes and adjust the budget accordingly.2. Backlog Refinement:- Agile projects rely on a dynamic backlog of features and tasks. Regular refinement ensures that the backlog reflects the current priorities and requirements. This adaptability allows teams to respond quickly to changing market conditions or stakeholder needs.3. Burnup Chart Updates:- Burnup charts provide a visual representation of work completed over time. Regular updates help teams and stakeholders track progress, understand the rate of work completion, and make data-driven decisions for future iterations.4. Flexibility in Scope:- Agile projects often embrace changes in requirements even late in development. This flexibility is a key aspect of agile methodologies, allowing teams to respond to feedback and market changes effectively.5. Continuous Improvement:- Agile methodologies promote continuous improvement. Regularly updating project artifacts and adapting plans based on feedback and lessons learned ensures that the project remains aligned with business goals.In summary, while a project charter provides a foundational structure at the beginning of a project, ongoing activities like cost estimation, backlog refinement, and burnup chart updates are essential to support the adaptive nature of agile methodologies, allowing teams to deliver value in a changing environment.Link to Agile Practice Guide: Section 5.2.7 - Execution practices delivering value Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 72:
A project contingency reserve was approved considering high-impact/high-probability risks only. During the execution stage, a high impact/low-probability risk occurs. The project manager now needs extra funds to work on the mitigation plan for this risk. This needs to mobilize the management reserves. What is the next step for the project manager?
Raise a change request
Setup a meeting with the sponsor
Update the cost baseline
Conduct an impact analysis on the project schedule due to this risk
Correct answerRaise a change requestSetup a meeting with the sponsorUpdate the cost baselineConduct an impact analysis on the project schedule due to this riskOverall explanationLet’s analyze each option in the context of the given scenario:Option A: Raise a change requestExplanation:- This is the correct answer. When an unforeseen risk occurs during project execution that requires additional funds not covered by the contingency reserve, the project manager should raise a change request to mobilize the management reserve. Management reserve is NOT a fund readily available for the project to use.- According to the PMBOK Guide, a change request is the documented process used to propose and record changes to project documents, deliverables, or baselines.Option B: Setup a meeting with the sponsorExplanation:- While it’s important to communicate with the sponsor about significant issues, setting up a meeting might not be the immediate next step.- The project manager should follow the formal change control process first, which involves submitting a change request, before engaging the sponsor.Option C: Update the cost baselineExplanation:- Updating the cost baseline is not the immediate next step. The cost baseline is typically adjusted through the formal change control process, which includes submitting a change request.- Making changes to the baseline without following the proper change control procedures can lead to issues with project governance.Option D: Conduct an impact analysis on the project schedule due to this riskExplanation:- While impact analysis is an important aspect of change management, it’s not the initial step when the project manager needs extra funds.- The immediate action is to raise a change request to request additional funds from the management reserve.In summary, in the given scenario, the project manager should follow the formal change control process by raising a change request to access the management reserves, making Option A the correct choice based on project management principles outlined in the PMBOK Guide and Agile Practice Guide.Link to new ECO: Domain 2, Task 10: Manage project changesLink to Process Group Practice Guide: Section 7.2 - PICCDomainProcess
Question 73:
As a part of your quality management program, you need to understand whether the ppm (parts per million) level of a defect is linked to set point of a variable in the process. Ideally, you would like to see the correlation between the two. Which tool would you use here?
Scatter diagram
Control chart
Pareto’s chart
Testing of Hypothesis
Correct answerScatter diagramControl chartPareto’s chartTesting of HypothesisOverall explanationOption A: Scatter diagrams are used to check for any correlation between two variables X and Y. Scatter diagrams, also known as scatter plots, are graphical tools used to visualize the relationship between two variables, X and Y. These diagrams help project managers, data analysts, and researchers study correlations between the two variables. Here’s how scatter diagrams are used for this purpose:1. Visualization of Data:- Scatter diagrams provide a visual representation of data points for variables X and Y. Each point on the plot represents a pair of corresponding values for X and Y.2. Identification of Patterns:- By examining the scatter plot, analysts can identify patterns, trends, or clusters in the data. This visual inspection can reveal whether there is a relationship between the two variables.3. Correlation Assessment:- Scatter plots are particularly useful for assessing the correlation between variables. Correlation refers to the statistical relationship between two variables. The scatter diagram allows analysts to observe whether an increase or decrease in one variable corresponds to a similar change in the other.4. Strength and Direction of Correlation:- The shape and direction of the scatter plot provide insights into the strength and direction of the correlation. If points on the plot tend to form a line sloping upwards or downwards, it indicates a positive or negative correlation, respectively.5. Outlier Detection:- Outliers, which are data points significantly different from the majority, can be easily identified in a scatter diagram. These outliers may impact the correlation analysis and can be investigated further.6. Correlation Coefficient Calculation:- While scatter diagrams provide a visual assessment of correlation, analysts may also use statistical measures, such as correlation coefficients (e.g., Pearson correlation coefficient), to quantify the strength and direction of the correlation.7. Decision-Making Support:- The insights gained from studying scatter diagrams can inform decision-making processes. For example, in project management, understanding the correlation between variables can help in making informed decisions about resource allocation, risk management, or scheduling.8. Future Predictions:- If a strong correlation is identified, it may be possible to use the relationship between variables to make predictions about one variable based on the value of the other.In summary, scatter diagrams are a valuable tool for studying correlations between two variables, allowing analysts to visually assess patterns, identify relationships, and make informed decisions based on the observed data. They are a fundamental part of data analysis and are commonly used in various fields, including project management, research, and business analytics.Link to new ECO: Domain 2, Task 7: Plan and manage qualityLink to Process group Practice Guide: Scatter Diagrams - Pg. 295DomainProcess
Question 74:
In an agile team, the Java developer is a highly skilled individual. The person has great in-depth knowledge on the best coding practices in Java and is able to troubleshoot bugs within codes in no time. The person is a valued individual within the agile team due to commendable technical mastery.
What kind of an individual does this person most likely represent?
T shaped
I shaped
L shaped
H shaped
T shapedCorrect answerI shapedL shapedH shapedOverall explanationThe concepts of “T-shaped” and “I-shaped” individuals are often used to describe the skills and expertise of team members in an Agile environment. These terms represent different approaches to skill sets within a team.T-shaped Individuals:A T-shaped individual has a broad skill set with deep expertise in one specific area. The horizontal bar of the “T” represents a general understanding of various skills and disciplines, while the vertical stem represents deep expertise in a particular domain. In an Agile team, T-shaped individuals:1. Collaborate Effectively:- T-shaped team members can collaborate across different roles and functions within the team because of their broad understanding of various aspects of the project.2. Flexibility:- They are adaptable and can take on different responsibilities as needed. This flexibility is crucial in Agile environments where roles can be fluid.3. Knowledge Sharing:- T-shaped individuals actively share their knowledge with other team members, promoting a culture of continuous learning within the team.4. Problem Solving:- Their deep expertise in a specific area allows them to tackle complex issues within their domain effectively.I-shaped Individuals (CORRECT):An I-shaped individual, on the other hand, has deep expertise in a single domain but may lack the broad skills seen in a T-shaped individual. The “I” represents a deep, narrow focus on a particular skill or role. In an Agile team, I-shaped individuals:1. Specialized Expertise:- They bring in-depth knowledge and specialized skills to the team, making them valuable for specific tasks or challenges.2. Efficiency in Specific Areas:- I-shaped team members can be highly efficient and effective in their specialized area, leading to high-quality deliverables in that domain.3. Focused Contributions:- They may excel in roles that require deep concentration and expertise, such as complex technical problem-solving or highly specialized tasks.Balancing T-shaped and I-shaped Individuals in an Agile Team:Agile teams often benefit from a mix of T-shaped and I-shaped individuals. The combination allows for a well-rounded team that can handle a variety of tasks and challenges. T-shaped team members facilitate cross-functional collaboration, knowledge sharing, and adaptability, while I-shaped team members provide specialized expertise in critical areas.The dynamic interplay between T-shaped and I-shaped individuals fosters a collaborative and effective Agile team that can respond to changing requirements, solve complex problems, and deliver high-quality products. The emphasis on collaboration and flexibility is a key aspect of Agile methodologies, and the combination of T-shaped and I-shaped individuals contributes to the overall success of Agile teams.Link to new ECO: Domain 2, Task 3: Build a TeamLink to Agile Practice Guide: Pg. 42 - T shaped and I shaped individualsDomainProcess
Question 75:
A new tax regime is planning to get rolled out within the next 8 months, which will affect the planned benefits of Product X due to 30% higher indirect taxes. Product X is likely to be ready within the next 4 months, but unfortunately, since the new tax regime is retrospective in nature, this might significant affect the post project benefits.
How should the project manager tackle this challenge?
Plan a risk review meeting with all stakeholders and revise the assumption log and project charter
Update the risk management plan and move forward to the execution stage
Engage a tax advisor and explore ways to circumvent the tax burden
Proceed as per plan to deliver Product X within the next 4 months and plan for extra tax burden using management reserves
Correct answerPlan a risk review meeting with all stakeholders and revise the assumption log and project charterUpdate the risk management plan and move forward to the execution stageEngage a tax advisor and explore ways to circumvent the tax burdenProceed as per plan to deliver Product X within the next 4 months and plan for extra tax burden using management reservesOverall explanationOption A is the correct answer for the given scenario. Let’s analyze each option and understand why:A. Plan a risk review meeting with all stakeholders and revise the assumption log and project charter: - This option aligns with the best practice of risk management in project management. The project manager should identify, assess, and respond to risks. By planning a risk review meeting with stakeholders, the project manager can gather insights into the potential impact of the new tax regime on Product X. Updating the assumption log and project charter ensures that the project’s foundational documents reflect the current understanding of risks and assumptions.B. Update the risk management plan and move forward to the execution stage: - While updating the risk management plan is a good step, moving directly to the execution stage without assessing and addressing the impact of the new tax regime is not a comprehensive approach. It is essential to review risks with stakeholders before proceeding to execution.C. Engage a tax advisor and explore ways to circumvent the tax burden: - While seeking advice from a tax advisor is a reasonable action, attempting to circumvent the tax burden may not be ethical or legally sound. Project managers should focus on managing risks rather than finding ways to evade them.D. Proceed as per plan to deliver Product X within the next 4 months and plan for extra tax burden using management reserves: - Proceeding with the plan without assessing and addressing the impact of the new tax regime is a risky approach. While planning for management reserves is a part of risk management, it should be done after a thorough risk review with stakeholders. Simply planning for extra reserves without understanding the nature and magnitude of the risk is not a proactive strategy.In summary, option A is the correct answer because it advocates for a proactive approach to project governance risk management by involving stakeholders in a risk review meeting, and updating foundational project documents to reflect the revised assumptions and potential impacts.Link to PMP Exam ECO: Domain 3, Task 1 - Manage project complianceLink to Process Group Practice Guide: Section 2.3.2 - Project Governance DomainProcess
Question 76:
The Chief Sales Officer (CSO) of ABC Corporation has reported a 40% drop in free downloads and 18% drop in paid subscriptions for a newly launched over-the-top (OTT) media application. There have been instances of a high number of customer complaints regarding the buffering issues within the application as well.
The project team is already working on bug fixes and upgrades to release a version upgrade soon, but the CSO has reached out to the product owner to ask for a full list of requirements for the existing and new product versions.
How should the project manager respond to this situation?
Reiterate that the version releases were approved by the sales team before deployment
Review notes from the focused group discussions conducted during the collect requirements process
Implement the planned risk responses using the contingency reserves of the project
Arrange a product demo with the CSO demonstrating how the version upgrade will address the issues
Reiterate that the version releases were approved by the sales team before deploymentReview notes from the focused group discussions conducted during the collect requirements processImplement the planned risk responses using the contingency reserves of the projectCorrect answerArrange a product demo with the CSO demonstrating how the version upgrade will address the issuesOverall explanationOption D is the correct answer for the given scenario. Let’s examine each option to understand why:A. Reiterate that the version releases were approved by the sales team before deployment: - While it’s important to communicate the approval process, reiterating the approval alone does not address the current issues faced by the users. The focus should be on resolving the customer complaints and improving the application rather than justifying past decisions.B. Review notes from the focused group discussions conducted during the collect requirements process: - Reviewing notes from focused group discussions is a valuable step, but it may not directly address the urgent issues reported by the CSO. The situation requires a more immediate response, and the project manager should prioritize addressing the reported problems before delving into historical requirements.C. Implement the planned risk responses using the contingency reserves of the project: - While implementing planned risk responses is a part of project risk management, using contingency reserves should be based on a thorough analysis of the current situation. In this case, the CSO is requesting a list of requirements for both existing and new product versions, suggesting a need for a more comprehensive understanding of the product’s current state and future direction. Simply using contingency reserves without a clear plan may not be the most effective response.D. Arrange a product demo with the CSO demonstrating how the version upgrade will address the issues: - This is the correct option. It aligns with the Agile Practice Guide’s emphasis on customer collaboration over contract negotiation. The project manager should engage with the CSO, understand the concerns, and demonstrate how the upcoming version upgrade addresses the reported issues. A product demo allows for direct communication, feedback, and collaboration to ensure that the customer’s expectations are met.In summary, option D is the correct answer as it focuses on actively addressing the reported issues, collaborating with the customer (CSO), and providing a tangible demonstration of how the upcoming version upgrade will resolve the problems with the over-the-top (OTT) media application.Link to PMP Exam ECO: Domain 1, Task 9 - Collaborate with stakeholdersLink to PMBOK 7th Ed: Types of Communication Channels - Table 2-1 - Product DemosDomainProcess
Question 77:
A team member informs the project manager that a bottling line that was installed recently in a factory is running slow than the rated speed. The rated speed was 600 bottles/min but the line is currently running at 550 bottles /min. The project manager now needs to create a response for this variance. What could be the most suitable response in this situation?
Re-draft the project charter and the assumptions log to reflect the speed of 550 bottles/min
Assess if a retrofit needs to be done on the machine and plan for additional funding
Perform a root cause analysis to identify the reason for gap in performance
Negotiate the need for 600 bottles/min with customer and justify the reduced speed
Re-draft the project charter and the assumptions log to reflect the speed of 550 bottles/minAssess if a retrofit needs to be done on the machine and plan for additional fundingCorrect answerPerform a root cause analysis to identify the reason for gap in performance Negotiate the need for 600 bottles/min with customer and justify the reduced speedOverall explanationOption C is the correct answer for the given scenario. Let’s analyze each option to understand why:A. Re-draft the project charter and the assumptions log to reflect the speed of 550 bottles/min: - This option is not the best approach in this situation. Redrafting the project charter and assumptions log is a formal process and is typically done when there are significant changes to the project scope, objectives, or assumptions. The current issue with the bottling line speed should be investigated first before making changes to these foundational project documents.B. Assess if a retrofit needs to be done on the machine and plan for additional funding: - While assessing if a retrofit is needed is a valid step, planning for additional funding should be based on a thorough analysis of the root cause and the feasibility of solutions. Jumping directly to planning for additional funding without understanding the reason for the slowdown may not be the most effective or efficient response.C. Perform a root cause analysis to identify the reason for the gap in performance: - This is the correct option. The PMBOK Guide emphasizes the importance of identifying the root causes of variances. Performing a root cause analysis will help the project manager understand why the bottling line is running slower than the rated speed. This analysis is essential for making informed decisions and implementing effective corrective actions.D. Negotiate the need for 600 bottles/min with the customer and justify the reduced speed: - Negotiating with the customer should be based on a solid understanding of the problem and potential solutions. Jumping directly to negotiating without investigating the root cause may lead to unnecessary conflicts and misunderstandings. The focus should be on solving the problem rather than negotiating without sufficient information.In summary, option C is the correct answer as it aligns with the project management principle of conducting a root cause analysis to identify the underlying reasons for variances in performance. Once the root cause is identified, the project manager can develop appropriate responses and solutions.Link to PMP Exam ECO: Domain 2, Task 15 -Manage project issues Link to Process Group Practice Guide: Section 7.2 - PICCDomainProcess
Question 78:
A project manager is managing the construction of primary schools in a suburban town of India. The project needs to be finished in a very tight timeline since the funding of the project is linked to the state elections. The sponsor of the project wants to kick off the project immediately. What should the project manager do first?
Arrange funding for the project
Start working on the project schedule to understand how the project can be completed fast
Meet with the electoral board to understand why construction of schools is linked to state elections
Gather initial scope and success criteria of the project to draft the charter
Arrange funding for the projectStart working on the project schedule to understand how the project can be completed fastMeet with the electoral board to understand why construction of schools is linked to state electionsCorrect answerGather initial scope and success criteria of the project to draft the charterOverall explanationOption D is the correct answer for the given scenario. Let’s analyze each option to understand why:A. Arrange funding for the project: - While funding is essential for project execution, it is not the first step in initiating a project according to the PMBOK Guide. The project manager should first establish a clear understanding of the project’s scope, objectives, and success criteria before seeking funding.B. Start working on the project schedule to understand how the project can be completed fast: - Developing the project schedule is an important aspect of project planning, but it should not be the first step in project initiation. Before creating a schedule, the project manager needs to define the project’s scope, objectives, and success criteria.C. Meet with the electoral board to understand why construction of schools is linked to state elections: - While understanding the context and background of the project is important, meeting with the electoral board is not the first step in project initiation. The project manager should focus on gathering information related to the project’s scope and success criteria before delving into external discussions.D. Gather initial scope and success criteria of the project to draft the charter: - This is the correct option. According to the PMBOK Guide, the project charter is developed as part of the project initiation process. It includes the project’s purpose, objectives, success criteria, and initial scope. By gathering this information first, the project manager can create a solid foundation for the project and ensure that all stakeholders have a clear understanding of the project’s goals and expectations.In summary, option D is the correct answer as it aligns with the project management best practices outlined in the PMBOK Guide. Initiating the project by gathering the initial scope and success criteria is crucial for developing a comprehensive project charter and setting the project on the right path.Link to PMP Exam ECO: Domain 2, Task 1 - Deliver business valueLink to Process Group Practice Guide - Section 1.2.2 - Business value creationDomainPeople
Question 79:
There have been disruptions reported within a project team due to repeated conflicts between the sub-contractor and project construction supervisor. The issue is on the verge of getting escalated to the project sponsor.
What should the project manager do?
Meet with the sub-contractor and the construction supervisor to discuss the issues
Send a legal notice the sub-contractor notifying that conflicts are violation of project contract
Let the parties sort out the conflict between themselves collaboratively
Update the issue log
Correct answerMeet with the sub-contractor and the construction supervisor to discuss the issuesSend a legal notice the sub-contractor notifying that conflicts are violation of project contractLet the parties sort out the conflict between themselves collaboratively Update the issue logOverall explanationOption A is the correct answer for the given scenario. Let’s analyze each option to understand why:A. Meet with the sub-contractor and the construction supervisor to discuss the issues: - This is the correct option. The PMBOK Guide emphasizes the importance of effective communication and conflict resolution. Meeting with the involved parties allows the project manager to understand the root causes of the conflicts, facilitate open communication, and work towards a resolution. This approach aligns with the principles of stakeholder management and conflict resolution.B. Send a legal notice to the sub-contractor notifying that conflicts are a violation of the project contract: - Sending a legal notice is a drastic measure and should be considered only when other attempts at resolution have failed. It is not the first step in addressing conflicts within a project team. The Agile Practice Guide also encourages collaborative problem-solving over adversarial approaches, which sending a legal notice may represent.C. Let the parties sort out the conflict between themselves collaboratively: - While encouraging parties to resolve conflicts collaboratively is a good practice, the project manager should actively facilitate the resolution process, especially when the issue is on the verge of being escalated. Passive involvement may lead to prolonged conflicts and negatively impact the project. The project manager should play an active role in conflict resolution.D. Update the issue log: - Updating the issue log is a project management activity, but it is not the most immediate and proactive response to a situation where conflicts are escalating. The project manager should prioritize addressing the conflicts directly by engaging with the involved parties and working towards a resolution.In summary, option A is the correct answer because it reflects the project manager’s proactive approach to address conflicts by meeting with the sub-contractor and construction supervisor, facilitating open communication, and working towards a resolution. This aligns with the principles of effective stakeholder management and conflict resolution in project management.Link to PMP Exam ECO: Domain 1, Task 1 - Manage ConflictsLink to PMBOK 7th Ed. - Pg. 29, Conflict ManagementDomainProcess
Question 80:
In an agile project, all the story points are complete, the backlog is clean, the testing is done and the product is ready for client handover. However, the client has expressed discontent highlighting that certain features of the product does not meet the business requirements.
What could be the most effective way to prevent such outcome in future projects?
Confirm that the client approves product vision before the start of the project
Agree with the client on the requirement list and success criteria for Definition of Done
Collect customer feedbacks on troubleshooting guides and maintenance protocols
Ensure the test plan captures both tangible and intangible requirements of the product
Confirm that the client approves product vision before the start of the projectCorrect answerAgree with the client on the requirement list and success criteria for Definition of DoneCollect customer feedbacks on troubleshooting guides and maintenance protocols Ensure the test plan captures both tangible and intangible requirements of the product Overall explanationOption B is the correct answer for the given scenario. Let’s analyze each option to understand why:A. Confirm that the client approves product vision before the start of the project: - While obtaining client approval for the product vision is important, it may not be sufficient to prevent issues with specific features not meeting business requirements. The product vision provides a high-level view of the project’s goals, but detailed requirements need to be captured in a more specific manner.B. Agree with the client on the requirement list and success criteria for Definition of Done: - This is the correct option. In agile projects, the Definition of Done (DoD) is a crucial concept. It defines the criteria that must be met for a product increment to be considered complete. By agreeing with the client on the requirement list and success criteria for the DoD, the project team ensures a shared understanding of what constitutes a finished product. This helps in preventing misunderstandings and dissatisfaction with the final deliverable.C. Collect customer feedback on troubleshooting guides and maintenance protocols: - While collecting customer feedback is valuable, focusing solely on troubleshooting guides and maintenance protocols may not address the broader issue of meeting business requirements for product features. The key is to ensure that the product itself aligns with the client’s expectations and needs.D. Ensure the test plan captures both tangible and intangible requirements of the product: - While capturing both tangible and intangible requirements in the test plan is important for comprehensive testing, it may not be sufficient to prevent dissatisfaction with specific features not meeting business requirements. The focus should be on defining clear criteria for the Definition of Done in collaboration with the client.In summary, option B is the correct answer because it addresses the need for a shared understanding of requirements and success criteria through the Definition of Done. This aligns with agile principles of collaboration and clear communication with stakeholders to ensure that the final product meets the client’s business requirements.Link to PMP Exam ECO: Domain 2, Task 8 - Plan and manage scopeLink to Agile Practice Guide: Definition of Done (DoD) - Pg. 151DomainProcess
Question 81:
During a quality improvement project on a men’s grooming product line, the quality manager has deployed a new team member to oversee the quality performance. This new team member has missed multiple project review meetings and is often non-responsive.
What could be the most effective step to engage this stakeholder?
Review the stakeholder engagement plan to assess the current and expected interest levels
Share the project quality management plan with this new stakeholder
Raise the issue to the quality manager and request alternative resources
Enrol the new stakeholder in a mentorship program to develop the required capabilities
Correct answerReview the stakeholder engagement plan to assess the current and expected interest levelsShare the project quality management plan with this new stakeholderRaise the issue to the quality manager and request alternative resourcesEnrol the new stakeholder in a mentorship program to develop the required capabilitiesOverall explanationLet’s analyze each option in the context of the Project Management Professional (PMP) Certification Exam, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated project management concepts:A. Review the stakeholder engagement plan to assess the current and expected interest levels:- Correct: This option aligns with the PMBOK Guide’s emphasis on the importance of stakeholder engagement. By reviewing the stakeholder engagement plan, the project manager can assess the current interest levels and expectations of the new team member. This will help identify any gaps in understanding or communication, allowing for targeted efforts to engage the stakeholder effectively.B. Share the project quality management plan with this new stakeholder:- Incorrect: While sharing project documents is important, the quality management plan may not directly address the issue of the team member’s non-responsiveness. It is crucial to first assess the stakeholder’s interest and engagement levels before delving into specific project plans.C. Raise the issue to the quality manager and request alternative resources:- Incorrect: While raising concerns to the quality manager is a valid step, immediately requesting alternative resources may not be the most effective approach without understanding the underlying issues. It’s important to first assess and address the reasons for the stakeholder’s disengagement before considering resource changes.D. Enrol the new stakeholder in a mentorship program to develop the required capabilities:- Incorrect: This option focuses on developing capabilities, which may not be the immediate solution to the stakeholder’s non-responsiveness. While mentorship programs are valuable for professional development, they might not directly address the current engagement issues.In conclusion, option A is the correct answer as it advocates a systematic approach by reviewing the stakeholder engagement plan to understand and address the current and expected interest levels of the new team member. Options B, C, and D are incorrect because they either focus on specific project plans without understanding the stakeholder’s engagement level (B), propose immediate resource changes without addressing the underlying issues (C), or suggest a long-term development solution without addressing the current non-responsiveness (D).Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersLink to Process Group practice Guide: Plan stakeholder engagement - Section 5.24DomainPeople
Question 82:
A project team has been challenged from the beginning of the project to maintain the quality parameters. The quality manager has just published the test & evaluation documents and handed them over to the project manager. What is the next step for the project manager?
Develop quality standards for the project
Perform product evaluations
Validate scope
Develop confidence interval estimates
Develop quality standards for the projectCorrect answerPerform product evaluationsValidate scopeDevelop confidence interval estimatesOverall explanationLet’s analyze each option in the context of the Project Management Professional (PMP) Certification Exam, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated project management concepts:A. Develop quality standards for the project:- Incorrect: Developing quality standards typically occurs earlier in the project during the planning phase, not after test and evaluation plan documents have been published. At this stage, the project manager should be focused on implementing and executing the quality management plan rather than creating new standards.B. Perform product evaluations:- Correct: This option aligns with the logical progression of the project lifecycle. After receiving the test and evaluation documents from the quality manager, the next step is to perform product evaluations. This involves assessing the product against predefined criteria to ensure that it meets quality standards. This step is critical for identifying any defects or deviations from the expected quality parameters.C. Validate scope:- Incorrect: Scope validation is related to formal acceptance of completed project deliverables by the customer. While important, it is not the immediate next step after receiving test and evaluation documents. The focus at this point should be on evaluating the product’s quality.D. Develop confidence interval estimates:- Incorrect: Confidence interval estimates are related to statistical analysis and risk management, and they are not directly tied to the immediate action required after receiving test and evaluation documents (ideally this should have already been captured in the testing plan). This option is not the most relevant step in this context.In conclusion, option B is the correct answer as it reflects the logical progression in the project lifecycle. After receiving test and evaluation documents from the quality manager, the project manager should perform product evaluations to ensure that the project meets the defined quality parameters. Options A, C, and D are incorrect because they either focus on activities that should have been done earlier in the project (A), are not directly related to the immediate next step after receiving test and evaluation documents (C), or involve a different aspect of project management (D).Link to new ECO: Domain 2, Task 7: Plan and manage qualityLink to Process Group Practice Guide: Section 6.3 - Manage quality DomainProcess
Question 83:
You are a project manager who has recently joined a project during the execution phase. As a part of your handover process, the previous project manager is reviewing the status reports, progress reports, reserve burndown charts, defect histograms etc. These are examples of:
Work performance reports
Work performance data
Quality metrics
Defect analysis
Correct answerWork performance reportsWork performance dataQuality metricsDefect analysisOverall explanationIn project management, work performance data and work performance reports are two distinct concepts that play different roles in monitoring and controlling project work. Let’s delve into each term and provide examples to illustrate their differences:1. Work Performance Data (Option B):- Definition: Work performance data refers to the raw and unprocessed information and observations collected during the execution of project activities. It is essentially the data that is generated as a result of carrying out the work in the project.- Example: If you are managing a construction project, work performance data could include the actual number of hours worked, quantities of materials used, progress on specific tasks, or the current status of project deliverables. It represents the factual and real-time data about the project as it unfolds.2. Work Performance Reports (CORRECT Option A):- Definition: Work performance reports are the analysed and formatted information derived from work performance data. This information is presented in a way that is understandable and useful for project stakeholders, aiding in decision-making and communication.- Example: Continuing with the construction project example, a work performance report might include a summary of the actual versus planned progress, cost variances, quality metrics, and any identified issues or risks. This report provides a snapshot of how the project is performing against its baselines and helps stakeholders make informed decisions about project direction and necessary adjustments.In summary:- Work Performance Data is the raw, unprocessed information collected during the execution of project work.- Work Performance Reports are the analyzed and formatted outputs derived from work performance data, presented in a way that facilitates decision-making and communication.The relationship between these two concepts is that work performance reports are built upon work performance data. To create meaningful reports, project managers analyze and interpret the data to provide valuable insights and communicate the status and health of the project to stakeholders.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 84:
A scrum master is performing an health check for skill sufficiency within an agile team. What could be a determinant to conclude that the agile team possesses a reasonable representation of I-shaped individuals?
Necessary subject matter experts exist across all platforms
More collaboration with the scrum master
Minimum tasks get reassigned across teams
An increasing list of impediments on the information radiator
Correct answerNecessary subject matter experts exist across all platformsMore collaboration with the scrum masterMinimum tasks get reassigned across teamsAn increasing list of impediments on the information radiatorOverall explanationCorrect Option: I-shaped individuals:Depth: I-shaped individuals have deep expertise in a specific area or skill domain. Their knowledge and proficiency are focused on a particular discipline, making them specialists or subject matter experts in that field.T-shaped individuals:Depth and Breadth: T-shaped individuals, on the other hand, also have depth in a specific area but additionally possess a breadth of skills across various disciplines. They are generalists in addition to being specialists, allowing them to collaborate effectively with team members from different backgrounds. A good representation of T shaped skills also ensures that minimum tasks get reassigned across teams because they have a broader management overview of backlog management. (Option C is hence incorrect).In summary:I-shaped individuals have depth in a specific skill or domain.T-shaped individuals have both depth in a specific area and breadth of skills across multiple domains.In the context of an agile project team, both I-shaped and T-shaped individuals can contribute effectively. I-shaped individuals bring specialized expertise, while T-shaped individuals offer a combination of specialization and the ability to collaborate across different areas. I appreciate your understanding, and I hope this clarification is helpful.Link to PMP Exam ECO: Domain 1, Task 2 - Lead a teamLink to Agile Practice Guide: Pg. 42, I shaped people and T shaped peopleDomainPeople
Question 85:
It was highlighted during a regulatory compliance project that few of the stakeholders might have a conflict of interest. The project manager has used the stakeholder register to identify them and now plans to engage them to resolve the potential conflict of interest items.
How should the project manager accomplish this goal?
Plan stakeholder engagement
Manage stakeholder engagement
Communicate via stakeholder engagement assessment matrix
Monitor stakeholder engagement
Correct answerPlan stakeholder engagementManage stakeholder engagement Communicate via stakeholder engagement assessment matrix Monitor stakeholder engagementOverall explanationLet’s analyze each option in the context of the Project Management Professional (PMP) Certification Exam, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated project management concepts:A. Plan stakeholder engagement: - Correct: Planning stakeholder engagement involves determining how to approach and involve stakeholders throughout the project (PLANNING). In this context, where there’s a potential conflict of interest, planning stakeholder engagement is the appropriate step. The project manager needs to establish strategies for engaging stakeholders, including those with conflicts, and develop approaches to address their concerns. Reference: PMBOK Guide - Plan Stakeholder Engagement process.B. Manage stakeholder engagement: - Incorrect: Managing stakeholder engagement is more about implementing the strategies and action plans developed during the planning phase (EXECUTION). In this scenario, planning is the more relevant step as the project manager is in the early stages of addressing potential conflicts. Reference: PMBOK Guide - Manage Stakeholder Engagement process.C. Communicate via stakeholder engagement assessment matrix: - Incorrect: The stakeholder engagement assessment matrix is a tool used to assess and classify stakeholders based on their current and desired levels of engagement. While communication is important, this option doesn’t specifically address the goal of resolving potential conflicts of interest. Planning stakeholder engagement is a more comprehensive approach. Reference: PMBOK Guide - Stakeholder Engagement Assessment Matrix.D. Monitor stakeholder engagement: - Incorrect: Monitoring stakeholder engagement involves tracking and assessing stakeholder relationships throughout the project (MONITORANDCONTROL PHASE). However, in this scenario, the project manager is at the stage of identifying and planning to address potential conflicts of interest, making planning stakeholder engagement the more suitable choice. Reference: PMBOK Guide - Monitor Stakeholder Engagement process.In conclusion, option A, “Plan stakeholder engagement,” is the correct answer. It aligns with the need to address potential conflicts of interest by strategically planning how to engage stakeholders, including those with conflicts. Options B, C, and D are incorrect because they either focus on managing ongoing engagement (B and D) or emphasize communication without addressing the planning aspect comprehensively (C).Link to PMP Exam ECO: Domain 1, Task 9 - Collaborate with stakeholdersLink to Process Group Practice Guide: Section 5.24, Plan Stakeholder EngagementDomainPeople
Question 86:
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 organizational structure and revise 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 organizational structure and revise communications management planShare a project status report with the new committeeRaise a change request & evaluate the impact of this riskUpdate the quality management planOverall explanationLet’s analyze each option in the context of the Project Management Professional (PMP) Certification Exam, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated project management concepts:A. Acknowledge the change in organizational structure and revise communications management plan: - Correct: This option is the most appropriate response to the situation described. Changes in organizational structure, such as the introduction of a steering committee, can significantly impact communication flows within a project. The project manager should acknowledge this change and update the communications management plan to ensure that communication channels, stakeholders, and relevant information are addressed appropriately. Reference: PMBOK Guide - Communications Management Plan.B. Share a project status report with the new committee: - Incorrect: While sharing a project status report is a good practice, it may not be sufficient in addressing the broader impact of the change in organizational structure. A revised communications management plan is needed to ensure effective and targeted communication with the new steering committee.C. Raise a change request & evaluate the impact of this risk: - Partially Incorrect: Raising a change request is a valid step when there’s a significant change in project circumstances. However, the primary concern in this scenario is communication effectiveness, so raising a change request alone may not be the most direct response. The focus should be on updating the communications management plan. While evaluating the impact is important, it may be better addressed through the communications management plan update rather than a standalone risk evaluation.D. Update the quality management plan: - Incorrect: The change in organizational structure and the need for effective communication are primarily related to project management processes, not quality management. Updating the quality management plan is not directly relevant to addressing the communication challenges posed by the new steering committee.In conclusion, option A, “Acknowledge the change in organizational structure and revise communications management plan,” is the correct answer. It aligns with the need to adapt communication strategies to the new project environment. Options B, C, and D are incorrect because they either focus on specific project reports (B), suggest a change request without directly addressing communication planning (C), or propose an update unrelated to the communication challenge (D).Link to new ECO: Domain 1, Task 9: Collaborate with stakeholdersLink to Process Group Practice Guide: Section 6.7 - Manage CommunicationsDomainPeople
Question 87:
Which among the following is NOT a part of the Agile Manifesto® which was developed as a part of the Agile Movement in 2001?
Individuals and Interactions
Working Software
Customer Collaboration
Customer Satisfaction
Individuals and InteractionsWorking SoftwareCustomer CollaborationCorrect answerCustomer SatisfactionOverall explanationOption D is not a standard terminology of the Agile Manifesto®The Agile Manifesto is a set of guiding values and principles for agile software development. It emphasizes flexibility, collaboration, and a focus on delivering value to the customer. The four core values of the Agile Manifesto are:1. Individuals and Interactions over Processes and Tools: - This value highlights the importance of people and their interactions in the development process. Agile values effective communication, collaboration, and the empowerment of individuals within the team. While processes and tools have their place, the emphasis is on valuing human interactions to foster a more responsive and adaptable development environment.2. Working Software over Comprehensive Documentation: - Agile prioritizes the creation of functional and working software as the primary measure of progress. While documentation is necessary, the emphasis is on delivering tangible, valuable software to customers regularly. This value encourages teams to focus on practical outcomes and continuously deliver increments of working software, reducing the reliance on extensive documentation that may become outdated.3. Customer Collaboration over Contract Negotiation: - Agile encourages a collaborative approach with customers throughout the development process. Rather than focusing solely on strict contracts and negotiations, Agile promotes ongoing and close collaboration between development teams and customers. This ensures that the product aligns with customer needs, and feedback is incorporated iteratively, fostering a more responsive and customer-centric development approach.4. Responding to Change over Following a Plan: - Agile embraces change and uncertainty, recognizing that requirements and priorities can evolve throughout a project. Instead of rigidly following a detailed plan, Agile encourages teams to be adaptable and responsive to changing customer needs and market conditions. This value underscores the importance of flexibility and the ability to adjust plans as necessary to maximize value delivery.In summary, the four values of the Agile Manifesto prioritize individuals and interactions, working software, customer collaboration, and the ability to respond to change. These values guide agile teams in fostering a dynamic and customer-focused development process that values adaptability, collaboration, and the delivery of high-quality, working solutions.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 - The Agile ManifestoDomainProcess
Question 88:
_________ is a scheduling system for lean manufacturing and just-in-time manufacturing (JIT). Taiichi Ohno, an industrial engineer at Toyota, developed ________ to improve manufacturing efficiency. _______ is one method to achieve JIT and it is extensively used in Agile managed projects to enable a ‘pull-based’ delivery system. Fill in the blanks.
Kanban
Hoshin
Jidoka
Muda
Correct answerKanbanHoshinJidokaMudaOverall explanationKanban is a popular framework used in the context of agile project management, particularly in software development and knowledge work. It emphasizes visualizing work, limiting work in progress, and maximizing flow to deliver value more efficiently. Here are key aspects of Kanban in the context of agile project management:1. Visualizing Work: - Kanban promotes the use of visual boards to represent the flow of work items. This visual representation helps teams understand the status of tasks, identify bottlenecks, and improve overall transparency. The Kanban board typically consists of columns representing different stages of work, such as “To Do,” “In Progress,” and “Done.”2. Work in Progress (WIP) Limits: - Kanban places a strong emphasis on limiting the amount of work in progress at any given time. This constraint helps prevent overloading team members and ensures a smoother flow of work through the system. WIP limits are set for each stage on the Kanban board, encouraging teams to finish work before taking on new tasks.3. Continuous Flow: - Kanban encourages a continuous and steady flow of work from ideation to delivery. By managing work in progress and focusing on completing tasks before starting new ones, teams can achieve a more predictable and efficient workflow. This is in contrast to traditional batch-oriented approaches.4. Pull-Based System: - Kanban is a pull-based system, meaning that work is pulled into the system based on capacity and demand rather than being pushed onto the team. Team members pull work from the backlog when they have the capacity to take on new tasks. This approach promotes a more responsive and demand-driven workflow.5. Feedback Loops: - Kanban emphasizes the importance of feedback loops to continuously improve the process. Teams regularly review their performance, analyze metrics, and identify opportunities for improvement. This continuous feedback loop helps adapt to changing requirements, optimize workflows, and enhance overall efficiency.6. Flexibility and Adaptability: - Kanban is known for its flexibility and adaptability. It can be applied to various contexts and does not prescribe specific roles or ceremonies. This makes it well-suited for teams looking to adopt agile principles without the need for a radical change in their existing processes.7. Service Level Agreements (SLAs): - Kanban often involves the use of service level agreements to set expectations for the time it takes to complete different types of work. SLAs provide a framework for managing and improving delivery times, enabling teams to meet customer expectations more effectively.In summary, Kanban in agile project management is a visual and flexible approach that helps teams manage and optimize their workflow. By visualizing work, limiting work in progress, and continuously adapting to change, Kanban enables teams to deliver value more efficiently while fostering a culture of continuous improvement.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)Link to Agile Practice Guide: Section 2.3 - Lean and KanbanDomainProcess
Question 89:
A ___________ is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. Fill in the blanks:
OPA
PMO
EEF
CPI
OPACorrect answerPMOEEFCPIOverall explanationOption 2: Project Management Office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The Project Management Office (PMO) plays a crucial role in an organization by providing a centralized framework for standardizing project-related governance processes and facilitating the sharing of resources, methodologies, tools, and techniques. The key functions and roles of a PMO in this context include:1. Standardizing Governance Processes: - The PMO establishes and maintains standardized project management processes and methodologies across the organization. This includes defining project life cycles, creating templates, and establishing best practices. Standardization ensures consistency in how projects are initiated, planned, executed, monitored, and closed.2. Facilitating Resource Sharing: - The PMO helps optimize the allocation and utilization of resources across projects. By maintaining a holistic view of the organization’s project portfolio, the PMO can identify resource gaps, surplus, or conflicts. This enables better resource planning and allocation, ensuring that projects receive the necessary support and expertise.3. Methodologies, Tools, and Techniques: - The PMO provides a repository of standardized methodologies, tools, and techniques that teams can leverage for project execution. This includes project management software, templates, risk assessment methodologies, and other tools that enhance efficiency and consistency. By promoting the use of proven methodologies, the PMO contributes to the success and quality of projects.4. Knowledge Management: - The PMO serves as a hub for knowledge management, capturing lessons learned, best practices, and historical project data. This knowledge repository helps project teams learn from past experiences and continuously improve their processes. It also facilitates knowledge sharing and collaboration among project managers and team members.5. Training and Development: - The PMO is responsible for promoting a culture of continuous learning by providing training and development opportunities for project managers and team members. This ensures that the organization stays abreast of industry trends, methodologies, and tools, fostering a skilled and capable project workforce.6. Governance Oversight: - The PMO provides governance oversight to ensure that projects align with organizational objectives and strategies. This involves monitoring project performance, assessing risks, and ensuring compliance with established processes. The PMO may also conduct project audits and reviews to maintain a high level of project governance.7. Portfolio Management: - The PMO is often involved in portfolio management, overseeing the entire portfolio of projects and ensuring alignment with organizational goals. This involves prioritizing projects, managing dependencies, and making strategic decisions to optimize the overall project portfolio.8. Communication and Collaboration: - The PMO acts as a central point for communication and collaboration among project teams, stakeholders, and senior management. By fostering open communication channels, the PMO facilitates the exchange of information and promotes a collaborative project environment.In summary, the PMO organizational structure serves as a driving force for standardizing project-related governance processes and enabling the efficient sharing of resources, methodologies, tools, and techniques. By doing so, the PMO contributes to organizational agility, consistency, and the successful delivery of projects.Link to new ECO: Domain 3, Task-4: Support organizational changes (assess organizational culture)Link to Process Group Practice Guide: Section 2.6 - PMODomainBusiness Environment
Question 90:
Select the 4 values of Agile Manifesto© as per the 2001 Agile Industry Movement:
Individuals and interactions over processes and tools | Servant leadership over directional leadership| Customer Collaboration over contract negotiation | Responding to change over following a plan
Individuals and interactions over processes and tools | Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Continuous planning over detailed upfront planning
Team development over individual development| Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Responding to change over following a plan
Individuals and interactions over processes and tools | Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Responding to change over following a plan
Individuals and interactions over processes and tools | Servant leadership over directional leadership| Customer Collaboration over contract negotiation | Responding to change over following a planIndividuals and interactions over processes and tools | Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Continuous planning over detailed upfront planningTeam development over individual development| Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Responding to change over following a planCorrect answerIndividuals and interactions over processes and tools | Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Responding to change over following a planOverall explanationOption 4: Individuals and interactions over processes and tools | Working Software over comprehensive documentation | Customer Collaboration over contract negotiation | Responding to change over following a plan The Agile Manifesto is a set of guiding values and principles for agile software development. It emphasizes flexibility, collaboration, and a focus on delivering value to the customer. The four core values of the Agile Manifesto are:1. Individuals and Interactions over Processes and Tools: - This value highlights the importance of people and their interactions in the development process. Agile values effective communication, collaboration, and the empowerment of individuals within the team. While processes and tools have their place, the emphasis is on valuing human interactions to foster a more responsive and adaptable development environment.2. Working Software over Comprehensive Documentation: - Agile prioritizes the creation of functional and working software as the primary measure of progress. While documentation is necessary, the emphasis is on delivering tangible, valuable software to customers regularly. This value encourages teams to focus on practical outcomes and continuously deliver increments of working software, reducing the reliance on extensive documentation that may become outdated.3. Customer Collaboration over Contract Negotiation: - Agile encourages a collaborative approach with customers throughout the development process. Rather than focusing solely on strict contracts and negotiations, Agile promotes ongoing and close collaboration between development teams and customers. This ensures that the product aligns with customer needs, and feedback is incorporated iteratively, fostering a more responsive and customer-centric development approach.4. Responding to Change over Following a Plan: - Agile embraces change and uncertainty, recognizing that requirements and priorities can evolve throughout a project. Instead of rigidly following a detailed plan, Agile encourages teams to be adaptable and responsive to changing customer needs and market conditions. This value underscores the importance of flexibility and the ability to adjust plans as necessary to maximize value delivery.In summary, the four values of the Agile Manifesto prioritize individuals and interactions, working software, customer collaboration, and the ability to respond to change. These values guide agile teams in fostering a dynamic and customer-focused development process that values adaptability, collaboration, and the delivery of high-quality, working solutions.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 - The Agile ManifestoDomainPeople
Question 91:
During a backlog review meeting, the product owner finds that the output from one of the network design teams has been low. The other network design teams are working as per the expected velocity. However, there are no challenges with capabilities or staffing within any of the teams.
What could be a plausible explanation of the team’s low output?
There are some challenges with logging the working hours for this team
The other teams consist of young team members and they tend to be more productive
The story point estimates for the team are incorrect
The team members work together daily throughout the project keeping the customer in mind
There are some challenges with logging the working hours for this teamThe other teams consist of young team members and they tend to be more productiveCorrect answerThe story point estimates for the team are incorrectThe team members work together daily throughout the project keeping the customer in mindOverall explanationThe correct answer to the question is C. “The story point estimates for the team are incorrect.” Let’s break down each option to understand why option C is correct and the others are incorrect, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts of project management using the PMBOK Framework.A. There are some challenges with logging the working hours for this team. - This option refers to challenges with time tracking, which may be a concern in traditional project management methodologies where time tracking is crucial for cost management. However, in Agile frameworks like Scrum, the emphasis is on delivering value rather than tracking hours worked. Additionally, the question mentions that there are no challenges with capabilities or staffing, making it less likely that time tracking is the primary issue.B. The other teams consist of young team members and they tend to be more productive. - This option makes an assumption about team productivity based on the age of team members, which is not a relevant factor in Agile methodologies. The Agile Manifesto emphasizes individuals and interactions over processes and tools. Productivity is not solely determined by the age of team members, and such generalizations are not considered best practices in project management.C. The story point estimates for the team are incorrect. - This is the correct answer. In Agile methodologies, including Scrum, teams often use story points to estimate the complexity and effort required for user stories. If the story point estimates are incorrect, it can lead to discrepancies in velocity and impact the team’s ability to deliver the expected value. This aligns with Agile principles that focus on delivering a potentially shippable product increment within each iteration.D. The team members work together daily throughout the project keeping the customer in mind. - While daily collaboration and customer focus are important Agile principles, this option does not address the issue of low output from one specific team. It describes a positive practice but doesn’t provide an explanation for the underperformance of the mentioned team. It is not directly related to the concept of story point estimation.In conclusion, option C is the correct answer because incorrect story point estimates can impact the team’s velocity and, subsequently, its ability to deliver value consistently during Agile iterations. The other options are incorrect because they either focus on irrelevant factors, make assumptions about productivity based on age, or address positive practices that do not explain the low output of the specific team in question.Link to new ECO: Domain 1, Task 10: Build shared understandingLink to Agile Practice Guide: Section 5.2.2. - Backlog PreparationDomainPeople
Question 92:
Organizational restructuring within a company has brought together an agile team working on a vaccine rollout project and a predictive team working on commissioning the vaccination centres. The project has been ongoing for a couple of months, and neither team has visibility on the overall project scope or the individual roles and responsibilities within the larger, now hybrid, team.
How could the project manager tackle this situation?
Develop a requirement traceability matrix combining the inputs from both the teams and use this as an input for scope definition
Develop a master WBS by combining the agile work packages with the predictive work packages and use this to track progress
Develop a resource management plan integrating the agile team with the predictive team and define new way of working
Develop a burnup chart for the agile team and start building capability of the predictive team on agile tools and techniques
Correct answerDevelop a requirement traceability matrix combining the inputs from both the teams and use this as an input for scope definition Develop a master WBS by combining the agile work packages with the predictive work packages and use this to track progressDevelop a resource management plan integrating the agile team with the predictive team and define new way of workingDevelop a burnup chart for the agile team and start building capability of the predictive team on agile tools and techniquesOverall explanationThe correct answer to the question is A. “Develop a requirement traceability matrix combining the inputs from both the teams and use this as an input for scope definition.” Let’s analyze each option to understand why option A is correct and the others are incorrect, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts of project management using the PMBOK Framework.A. Develop a requirement traceability matrix combining the inputs from both the teams and use this as an input for scope definition. - The requirement traceability matrix is a tool used in project management to link requirements to their origin and ensure that all requirements are addressed. In this context, combining inputs from both Agile and predictive teams into a requirement traceability matrix helps in understanding the project’s overall scope. This aligns with the PMBOK Framework, emphasizing the importance of defining and documenting project scope.B. Develop a master WBS by combining the agile work packages with the predictive work packages and use this to track progress. - While a Work Breakdown Structure (WBS) is a valuable project management tool, combining Agile and predictive work packages may not be the most effective approach. Agile and predictive methodologies have different approaches to project planning and execution, and combining them in a single master WBS may lead to confusion. This option does not address the issue of visibility on overall project scope, and it may not align with best practices in Agile project management.C. Develop a resource management plan integrating the agile team with the predictive team and define a new way of working. - While integrating teams and defining new ways of working may be beneficial, the issue presented in the question is related to visibility on project scope and individual roles and responsibilities. Developing a resource management plan, though important, may not directly address the lack of visibility on project scope. This option does not provide a clear solution to the problem described.D. Develop a burnup chart for the agile team and start building the capability of the predictive team on agile tools and techniques. - While building capability and using Agile tools and techniques are valuable practices, this option focuses more on transitioning the predictive team to Agile rather than addressing the immediate issue of visibility on project scope. Developing a burnup chart for the Agile team may not directly contribute to improving overall project visibility for both teams. This option may not be the most effective solution to the problem presented.In conclusion, option A is the correct answer as it directly addresses the issue of visibility on project scope by using a requirement traceability matrix, a tool recognized in project management for linking requirements to their sources and facilitating scope definition. The other options are incorrect because they either do not directly address the visibility issue or propose solutions that may not align with best practices in project management, especially in the context of a hybrid team with Agile and predictive methodologies.Link to PMP Exam ECO: Domain 1, Task 6: Build a TeamLink to PMBOK 7th Ed. - Build a collaborative team environment - Section 3.2DomainPeople
Question 93:
A project manager is getting the team ready for a Director level review for a program of cost optimization projects in the organization. She has a slot of 30-mins on the day of the visit of the Director to cover the review of 3 projects in the program. Hence, she needs to be very crisp & clear in her communication. Which of the following should the project manager use in her presentation to provide a schedule update of the projects (on-track/off-track) to her Director?
Gantt chart
WBS dictionary
Schedule management plan
Milestone chart
Gantt chartWBS dictionarySchedule management planCorrect answerMilestone chartOverall explanationA milestone chart, also known as a milestone timeline or milestone schedule, is a visual representation of the significant events or milestones within a project displayed along a timeline. In the context of project management, a milestone is a key point in the project timeline used to track progress and signify the completion of a major phase or achievement.Here are some key points about milestone charts in project management:1. Representation of Key Events: Milestone charts display key events, accomplishments, or important points in time throughout the project’s life cycle. These events are usually significant and mark the completion of a project phase, the achievement of a critical task, or the occurrence of a major decision point.2. Time Scale: The timeline on a milestone chart typically spans the entire duration of the project. It may be broken down into weeks, months, or other relevant time units, depending on the project’s scope and timeline.3. Visual Aid: The chart is a visual aid that helps project stakeholders, including team members, sponsors, and other interested parties, understand the project’s progress and upcoming milestones at a glance. It is an effective communication tool for conveying important project information.4. Dependencies: Milestones often have dependencies on preceding tasks or activities. They are used to show critical points in the project where certain tasks or goals must be achieved before progressing to the next phase.5. Decision Points: Milestone charts can highlight decision points where project managers or stakeholders need to make critical decisions that impact the project’s direction, resource allocation, or overall success.6. Monitoring Progress: Project managers use milestone charts to monitor the project’s progress against the planned timeline. They help in identifying potential delays, addressing issues, and ensuring that the project stays on track.7. Communication Tool: Milestone charts are an essential part of project communication. They help in setting expectations, managing stakeholders’ understanding of project progress, and fostering transparency among team members.In summary, a milestone chart is a visual tool that provides a snapshot of a project’s key events and progress over time. It is an effective means of tracking and communicating critical milestones to ensure that the project stays on course and meets its objectives.Link to new ECO: Domain 2, Task-6: Plan and manage scheduleLink to Process Group Practice Guide: Table 9.1 - 6th bulletDomainProcess
Question 94:
During a backlog review meeting, the project manager finds out that many stakeholders are not in alignment with the feature which was built in the previous sprint. This issue was not highlighted before whilst the previous sprint was ongoing.
What should the project manager do to address this?
Arrange a spike with the team members to troubleshoot the issue
Gather more data to understand the gap in definition-of-done (DoD)
Ask the product owner to intervene and resolve the conflict since this is linked to product development
Perform an impact analysis of this conflict and raise a change request
Arrange a spike with the team members to troubleshoot the issueCorrect answerGather more data to understand the gap in definition-of-done (DoD)Ask the product owner to intervene and resolve the conflict since this is linked to product developmentPerform an impact analysis of this conflict and raise a change request Overall explanationThe correct answer to the question is B. “Gather more data to understand the gap in definition-of-done (DoD).” Let’s analyze each option to understand why option B is correct and the others are incorrect, drawing references from the Project Management Body of Knowledge (PMBOK), Agile Practice Guide, and associated concepts of project management using the PMBOK Framework.A. Arrange a spike with the team members to troubleshoot the issue. - A spike is a time-boxed research activity aimed at answering a specific question or resolving a technical uncertainty. However, in this context, the issue is related to stakeholders’ alignment with a feature, and a spike may not directly address the gap in understanding between the team and stakeholders. It’s more suitable for technical uncertainties rather than alignment issues with stakeholders.B. Gather more data to understand the gap in definition-of-done (DoD). - This is the correct answer. Understanding the gap in the definition-of-done (DoD) is crucial in Agile frameworks like Scrum. The DoD outlines the criteria that must be met for a product backlog item to be considered complete. Gathering more data about the expectations and criteria for the feature in question will help identify where the misalignment occurred and how it can be addressed. This aligns with Agile principles of continuous improvement and collaboration.C. Ask the product owner to intervene and resolve the conflict since this is linked to product development. - While the product owner plays a key role in managing the product backlog and ensuring that stakeholder needs are met, resolving conflicts related to alignment during the sprint review is a collaborative effort. It is not solely the responsibility of the product owner. The project manager and the development team also have roles in addressing such issues. This option oversimplifies the resolution process and may not lead to a comprehensive understanding of the problem.D. Perform an impact analysis of this conflict and raise a change request. - Performing an impact analysis is a good practice in project management, but in the Agile context, raising a change request may not be the immediate solution to address misalignment with stakeholders. Agile methodologies, including Scrum, emphasize flexibility and responsiveness to change. Instead of immediately raising a change request, it’s more appropriate to understand the root cause of the misalignment and address it through collaboration and adjustments within the sprint.In conclusion, option B is the correct answer as it focuses on understanding the gap in the definition-of-done (DoD), which is crucial in Agile methodologies. The other options either address technical uncertainties, oversimplify the resolution process, or suggest a more formal change request process that may not align with Agile principles.Link to PMP Exam ECO: Domain 1, Task 1 :Manage ConflictLink to Agile Practice Guide: Definition of Done - Pg. 151DomainProcess
Question 95:
You are in the monitor & control 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 check the schedule baseline and find out that this activity was scheduled to be completed in 3.5 weeks. You cross check with your SPI and find out that your project is indeed off-track. What would you call this information at this point of time in the project (hint: this is an input to your “M&C project” process)?
Work performance information
Work performance data
Schedule baseline comparison
Work performance report
Correct answerWork performance informationWork performance dataSchedule baseline comparisonWork performance reportOverall explanationOption 1: WORK PERFORMANCE INFORMATION - Work performance data is gathered through work execution and passed to the controlling processes. To become work performance information, the work performance data are compared with the project management plan components, project documents, and other project variables. This comparison indicates how the project is performing. Link to new ECO: Domain 2, Task-9: Integrate project planning activitiesDomainProcess
Question 96:
You are the project manager of NGO project which is focusing on menstrual hygiene in the rural areas of your country. You are developing the project management plan and doing activities such as brainstorming, focus groups and interviews with the female population of the villages dividing them in terms of age groups and financial situation. Which tools & technique process you are using here?
Data Gathering
Expert judgement
Meetings
Interpersonal & team skills
Correct answerData GatheringExpert judgementMeetingsInterpersonal & team skillsOverall explanationOption 1: DATA GATHERING. It is a T&T of Develop Project Management Plan and this considers activities such as brainstorming, focus groups etc. Link to new ECO: Domain 1, Task 5: Ensure team members/stakeholders are adequately trainedDomainPeople
Question 97:
A project manager is in the process of performing qualitative risk analysis. Which tool evaluates the degree to which the data about individual project risks is accurate and reliable as a basis for qualitative risk analysis?
Questionnaire
Risk data quality assessment
Risk data probability assessment
Manage quality
QuestionnaireCorrect answerRisk data quality assessmentRisk data probability assessmentManage qualityOverall explanationOption 2: Risk data quality assessment evaluates the degree to which the data about individual project risks is accurate and reliable as a basis for qualitative risk analysis. The use of low-quality risk data may lead to a qualitative risk analysis that is of little use to the project. Refer PMBOK Ed. 6 Pg. 423 for more details. Link to new ECO: Domain 2, Task 3: Assess and manage risksDomainProcess
Question 98:
The Myers-Briggs Personality Type Indicator is a self-report inventory designed to identify a person’s personality type, strengths, and preferences. The questionnaire was developed by Isabel Myers and her mother Katherine Briggs based on their work with Carl Jung’s theory of personality types during World War II. What does the E-I scale of Myers-Briggs Personality Type Indicator signify?
Extraversion (E) - Introversion (I)
Extraneous (E) - Introversion (I)
Extreme (E) - Inconsequential (I)
Exuberant (E) - Introvert (I)
Correct answerExtraversion (E) - Introversion (I)Extraneous (E) - Introversion (I)Extreme (E) - Inconsequential (I)Exuberant (E) - Introvert (I)Overall explanationOption 1: As per Myers-Briggs Personality Type Indicator, the E-I scale signify Extraversion (E) – Introversion (I). Extraverts (also often spelled extroverts) are “outward-turning” and tend to be action-oriented, enjoy more frequent social interaction, and feel energized after spending time with other people. Introverts are “inward-turning” and tend to be thought-oriented, enjoy deep and meaningful social interactions, and feel recharged after spending time alone. Link to new ECO: Domain 1, Task 14: Promote team performance through the application of emotional intelligence (MBTI Personality Indicators)DomainPeople
Question 99:
Tim is creating the contracting terms for his suppliers as a part of the procurement management process. What is meant by the term SLA in context of procurement management?
Standard Level Assignments
Service Level Agreements
Service Level Alignments
Standard Legal Agreements
Standard Level AssignmentsCorrect answerService Level AgreementsService Level AlignmentsStandard Legal AgreementsOverall explanationOption 2: Service Level Agreements. This specifies the success criteria for a service from the supplier standpoint in terms of lead time, information, additional costs (if any) etc. Link to new ECO: Domain 2, Task 11: Plan and manage procurementDomainProcess
Question 100:
You are doing a Special Economic Zone project kick-off review with your sponsor and he asks you whether you have documented the high-level assumptions of the project which are key to justify the financial investment. Which document should you refer to that will provide you the strategic assumptions and constraints which are identified during a project initiation?
Organizational Process Assets
Lessons Learnt Register
Assumptions Log
Risk Register
Organizational Process AssetsLessons Learnt RegisterCorrect answerAssumptions LogRisk RegisterOverall explanationOption 3: ASSUMPTION LOG- High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter. Link to new ECO: Domain 2, Task-9: Integrate project planning activitiesDomainProcess
Question 101:
Which of the following life cycles is best fit for project-based work and disciplined teams with quickly evolving requirements?
Agile
Lean
Exploratory
Program
AgileCorrect answerLeanExploratoryProgramOverall explanationOption 2: The DA Lean life cycle promotes lean principles such as minimizing work in progress and JIT planning. The life cycle lends itself well to teams delivering project-based work with quickly evolving requirements. Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 102:
Which of the following life cycles is best fit for project-based work and teams new to iteration-based project management?
Agile
Lean
Exploratory
Program
Correct answerAgileLeanExploratoryProgramOverall explanationOption 1: Agile is an iteration-based life cycle well suited for teams new to agile delivering project-based work. Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 103:
You are a project manager in a quality function deployment project in a FMCG company. Currently, the project is in execution stage and the customer is happy with the progress. As a part of your daily project meeting, you review a document which captures the key issues, action plans against each of them, owners, due dates and status (open/close). What would you call this document which is a key output of the direct & manage project work process during the execution phase?
Issue list
Issue tracker
Issue log
Issue register
Issue listIssue trackerCorrect answerIssue logIssue registerOverall explanationOption 3: ISSUE LOG - The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is updated as a result of the monitoring and control activities throughout the project’s life cycle. Other terms in option A, B & D are not standard PMBOK terms and hence wrong. Link to new ECO: Domain 2, Task 15: Manage project issuesDomainProcess
Question 104:
Disciplined Agile Delivery (DAD), the solution delivery portion of the Disciplined Agile (DA) framework, supports several full delivery lifecycles. It does this because solution delivery teams face different situations, so one lifecycle will not fit all. In which phase of the DA would the team shift from ‘solution’ to ‘production’?
Inception
Transition
Testing
Delivery
InceptionCorrect answerTransitionTestingDeliveryOverall explanationOption 2: DA supports the full delivery cycle of Inception, Construction and Transition. Transition is the phase where the team deploys the solution. Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practices (Agile/Hybrid/Predictive)DomainProcess
Question 105:
You are a project manager for an automation project in a razor manufacturing company. The project deals with automating the assembly process of the razor cartridge with the handle. You are a PMP certified project manager and you make it sure that all the relevant processes are adhered to drive excellence. You are in the ‘validate scope’ process for your project and you want to get an input to this process which is essentially an output of the ‘control quality’ process where the deliverables are checked internally for correctness. Which input step for ‘validate scope’ process are we talking about here?
Quality handover
Manage quality
Verified deliverables
High level requirements
Quality handoverManage qualityCorrect answerVerified deliverablesHigh level requirementsOverall explanationOption 3: VERIFIED DELIVERABLES - Verified deliverables are project deliverables that are completed and checked for correctness through the Control Quality process. Link to new ECO: Domain 2, Task 7 - Plan and manage quality of product/deliverablesDomainProcess
Question 106:
You, as a project manager, are performing a risk probability and impact assessment. This is a key T&T for which process?
Quantitative risk analysis
Qualitative risk analysis
Develop risk register
Monitor risks
Quantitative risk analysisCorrect answerQualitative risk analysisDevelop risk registerMonitor risksOverall explanationOption B: Risk probability and impact assessment is a key T&T for the process Qualitative risk analysis. Link to new ECO: Domain 2, Task 3: Assess and Manage RisksDomainProcess
Question 107:
Choose the best statement in context of the correct method of managing procurements:
Bid documents and agreements should be prepared by the project manager himself
Bid documents and agreements should be prepared by the procurement department and handed over to the project manager
Bid documents and agreements should be prepared by the sponsor and project manager
Bid documents and agreements should be prepared by the procurement department in collaboration with the project manager and rolled out jointly
Bid documents and agreements should be prepared by the project manager himselfBid documents and agreements should be prepared by the procurement department and handed over to the project managerBid documents and agreements should be prepared by the sponsor and project managerCorrect answerBid documents and agreements should be prepared by the procurement department in collaboration with the project manager and rolled out jointlyOverall explanationOption D: Bid documents and agreements should be prepared by the procurement department in collaboration with the project manager and rolled out jointly. That is the correct way as per PMBOK. Link to new ECO: Domain 2, Task 11: Plan and manage procurementsDomainProcess
Question 108:
You are the project manager for a Health & Safety project for an Oil Exploration company. You are in the ‘develop schedule’ process. The project is happening in a very politically disturbed area and has a lot of uncertainties around its execution. You should find the right tool to estimate the schedule for this project. What is the tool used in the process ‘develop schedule’ which uses risks and other sources of uncertainties to calculate possible schedule outcomes for the total project?
Bottom up estimate
Monte Carlo Simulation
Sensitivity analysis
What-if scenario analysis
Bottom up estimateCorrect answerMonte Carlo SimulationSensitivity analysisWhat-if scenario analysisOverall explanationOption B: MONTE CARLO SIMULATION - Monte Carlo analysis, uses risks and other sources of uncertainty to calculate possible schedule outcomes for the total project. Simulation involves calculating multiple work package durations with different sets of activity assumptions, constraints, risks, issues, or scenarios using probability distributions and other representations of uncertainty. Link to new ECO: Domain 3, Task 1: Plan and manage project complianceDomainBusiness Environment
Question 109:
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet objectives. Which one of the following is an output of the process ‘Collect Requirements’?
Requirements traceability matrix
Agreements
Requirements management plan
Scope management plan
Correct answerRequirements traceability matrixAgreementsRequirements management planScope management planOverall explanationOption A: The requirements traceability matrix is an output of the ‘collect requirements’ process. Link to new ECO: Domain 2, Task 8: Plan and manage scopeYou are not expected to memorize the ITTOs for the PMP Exam, but you need to understand the interlinkages between them. That means you need not memorize questions such as: ‘what are the/list down the outputs of the process…let’s say Eg. DEVELOP PROJECT CHARTER?’…but from a list of outputs as listed in the options, you should be able to identify which is an output of the process Develop Project Charter, based on your understanding & concept.DomainProcess
Question 110:
Which among the following is the correct sequence for the items below in order of which they get generated/are executed in a project’s life cycle (earliest to latest)?
Control Quality, Verified Deliverables, Validate Scope, Accepted deliverables
Validate Scope, Accepted deliverables, Control Quality, Verified Deliverables
Control Quality, Validate Scope, Accepted deliverables, Verified deliverables
None of the above
Correct answerControl Quality, Verified Deliverables, Validate Scope, Accepted deliverablesValidate Scope, Accepted deliverables, Control Quality, Verified DeliverablesControl Quality, Validate Scope, Accepted deliverables, Verified deliverablesNone of the aboveOverall explanationOption A: This sequence is VERY VERY important to remember. Control quality generates the output of verified deliverables, which is an input to validate scope process which generates the output called accepted deliverables. Link to new ECO: Domain 2, Task 7: Plan and manage qualityDomainProcess
Question 111:
___________ is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Fill in the blanks:
Overall project risk
Risk response
Natural calamity
Individual project risk
Overall project riskRisk responseNatural calamityCorrect answerIndividual project riskOverall explanationOption D: An individual project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Link to new ECO: Domain 2, Task 3: Assess and manage risksDomainProcess
Question 112:
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet objectives. On the other hand, Define Scope is the process of developing a detailed description of the project and product. For a project, the requirements collection process is complete and scope definition is done. What should the project manager do next?
Validate scope
Control Scope
Create estimate
Create WBS
Validate scopeControl ScopeCreate estimateCorrect answerCreate WBSOverall explanationOption D: Create WBS. See Page 25 of PMBOK Ed. 6 (Table 1.4). You need to LOGICALLY remember all these steps in sequence as mentioned in this table. Link to new ECO: Domain 2, Task 8: Plan and manage scopeI strongly recommend that you check out the following video from my YouTube channel to understand how you can memorize the 49 processes of PMBOK Ed. 6 in the correct order using logic & pattern: https://youtu.be/5eXyCLf2JD0DomainProcess
Question 113:
You are the sales manager for Lyreco Ltd. Your company deals with providing office stationery (writing pads, pens, diary, etc.) and office services (printer maintenance, Xerox machine maintenance, etc.) If you are a seller for some goods & services like Lyreco. Ltd., which type of contract would be most preferable to you among the following?
CPFF
FFP
FPIF
FPEPA
Correct answerCPFFFFPFPIFFPEPAOverall explanationOption A: As a seller, always go for cost-reimbursable contracts since they pose the least amount of risk for you. Link to new ECO: Domain 2, Task 11: Plan and manage procurementI would recommend that you watch my tutorial video on TYPES OF CONTRACT from my YouTube channel as well: https://youtu.be/AIXiMzAXtdwDomainProcess
Question 114:
Verified Deliverables’ are project deliverables that are completed and checked for correctness. Which of the following processes generate ‘verified deliverables’ as one of its key outputs?
Control quality
Control scope
Control resources
Control schedule
Correct answerControl qualityControl scopeControl resourcesControl scheduleOverall explanationOption A: ‘Verified deliverables’ is the most important output of the process Control Quality. Link to new ECO: Domain 2, Task 7: Plan and manage quality. You are not expected to memorize the ITTOs for the PMP Exam, but you need to understand the interlinkages between them. That means you need not memorize questions such as: ‘what are the/list down the outputs of the process let’s say Eg. DEVELOP PROJECT CHARTER?’…but from a list of outputs as listed in the options here, you should be able to identify which is an output of the process Develop Project Charter, based on your understanding & concept.DomainProcess
Question 115:
For a decision tree analysis, the cost of executing a decision is $50,000. For the benefits part, there is a 40% chance that the decision provides a return of $90,000 and a 60% chance that the decision provides a return of $30,000. What is the expected monetary value for this decision?
4000
28000
22000
12000
Correct answer4000280002200012000Overall explanationOption A: EMV = [0.4 x (90000-50000)] + [0.6 x (30000-50000)]= 4000. Since the EMV is positive, the decision can be taken. Link to new ECO: Domain 2, Task 1: Deliver business valueDomainProcess
Question 116:
Pick the odd one out:
TCPI
SPI
CPI
ETC
TCPISPICPICorrect answerETCOverall explanationOption D: ETC. This is a measure of funds. The rest are ratios and are measures of performance. Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesDomainProcess
Question 117:
You are a project manager who has recently joined a project in the execution phase. The project has gone through a lot of changes in the role of the project manager. Also, due to multiple successions, there has always been a discontinuity in the way the project was handed over from one project manager to another. Now the client wants to close out the project at the earliest meeting all success criteria. A week into the project, you have identified a resource risk where some of your team members would move out to other pre-planned projects (since your project is heavily delayed). You are finding it tough to rope in additional resources at this point. What is the best course of action as a project manager when there is a need to accelerate a project schedule without the availability of any additional resources?
Crashing & Resource Smoothing
Fast tracking
Resource leveling
Precedence diagramming method
Crashing & Resource SmoothingCorrect answerFast trackingResource levelingPrecedence diagramming methodOverall explanationOption B: When there is a constraint of resources, you need to think of doing activities that were originally planned in series, in parallel. This is fast-tracking. Note that the scenario does not talk anything about cost as a constraint. Hence, it is safe to assume that you can go ahead with fast-tracking that generally increases cost. Link to new ECO: Domain 1, Task 7: Address and remove impediments, obstacles, and blockers for the teamDomainPeople
Question 118:
Create WBS’ is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a framework of what has to be delivered. Which one of the following is an output of the process ‘Create WBS’?
Scope charter
Scope baseline
Project schedule
Basis of estimates
Scope charterCorrect answerScope baselineProject scheduleBasis of estimatesOverall explanationOption B: Scope baseline = Scope statement + WBS + WBS dictionary, is the most important output of the process ‘create WBS’. Link to new ECO: Domain 2, Task 8: Plan and manage scope. You are not expected to memorize the ITTOs for the PMP Exam, but you need to understand the interlinkages between them. That means you need not memorize questions such as: ‘what are the/list down the outputs of the process CREATE WBS?’…but from a list of outputs as listed in the options here, you should be able to identify which is an output of the process Create WBS, based on your understanding & concept.DomainProcess
Question 119:
Contingency plans for a project which are often part of risk mitigation are also known as _______. Fill in the blanks:
Rollout plan
Fallback plan
Implementation plan
None of the above
Rollout planCorrect answerFallback planImplementation planNone of the aboveOverall explanationOption B: Contingency plans for a project which are often part of risk mitigation are also known as Fallback Plan. Link to new ECO: Domain 2, Task 3: Assess and manage risksDomainProcess
Question 120:
Mark the process from the following list which is NOT a part of ‘Monitor & Control’ process group:
Perform integrated change control
Validate scope
Implement risk responses
Monitor communications
Perform integrated change controlValidate scopeCorrect answerImplement risk responsesMonitor communicationsOverall explanationOption C: ‘Implement risk responses’ is a part of the Execution Process Group. Rest all are part of M&C. Link to new ECO: Domain 2, Task 3: Assess and manage risks. You are not expected to memorize the KAs and PGs of Table 1.5 of PMBOK 6th edition, but conceptually you need to know that ‘Implementing risk responses’ is a part of EXECUTINGprocess group since you are executing something here, there is no monitoring & controlling happening here. DomainProcess
Question 121:
A factory manager wants to decide whether he should go ahead with the restructuring of a manufacturing line. The cost of restructuring the manufacturing line is $50,000. For the benefits part, there is 40% chance that the restructuring provides an additional $90,000 worth of production and 60% chance that the restructuring provides an additional $30,000 worth of production. Should the investment be made?
Yes
No
Cannot be determined
Data insufficient
Correct answerYesNoCannot be determinedData insufficientOverall explanationOption A: Yes. EMV = [0.4 x (90000-50000)] + [0.6 x (30000-50000)]= 4000. Since the EMV is positive, the decision can be taken to go ahead with the restructuring. The following are the 2 decisions at the node: 1 - Do the reconstruction | 2 - Do NOT do the reconstruction. Link to new ECO: Domain 2, Task 1: Deliver business valueDomainProcess
Question 122:
An unknown risk occurs in a project and the cost to fix it now is $90,000. The project manager instructs his cost engineer to file a change request, adjust the cost baseline accordingly, and use the contingency reserve funds to address the risk. What did the project manager do wrong?
The cost baseline was not required to be updated
The project manager used contingency reserves instead of management reserves
The project manager did not pre-plan this risk during risk analysis
The project manager did not take approval of the sponsor before mobilizing the contingency reserves
The cost baseline was not required to be updatedCorrect answerThe project manager used contingency reserves instead of management reservesThe project manager did not pre-plan this risk during risk analysisThe project manager did not take approval of the sponsor before mobilizing the contingency reservesOverall explanationOption B: Since this is an unknown risk, it should have been funded by management reserves. This is the reason why management reserves are included in the project budget. Contingency reserves are used for risks that are already known and aligned beforehand as part of the ‘IDENTIFY RISK’ process in the PLanning phase. Domain 2, Task 3: Assess and manage risksDomainProcess
Question 123:
Mark the process from the following list which is NOT a part of ‘Executing’ process group:
Validate scope
Acquire resources
Develop team
Conduct procurements
Correct answerValidate scopeAcquire resourcesDevelop teamConduct procurementsOverall explanationOption A: Validate scope is a part of M&C process group. Link to new ECO: Domain 2, Task 8: Plan and manage scope. You need not memorize all the processes from the 49 Processes of PMBOK Ed. 6 but concept-wise you need to know which tasks fall in which process group. Eg. you should know conceptually that ‘validate scope’ is NOT a part of EXECUTING process group but a part of the MONITORING & CONTROLLING Process Group.DomainProcess
Question 124:
Asha is a project manager for an NGO which aims at improving sanitation & hygiene in a rural locality. She has prepared the cost estimates and developed the cost baseline for the project. What should she ask for now/align with leadership to finalize the project budget?
Contingency reserve
Management reserve
Reliability estimates
Cost Management Plan
Correct answerContingency reserveManagement reserveReliability estimatesCost Management PlanOverall explanationOption A: Cost Baseline + Contingency Reserves = Project BudgetProject Budget + Management Reserve = Total Amount/Budget.Always remember that project budget includes contingency reserves, but excludes management reserves.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resources. It is very important that you understand the following diagram from a project Cost Management standpoint. Check Section 2.4.2.4 of PMBOK 7th Ed. Pg. 63)DomainProcess
Question 125:
The _____________ refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. These conditions can be internal and/or external to the organization. Fill in the blanks
OPAs
EEFs
RAMs
RACI
OPAsCorrect answerEEFsRAMsRACIOverall explanationOption B: Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. These conditions can be internal and/or external to the organization. Link to new ECO: Domain 2, Task 12: Manage project artifactsDomainProcess
Question 126:
During the execution stage of a project, one of your team members comes & tells you that he has completed the installation of a unit on the client interface since it was being pushed by the client as very urgent. On asking him about the change management for the same, he mentions to you that there is none since he felt that this change was very trivial and would not have affected cost, schedule, or resources. Hence, he went ahead with the change. What is your next step as a project manager?
Question the need of the functionality and contest the client
Take disciplinary action against this team member
Hold a meeting to review the completed work
Check whether there is really any impact to cost, schedule or resources and take corrective action ASAP
Question the need of the functionality and contest the clientTake disciplinary action against this team memberHold a meeting to review the completed workCorrect answerCheck whether there is really any impact to cost, schedule or resources and take corrective action ASAPOverall explanationOption D: This is the best course of action now, since the change has already been done, and doing a post-mortem analysis will not help now. You need to find out as soon as possible, whether there is any risk on cost, schedule, or resources now. Link to new ECO: Domain 2, Task 10: Manage project changesI 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 127:
The ‘Planning’ process group delineates those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Mark the process from the following list which is NOT a part of the ‘Planning’ process group:
Develop schedule
Perform integrated change control
Perform quantitative risk analysis
Estimate costs
Develop scheduleCorrect answerPerform integrated change controlPerform quantitative risk analysisEstimate costsOverall explanationOption B: Perform integrated change control is a part of M&C process group. Link to new ECO: Domain 2, Task 10: Manage project changes. You are not expected to memorize the ITTOs for the PMP Exam, but you need to understand the interlinkages between them. That means you need not memorize questions such as: ‘what are the/list down the outputs of the process Eg. DEVELOP PROJECT CHARTER?’…but from a list of outputs, you should be able to identify which is an output of the process Develop Project Charter, based on your understanding & concept. DomainProcess
Question 128:
The __________ are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. These assets influence the management of the project. Fill in the blanks
EEFs
OPAs
SPI
BAC
EEFsCorrect answerOPAsSPIBACOverall explanationOption B: Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. These assets influence the management of the project. Link to new ECO: Domain 2, Task 12: Manage project artifactsDomainProcess
Question 129:
Develop Project Charter’ is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Which of the following is an output of the process ‘Develop Project Charter’?
Assumptions log
Benefits management plan
Business case
Agreements
Correct answerAssumptions logBenefits management planBusiness caseAgreementsOverall explanationOption A: Assumptions log is an output of the process ‘develop project charter’ in addition to the project charter itself. Link to new ECO: Domain 2, Task 9: Integrate project planning activities. You are not expected to memorize the ITTOs for the PMP Exam, but you need to understand the interlinkages between them. That means you need not memorize questions such as: ‘what are the/list down the outputs of the process DEVELOP PROJECT CHARTER?’…but from a list of outputs as listed in the options here, you should be able to identify which is an output of the process Develop Project Charter, based on your understanding & concept. DomainProcess
Question 130:
XYZ Inc. is planning to utilize a new employee management solution that leverages innovative technologies and processes. Raul as the PM has verified that the component work packages have been defined and constraints for each component have been defined. Which technique should Raul use to get a precise cost estimate?
Three-point estimating
Analogous estimating
Bottom-up estimating
Parametric estimating
Three-point estimatingAnalogous estimatingCorrect answerBottom-up estimatingParametric estimatingOverall explanationOption 3: Bottom-up estimating. This is an estimating method (project duration/cost) by aggregating the components of the lowest level components of the WBS.In three-point estimating three figures (pessimistic, optimistic & most-likely) are produced initially for every distribution that is required, based on prior experience or best guesses. The analogous estimating technique uses information from similar projects to establish a cost estimate based on the data available. Parametric estimating is a statistical and accuracy-based technique for calculating the time, cost, and resources needed for project success. None of these focus on getting an estimate precisely at a WBS level.Link to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesDomainProcess
Question 131:
Anna is managing the quality of a project which aims to deliver a new grooming product for females over 50 years of age. Based on the originally approved Proof-of-Principle, 5000 products have been developed. Anna’s team now randomly chooses 150 products evaluated against the quality metrics. Which activity is the project team doing now?
Control quality
Statistical sampling
Process audit
Quality assurance
Control qualityCorrect answerStatistical samplingProcess auditQuality assuranceOverall explanationOption 2: Statistical sampling. In statistics, quality assurance, and survey methodology, statistical sampling is the selection of a subset of individuals from within a statistical population to estimate the characteristics of the whole population. Statisticians attempt to collect samples that are representative of the population in question. Here, samples are been taken to measure controls and verify quality.The project is in the ‘manage quality’ stage now, hence EXECUTION. So, ‘control quality’ is a wrong option. The process audit is too broad a term that is applicable for many areas of a project such as procurement, documentation, cost management, etc. Quality assurance is not an ‘activity’ but a ‘process’. Statistical sampling is one of the many ways by which quality assurance is achieved in a project or deliverable.Link to new ECO: Domain 2, Task 7: Plan and manage the quality of products/deliverablesDomainProcess
Question 132:
Afreen is assembling a project team. During an initial meeting, Afreen sees that the team members are getting to know each other and they are feeling excited and positive about the project. Afreen is yet to brief the whole team about the scope of the project. In what phase of development is this team?
Norming
Forming
Storming
Performing
NormingCorrect answerFormingStormingPerformingOverall explanationOption 2: Forming. The Forming Phase is when the team members meet & learn about the project before their formal roles & responsibilities are assigned. The team has just been introduced and everyone is overly polite and pleasant. Link to new ECO: Domain 1, Task 6: Build a TeamThis is a question, where you need to know the 5 stages of development of a team as per Tuckman’s Ladder. They are FORMING, STORMING, NORMING, PERFORMING, and ADJOURNING. Additional reading:https://toggl.com/track/stages-of-team-development/https://www.mindtools.com/pages/article/newLDR_86.htmDomainPeople
Question 133:
Near the end of an IT project, several of the testing programmers are transferred to another critical project. To complete the job, you need to acquire additional testing support now from a new vendor. You are concerned about the quality of work this new vendor will deliver and also there is a significant cost risk of using a new supplier at this advanced stage of the project. What should be your best-suited procurement contract type in this scenario?
Firm Fixed Price (FFP)
Cost Plus Award Fee (CPAF)
Time & Material (T&M)
Fixed Price Incentive Fee (FPIF)
Firm Fixed Price (FFP)Cost Plus Award Fee (CPAF)Time & Material (T&M)Correct answerFixed Price Incentive Fee (FPIF)Overall explanationOption 4: Fixed Price Incentive Fee (FPIF) Contract is best suited to this scenario. In this type of contract, the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if they meet the defined performance criteria (cost, quality, etc.)Since the project is at an advanced stage now and there is a risk of cost overrun, any type of cot reimbursable contract is not suitable. Hence, CPAF is wrong.T&M material contract is generally not used as well in such a late stage of a project due to risks of cost overrun. Also, the supplier doesn’t have any incentive in the T&M contract to perform at their best.FFP contracts are generally used at the early stages of a project and also carry a similar drawback like T&M contract, that it does not have any incentive associated with it.Please watch my tutorial video on YouTube on different contract types to know more about such complex contracting strategies: https://youtu.be/AIXiMzAXtdwLink to new ECO: Domain 2, Task 11: Plan & Manage ProcurementDomainProcess
Question 134:
Most of your core agile team members are deployed on different projects, but your project needs to make progress. You outsource the work to external freelancers to work remotely on the pending user stories. During the first sprint, the external freelancing team did NOT understand certain user requirements, but still managed to complete the first 5 stories that were previously blocked because the original team was NOT able to handle the data complexity of the work. What should you as the project manager do in this situation to make progress on the project while your core team remains redeployed?
Plan hiring a few freelancers within your team
Perform a back reprioritization exercise to match the freelancer team skills
Assign all the usability stories to the freelancing team
Check project budget to assess potential cost overrun
Plan hiring a few freelancers within your teamCorrect answerPerform a back reprioritization exercise to match the freelancer team skillsAssign all the usability stories to the freelancing teamCheck project budget to assess potential cost overrunOverall explanationOption 2: The project manager here should notice that the remote team has a higher specialist skill level and should seek to leverage their talent. This action fills the skill gap of the local team.Planning to hire a few freelancers within your team, is too overboard since this has to go through the right HR channels and sponsor approvals.Assigning all the usability stories to the freelancing team might not look good for the core project team when they are back in your project after their redeployment is over. Also, this might question the need of having a core project team overall for your project.Checking the project budget to assess potential cost overrun can be an action done by you in parallel because this action does not help in making direct progress on the project while your core team remains redeployed. It is more of a ‘Monitor & Control’ action, rather than an ‘Execution’ actionLink to new ECO: Domain 1, Task 11: Engage and support virtual teamsDomainPeople
Question 135:
The team is working on Project Woodnut and has currently resolved a complex algorithmic issue. The project is now moving forward. The project manager is aware that the same issue can arise in future projects. What should be done first to respond to this situation?
Update the issue log and make sure the lessons learned register is updated
Develop a risk report & circulate it among stakeholders
Notify the project sponsor about the warning
Ensure that the lessons learned register is updated
Correct answerUpdate the issue log and make sure the lessons learned register is updatedDevelop a risk report & circulate it among stakeholdersNotify the project sponsor about the warningEnsure that the lessons learned register is updatedOverall explanationOption 1. The issue log needs to be updated first (since the ‘risk’ is now an ‘issue’ that is resolved) to reflect the resolution of the issue. Then the lessons learned register needs to be updated to prevent future reoccurrence. Option 1 captures both of these aspects, whereas, option 4 only captures one aspect of the issue, hence incorrect.Developing a risk report (passive action) or notifying the sponsor (escalation action) are extraneous actions that should be avoided without addressing the problem statement first.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 136:
Some tasks on the project were slipping and that made the project manager reprioritize the task list to enable fast tracking. However, that did not provide the required results, and now the project manager needs to escalate the issue. Which plans should be reviewed before the necessary escalations are made (Select TWO)
Change Management Plan
Risk management Plan
Stakeholder Engagement Plan
Communications Management Plan
Procurement Management Plan
Change Management PlanRisk management PlanCorrect selectionStakeholder Engagement PlanCorrect selectionCommunications Management PlanProcurement Management PlanOverall explanationOption 3, 4. The slippage risk has become an issue and now you need to handle the issue by escalation. Mind that escalation is not only with the sponsor but may also happen with other senior stakeholders. The stakeholder engagement plan will tell you how to engage the stakeholders and the communications management plan helps you to ensure that your messages are communicated to stakeholders in various formats and various means as defined by the communications strategy.Change management plan – less likely since you are not proposing any change at the momentRisk Management plan – less likely since the issue at hand is ‘communication of as escalation issue’ which may not be met if the risk management plan is only updated by the project teamProcurement management plan – too broad as an option, since you are not proposing any change to procurement strategy at the momentLink to new ECO: Domain 2, Task 14: Establish project governance structure (Define escalation paths and thresholds)DomainProcess
Question 137:
A newly appointed project manager needs to deliver an agile project in Germany with critical regulatory requirements to be completed within strict deadlines. The vendor working with the team on the project is TLC Ltd. located in Singapore. Though TLC has delivered excellent quality work in the past for the organization, currently they are well behind schedule. The team explains to the project manager that their repeated attempts to get TLC back on track with the project have failed since the vendor often turns a blind eye toward the team’s feedback & concerns. However, the project sponsor insists that TLC Ltd. has been a long-standing partner with the company and is critical for the success of the project. What action should the project manager take?
Email TLC Ltd. and inform them about revising the penalty clauses in the contract
Ask help from the project sponsor to reach out to the CEO of TLC Ltd. and highlight the situation
Explore alternate vendors to reassign the work currently provided to TLC Ltd.
Create a virtual workspace for the team so that everyone is aware of and accountable for their tasks.
Email TLC Ltd. and inform them about revising the penalty clauses in the contractAsk help from the project sponsor to reach out to the CEO of TLC Ltd. and highlight the situationExplore alternate vendors to reassign the work currently provided to TLC Ltd.Correct answerCreate a virtual workspace for the team so that everyone is aware of and accountable for their tasks.Overall explanationOption 4. Creating a virtual workspace for the team so that everyone is aware of and accountable for their tasks is the most sensible action that can be taken here. Communication in virtual teams can be challenging.Being direct may NOT leave a good first impression and revising a service agreement may be perceived as hostile by the vendor (hence option 1 is incorrect).This vendor is critical to the success of the project and important to the business (this makes option 3 incorrect), and the team may be getting demoralized by their unsuccessful attempts to manage the vendor.Be attentive to these factors using active listening and emotional intelligence. Creating a workspace that enables everyone on the project team to see the project work and be accountable for delivering their work on time is the best option here. Reaching out to the CEO of TLC or your sponsor is treated as an unnecessary escalation, and hence should be avoided (so, option 2 is incorrect).Link to new ECO: Domain 1, Task-1: Manage conflictDomainPeople
Question 138:
A new product development initiative is rolled out in Seoul, South Korea. The business context is difficult and the government has come out with many changes in the regulatory frameworks over the last few years. On top of this, local monopolies and cartels are making it even more difficult to create a new product market. Supply costs are rising as well due to increased costs of transportation and customs duty. Why would be an agile incremental project approach the most suitable in this landscape?
This ensures that the project can be pulled off at any time without incurring substantial losses
It accelerates the delivery of business value and minimizes the risk of irrelevancy
It reduces the need for team colocation and eliminates bottlenecks
It provides stringent guidelines to abide by regulatory requirements
This ensures that the project can be pulled off at any time without incurring substantial lossesCorrect answerIt accelerates the delivery of business value and minimizes the risk of irrelevancyIt reduces the need for team colocation and eliminates bottlenecksIt provides stringent guidelines to abide by regulatory requirementsOverall explanationOption 2. Agile incremental project management life cycle accelerates delivery of business value and minimizes the risk of irrelevancy through the delivery of Minimum Viable Product. (MVP). Smaller releases can go to market faster and benefit from early user input. Hence, this is the best choice.This ensures that the project can be pulled off at any time without incurring substantial losses – this is not the reason why an agile incremental project management life cycle is chosen here. This is more in line with developing a ‘prototype’ that falls in the domain of an iterative life cycle.It reduces the need for team colocation and eliminates bottlenecks – too vague as an option and does not justify enough why an agile incremental project management life cycle is chosen here.It provides stringent guidelines to abide by regulatory requirements – more in line with predictive project management techniques and counterintuitive to the cause of selecting an agile life cycle in this context.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 139:
Go-Deliver, a start-up e-commerce company needs to quickly expand its product portfolio to meet growing market demand. Recently, team members are switching between two or three agile teams, each dedicated to a different product line. You as the project manager see that this way the output is diminishing and defect rates for completed user stories are rising in all teams.
In which two ways can you help the agile teams improve their work? (Choose TWO.)
Perform root-cause analysis in the next retrospectives.
Influence the product owners to right-size their portfolios.
Organize dedicated teams to reduce context-switching.
Appoint dedicated test teams to offload the agile teams.
Train the agile teams to Improve time and focus management.
Correct selectionPerform root-cause analysis in the next retrospectives.Influence the product owners to right-size their portfolios.Correct selectionOrganize dedicated teams to reduce context-switching.Appoint dedicated test teams to offload the agile teams.Train the agile teams to Improve time and focus management.Overall explanationOption 1, 3. Organizing dedicated teams to reduce context-switching is definitely a good option because as of now, clearly, that’s a problem. On top of that, performing a root cause analysis in the upcoming retrospectives might be a good idea as well to fix this issue systematically.Influence the product owners to right-size their portfolios, which is part of the portfolio management initiative will not impact the project which you are doing at the moment.Appoint dedicated test teams to offload the agile teams could have been done if product testing was your bottleneck. This is clearly not the case. Moreover, if you let defects pass from development to testing, with the assumption that the development team can do whatever they want because the testing team will always be there to sort out the defects…is not a good approach as a leader.Training the agile teams to improve time and focus management might be a good idea to improve overall team performance, but does not solve the issue at hand.Link to new ECO: Domain 1, Task 10: Build Shared UnderstandingDomainPeople
Question 140:
A hybrid project for cloud server installation combines many brief administrative tasks with small-scale installation works. An agile track makes good progress on key objectives, however, the scrum master notices that small tasks are accumulating in the backlog. Most of these tasks can be done within a day, but they are dependent on unpredictable triggering events. Which approach should be more suitable to clear out these minor tasks faster?
Combine multiple minor tasks to make story sizes consistent with key objectives
Reprioritize the backlog to favor the smallest stories and reassign them daily
Reprioritize the backlog on a daily basis so that recent triggers boost story priority
Integrate the small tasks to either DoD or acceptance criteria
Combine multiple minor tasks to make story sizes consistent with key objectivesReprioritize the backlog to favor the smallest stories and reassign them dailyReprioritize the backlog on a daily basis so that recent triggers boost story priorityCorrect answerIntegrate the small tasks to either DoD or acceptance criteriaOverall explanationOption 4. The stories will not be considered complete until associated small tasks are triggered and completed. Hence, a good approach would be to integrate the small tasks with the Definition of Done or the Acceptance Criteria of an iteration. This way you can club small actions of similar nature within an agile iteration and since these are dependent on unpredictable triggering events, a particular iteration can be kept open till all tasks are closed and the DoD is reached.The question does not say that the story sizes are not in line with the key objectives of the project. Hence, combining multiple minor tasks to make the story sizes consistent with key objectives is a redundant action.Reprioritizing the backlog to favor the smallest stories will make the considerable ones fall off track. Hence, that is the wrong choice.Backlog reprioritization is done on an iteration basis & not on a weekly basis. When you start a sprint/iteration, the backlog review & prioritization should happen before that. Reprioritizing the backlog on a daily basis will be too micro-managing since priorities will change day-to-day, which is not convenient for the agile team.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 141:
Hawkins Tires, a manufacturer of four-wheeler tires is setting up a new agile innovation team with the mission to place product quality above all other success criteria for a project. This is planned to be rolled out following a number of customer complaints raised over the last quarter which has caused Hawkins Tires to do multiple product-recalls.
Which option should be most effective for Hawkins Tires to re-establish its brand identity for high-quality manufacturing?
Source better raw materials from high-end suppliers
Perform a benchmarking exercise with competitors to track their defect reduction strategy
Use Test Driven Development based on continuous user focus group input
Create an automated testing vision system to eliminate manufacturing defects
Source better raw materials from high-end suppliersPerform a benchmarking exercise with competitors to track their defect reduction strategyCorrect answerUse Test Driven Development based on continuous user focus group inputCreate an automated testing vision system to eliminate manufacturing defectsOverall explanationOption 3. TDD in agile is a framework that emphasizes the creation of unit test cases prior to writing the real code. It is an iterative process that incorporates programming, unit testing, and refactoring. The TDD technique is based on the ideas of the Agile Manifesto and Extreme Programming. As the name implies, the test process is at the heart of TDD based on continuous user focus group input.Sourcing better raw materials from high-end suppliers may increase your manufacturing cost unnecessarily without solving the core issue.Performing a benchmarking exercise with competitors to track their defect reduction strategy is not a bad idea, but this can only solve part of the problem. The issue with Hawkins’s Brand Identity may not only be with manufacturing defects but also can be with product design, storage, transportation, etc.Along similar lines, creating an automated testing vision system to eliminate manufacturing defects is a myopic action restricted within the factory walls, and hence incorrect.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 142:
An agile team is struggling to solve a leakage issue with a packaging design. Eventually, the team comes up with the solution, but it requires a different product formulation. What should the team do before further developing the solution?
Create a prototype and perform a demo with end-user
Ask the product owner to approve the change
Run a cost-benefit analysis to determine its value
Check if the change is consistent with the product vision
Create a prototype and perform a demo with end-userCorrect answerAsk the product owner to approve the changeRun a cost-benefit analysis to determine its valueCheck if the change is consistent with the product visionOverall explanationOption 2. Ask the product owner to approve the change. This is a case in which basic product characteristics may be affected by the change and might not be captured in the product vision. The product owner is responsible for shaping the product in accordance with the vision (it is critical that you understand the role & responsibilities of various agile team members for your PMP Exam).During that process, it is the role of the Product Owner to check if the change is consistent with the product vision and run a cost-benefit analysis to determine its value. It’s not the job of the agile team to do that. Hence options 3 and 4 are incorrect.Finally, prototyping (if at all needed) will come after the new development has been approved & signed off by the Product Owner. Hence, option 1 is incorrect as well.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 143:
You are the scrum master in an agile-led project and over the last three iterations, you see that a trend of increasingly prolonged testing work is getting generated. Now you plan for the team to perform an intensive backlog refinement exercise. What metric would you track to measure the success of the exercise?
Value per story increases
Speed of impediment resolution
# of stories completed/iteration
# of lessons learned items generated
Value per story increasesSpeed of impediment resolutionCorrect answer# of stories completed/iteration# of lessons learned items generatedOverall explanationOption 3. The number of stories completed per iteration. By doing that, the complexity of your stories is reduced, resulting in a faster turnaround time for completed stories. A complete story goes through the following phases (Courtesy: Cleveroad):So, if your testing phase is not complete, your story is not complete. This is the key output metric you need to track here.An increase in value per story does not signify whether you are able to reduce the time for testing or not, which is your primary problem statement. We are talking about a decrease in the # of backlog items by the team by maximizing the # of stories completed per iteration.Speed of impediment resolution is an overall agile team effectiveness metric across multiple projects and is not specific to this scenario. It can be tracked as an output metric of your standup meetings.#of lessons learned items generated is an output measure of a retrospective and not a backlog refinement exercise.Link to new ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 144:
You have recently been recruited as a scrum master for an agile-led project. Upon initial onboarding, you find out that the project is structured without time-boxing. The tasks are grouped at a high level but cannot be predictably scheduled. Which of the following ways should you suggest to lead the project for an efficient execution? (Choose THREE)
Track the status of readiness to help the team initiate the task at the right time
Plan to release deadlines to make the team complete the work within acceptable limits
Use a Gantt chart to group tasks in rows and track progress across columns
Maintain a to-do task library to limit the number of work-in-progress tasks
Pre-empt the blockers to determine the order of execution
Correct selectionTrack the status of readiness to help the team initiate the task at the right timePlan to release deadlines to make the team complete the work within acceptable limitsCorrect selectionUse a Gantt chart to group tasks in rows and track progress across columnsCorrect selectionMaintain a to-do task library to limit the number of work-in-progress tasksPre-empt the blockers to determine the order of executionOverall explanationOption 1, 3, 4.Option 1. Correct. Track the status of readiness to help the team initiate the task at right time will prevent overloading the team since you cannot predict the finish of the tasks efficiently in the current scenarioOption 2. Incorrect. Since it is mentioned in the scenario that the tasks cannot be predictably scheduled, deadlines cannot be accurate as well.Option 3. Correct. A task board display in form of a Gantt chart will help in tracking progress, hence it’s definitely a good idea.Option 4. Correct. A pool of task-to-do limits the number of concurrent tasks in progress. This can be taken as a corollary of Option 1Option 5. Incorrect. Pre-empting blockers & impediments to prioritize the order of execution will not help your overall project progress because you are not at any advantage by delaying/preponing a difficult task here. Your team anyways needs to do it in the end, so what benefits you will get by delaying or preponing the difficult tasks?Link to new PMPExam ECO: Domain 2, Task 13: Determine appropriate project methodology/methods and practicesDomainProcess
Question 145:
You are leading an agile project in a matrix organization where the functional manager is also a key project stakeholder. However, due to time constraints, the functional manager delegated the project responsibilities to a technician in his team. This person is now a new stakeholder in your project. A couple of sprint planning meetings have happened already but this new stakeholder is not attending the meetings. How should you engage this new stakeholder?
Review the stakeholder engagement plan with the new stakeholder and assess their level of engagement
Present the iteration backlog list to this new stakeholder and assign the tasks relevant to this stakeholder
Request that the functional manager briefs this new stakeholder about the roles & responsibilities and ensure that they attend all the meetings
Ask the new stakeholder to pair with a more experienced stakeholder to learn from the experience
Correct answerReview the stakeholder engagement plan with the new stakeholder and assess their level of engagementPresent the iteration backlog list to this new stakeholder and assign the tasks relevant to this stakeholderRequest that the functional manager briefs this new stakeholder about the roles & responsibilities and ensure that they attend all the meetingsAsk the new stakeholder to pair with a more experienced stakeholder to learn from the experienceOverall explanationOption 1. Reviewing the stakeholder engagement plan with the new stakeholder and assessing their level of engagement is the most pragmatic approach you can take as a servant leader.Presenting the iteration backlog list to this new stakeholder and assigning the tasks relevant to this stakeholder is a passive way of engagement and should be avoidedRequesting that the functional manager briefs this new stakeholder about the roles & responsibilities and ensuring that they attend all the meetings is the transfer of your responsibility as a project manager to the functional manager. Hence, this is incorrect.Asking the new stakeholder to pair with a more experienced stakeholder to learn from experience is again a passive way of onboarding this new member in your team, and hence to be avoided.Link to new PMP Exam ECO: Domain 2, Task 4: Engage StakeholdersDomainProcess
Question 146:
Within predictive life cycles, this term is used for both costs and schedules to establish what you’ll measure against later in the Executing and Monitoring & Controlling processes. Please select the best option:
Variance
Expected Value
Earned Value
Baseline
VarianceExpected ValueEarned ValueCorrect answerBaselineOverall explanationOption 4. Cost baselines and schedule baselines are used to measure performance in the Executing and Monitoring & Controlling processes. This is part of the Triple Constraint Management of Project Management. Please refer to my EVM Course on Udemy to know more about this topic and other concepts such as EV, PV, AC, VAC, etc: https://bit.ly/EVM_PMPWITHRAYLink to new ECO: Domain 2, Task 5: Plan and manage budget and resourcesDomainProcess
Question 147:
Bruce is working as a project manager on a small project which is part of a larger program. In his team, a new resource has been assigned to replace a key resource who had to leave the project. Unfortunately, the quality manager, who is an external stakeholder for Bruce’s project claims that the functional manager who sent the new resource has sent an incompetent person who will not be helpful to the project team. How should Bruce handle this situation?
Assess the new resource’s ability to perform the necessary work by testing their communication skills with the current project team
Evaluate the skills of the new resource to see how it fits the overall skill matrix of the team
File a request with PMO to explore alternatives for acquiring a more competent resource
Share the feedback with the new resource’s functional manager to mitigate any conflict within the project team
Assess the new resource’s ability to perform the necessary work by testing their communication skills with the current project teamCorrect answerEvaluate the skills of the new resource to see how it fits the overall skill matrix of the teamFile a request with PMO to explore alternatives for acquiring a more competent resourceShare the feedback with the new resource’s functional manager to mitigate any conflict within the project teamOverall explanationOption 2. Evaluate the skills of the new resource to see how it fits the overall skill matrix of the team. Without seeing or evaluating performance firsthand, a general opinion has no validity. In general, any third-party information, heresy, or rumor is dangerous to relationships in a project and can create strained relationships. Hence the project manager (Bruce) should investigate the veracity of any opinion and base his decision on facts.The rest of the options go opposite to this servant leadership attitude where Bruce takes the opinion of the quality manager as fact and plans accordingly. Hence, they are incorrect.Link to new ECO: Domain 1, Task 2: Lead a Team (Servant Leadership)DomainPeople
Question 148:
After the start of an SEZ (Special Economic Zone) project, the project manager comes to know that an expected government subsidy when the project team procures construction material from local manufacturers may not be available. How should the project manager address the issue?
Raise the project’s risk level
Plan to release the contingency funds
Update the risk register
Update the issue register
Raise the project’s risk levelPlan to release the contingency fundsCorrect answerUpdate the risk registerUpdate the issue registerOverall explanationOption 3. While the mentioned situation is not an issue yet, it is a risk that should be captured in the risk register (not the issue register) and managed appropriately.Raising the risk level of the entire project is too broad as a step since the risk is only relevant to part of the project scope which may/may not affect the entire project’s risk score.Planning to release the contingency fund without the risk even occurring (and becoming an issue) is a premature step and hence should be avoided.Link to new ECO: Domain 2, Task 3: Assess and manage risksDomainProcess
Question 149:
Arrange the personality traits (A B, C, D) 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-3, B-1, C-4, D-2
A-4, B-2, C-3, D-1
A-3, B-4. C-1, D-3
A-1, B-3, C-4, D-2Correct answerA-3, B-1, C-4, D-2A-4, B-2, C-3, D-1A-3, B-4. C-1, D-3Overall explanationOption 2. A-3, B-1, C-4, D-2Link to new ECO: Domain 1, Task 14: Promote team performance through the application of emotional intelligence. Check the MBTI Personality Types Infographic here (Courtesy: Wikimedia)DomainPeople
Question 150:
Titan Inc., a medium-sized company that manufactures home security solutions is expanding into a new market. It does not have any previous experience in that market. Which tools should the project manager use to collect requirements? (Choose TWO)
Prototypes
Expert Judgement
Product Analysis
Requirements Traceability Matrix
Correct selectionPrototypesCorrect selectionExpert JudgementProduct AnalysisRequirements Traceability MatrixOverall explanationOption 1, 2. Prototypes – Correct. These are near-fail-proof strategies to test the risks of a new and potentially complex market.Expert judgment – Correct. Experts are a source of experience and knowledge. Given the increased risks of a new and potentially complex market, using expert judgment is recommended.Product Analysis – Incorrect. To broad as a term for collecting requirements. It can mean a task during control quality, validate scope, etc.Requirements Traceability Matrix - Incorrect. This is an output of the ‘collect requirements’ process, not a tool or technique. This is how the PMP Exam will test your knowledge of ITTOs in your PMP Exam. You see here that this is nowhere close to ‘memorizing’ the ITTO charts, but to understanding the logical flow of the processes.Link to PMP Exam ECO: Domain 2, Task 8: Plan and Manage ScopeDomainProcess
Question 1:
A project manager overseeing a commercial building renovation receives an earned value analysis report that reveals:
Budget at completion = $2 million
Earned value = $1.4 million
Actual cost = $1.5 million
Cost performance index = 0.93
Based on this information, what should the project manager infer about project performance?
The project will stay within the initial budget due to proactive resource allocation
The project will be easier to complete because work efficiency is increasing
The project will struggle to remain within the planned budget and timeline due to cost overruns
The project will be terminated as costs have significantly surpassed expectations
The project will stay within the initial budget due to proactive resource allocationThe project will be easier to complete because work efficiency is increasingCorrect answerThe project will struggle to remain within the planned budget and timeline due to cost overrunsThe project will be terminated as costs have significantly surpassed expectationsOverall explanationThe cost performance index (CPI) of 0.93 shows that the project is spending more money than expected to achieve its earned value. A CPI below 1.0 indicates that the project is not on track financially, as the actual costs are higher than the value delivered. This makes it challenging to stay within the planned budget and timeline without adjustments or corrective measures.
Question 2:
A project manager is leading a green energy development project, but the team is struggling with understanding technical requirements. The customer didn’t initially provide all necessary specifications, yet these details are critical for the current iteration.
What should the project manager do next?
Arrange for the customer to participate in daily standup meetings to address ambiguities
Share a progress report with the customer and request feedback to resolve any technical uncertainties
Schedule weekly requirement review meetings with the customer to uncover missing details
Request that the customer reviews and clarifies technical requirements for the current iteration
Arrange for the customer to participate in daily standup meetings to address ambiguitiesShare a progress report with the customer and request feedback to resolve any technical uncertaintiesSchedule weekly requirement review meetings with the customer to uncover missing detailsCorrect answerRequest that the customer reviews and clarifies technical requirements for the current iterationOverall explanationRequesting clarification from the customer about specific technical requirements ensures the project team receives clear guidance. This proactive approach minimizes misinterpretation by aligning the current iteration’s goals with customer expectations. Unlike alternatives that are less direct or overly frequent, a focused review avoids unnecessary delays and confusion by obtaining accurate information upfront.
Question 3:
A project manager is overseeing an urban development project that faced a halt in construction due to inadequate safety signage.
What should the project manager do to address this issue?
A Conduct a root cause analysis to identify the underlying reasons for the missing regulatory labels
Review the resource management plan to ensure signage requirements are clearly documented
Escalate the matter to upper management and seek additional funding for compliance improvements
Schedule a stakeholder meeting to discuss revising production guidelines to ensure compliance
A Conduct a root cause analysis to identify the underlying reasons for the missing regulatory labelsCorrect answerReview the resource management plan to ensure signage requirements are clearly documentedEscalate the matter to upper management and seek additional funding for compliance improvementsSchedule a stakeholder meeting to discuss revising production guidelines to ensure complianceOverall explanationReviewing the resource management plan is crucial because it should outline all required standards for regulatory compliance when it comes to people safety, including specific details such as safety signage. By ensuring the plan’s criteria match what’s implemented on-site, the project manager can identify gaps and take immediate corrective actions. This proactive step ensures compliance with regulatory requirements and minimizes further project disruptions.
Question 4:
In a renewable energy project focused on developing a new solar panel system, stakeholders prefer to interact directly with engineers and designers, bypassing the project manager. This complicates managing resources and maintaining oversight.
What should the project manager do to address this issue?
Develop a comprehensive communication management plan that defines clear lines of communication
Schedule regular review meetings with stakeholders and key team members to ensure transparency and collaboration
Propose the implementation of a resource management tool to efficiently allocate and monitor team resources
Advocate for specialized training sessions to help the project team communicate effectively with stakeholders
Correct answerDevelop a comprehensive communication management plan that defines clear lines of communicationSchedule regular review meetings with stakeholders and key team members to ensure transparency and collaborationPropose the implementation of a resource management tool to efficiently allocate and monitor team resourcesAdvocate for specialized training sessions to help the project team communicate effectively with stakeholdersOverall explanationEstablishing a comprehensive communication management plan ensures structured, clear lines of communication between the project team and stakeholders. This approach creates transparent information flow, reducing the chances of miscommunication or overlapping resource usage. It provides a formal mechanism that aligns all parties with project requirements and expectations. This ultimately strengthens project oversight, keeping resources aligned and improving collaboration across the board.
Question 5:
A project manager is overseeing the launch of a new retail store. A key stakeholder informs the project manager that a team member responsible for coordinating with vendors will be temporarily unavailable for the next phase of the project.
What should the project manager do to ensure smooth vendor management during this period?
Adjust the communication management plan to address the absence
Assign an alternate team member to cover vendor coordination tasks
Escalate the issue to the steering committee to identify a suitable solution
Modify the stakeholder engagement plan to reflect the new responsibilities
Adjust the communication management plan to address the absenceCorrect answerAssign an alternate team member to cover vendor coordination tasksEscalate the issue to the steering committee to identify a suitable solutionModify the stakeholder engagement plan to reflect the new responsibilitiesOverall explanationAssigning an alternate team member ensures that vendor coordination tasks are not left unattended.
This approach addresses the immediate challenge without disrupting ongoing project activities and avoids unnecessary delays.
By proactively handling the team’s responsibilities, the project manager can ensure continuity and maintain consistent communication and collaboration with vendors.
It minimizes project disruptions by preserving the project’s momentum and ensuring vendor relations remain intact.
Question 6:
A city planning department is undertaking a new initiative to improve traffic management in urban areas. The project manager is leading a cross-functional team with several stakeholders from other municipal departments. Recently, one of these stakeholders was promoted to a higher leadership position in another department but will continue to be involved in this project.
What should the project manager have the team update to ensure effective communication with this stakeholder and others?
Communications management plan
Project management plan
Stakeholder engagement plan
Stakeholder register
Communications management planProject management planCorrect answerStakeholder engagement planStakeholder registerOverall explanationThe stakeholder engagement plan is critical because it defines strategies tailored to each stakeholder’s current role and influence. Given the recent promotion, this individual’s responsibilities and expectations may change, necessitating an updated engagement strategy. This ensures that communication is appropriately targeted to maintain their involvement and satisfaction with the project. Proper engagement ensures that all stakeholders remain informed and aligned with the project’s goals.
Question 7:
A feasibility study was conducted and product requirements selected. After a data analysis, a change request has now been approved that contradicts the original requirements.
How should the project manager handle the situation?
Perform the change request immediately.
Refuse the change request.
Request a report on the data analysis.
Request a feasibility study for the new product.
Correct answerPerform the change request immediately.Refuse the change request.Request a report on the data analysis.Request a feasibility study for the new product.Overall explanationOnce a change has been approved, it needs to be implemented.Project managers cannot refuse to do an approved change.
Question 8:
An IT project manager is leading a team developing a new data analytics platformn using hybrid methods. During the last retrospective meeting, the team realized that outdated software tools could affect the project’s next phase. The team recommends purchasing new tools, emphasizing their importance for the platform’s success. What should the project manager do next to address this recommendation?
Review the cost management plan to determine how this issue should be managed
Check the project budget to ensure there is sufficient contingency reserve available
Inform the team members that acquiring new software tools is not within the project’s scope
Submit a change request to expand the budget and purchase updated software tools
Correct answerReview the cost management plan to determine how this issue should be managedCheck the project budget to ensure there is sufficient contingency reserve availableInform the team members that acquiring new software tools is not within the project’s scopeSubmit a change request to expand the budget and purchase updated software toolsOverall explanationReviewing the cost management plan is crucial because it establishes processes and guidelines for handling unexpected costs. By referring to this plan, the project manager can evaluate strategies to manage outdated software while adhering to the project’s budgetary guidelines. This approach ensures that any decisions align with existing financial policies, reducing unnecessary budget changes.
Question 9:
A project manager is leading an e-commerce website overhaul and receives commendation from the client for consistently meeting key milestones ahead of time. The project manager now wishes to capitalize on this positive momentum by enhancing the team’s motivation and commitment.
What is the most effective step for the project manager to take in the next team meeting?
Share the clients positive feedback to acknowledge the team’s efforts
Discuss how individual responsibilities could be adjusted for optimal productivity
Set up a rotating schedule for team members to lead daily standups
Encourage a more competitive spirit by setting performance-based incentives
Correct answerShare the clients positive feedback to acknowledge the team’s effortsDiscuss how individual responsibilities could be adjusted for optimal productivitySet up a rotating schedule for team members to lead daily standupsEncourage a more competitive spirit by setting performance-based incentivesOverall explanationSharing the client’s positive feedback is the best option because it acknowledges the team’s achievements and fosters a supportive work environment. Recognizing accomplishments builds morale, encouraging the team to continue delivering high-quality results and meet deadlines consistently. This approach also strengthens their relationship with the client and solidifies their dedication to the project’s goals.
Question 10:
A project manager is overseeing the implementation of a customer relationship management (CRM) system. Recent reports indicate that the team is slightly behind in finalizing the initial configuration phase, and some additional customizations are needed to meet stakeholder expectations. The customer is concerned about potential delays. What should the project manager do next?
Assure stakeholders that adding a qualified resource will help speed up configurations
Emphasize that a strategic realignment of the implementation schedule ensures meeting future milestones on time
Conduct a root cause analysis to identify why the project is behind finalizing the initial configuration
Present an earned value analysis that shows the project has maintained a positive cost-performance ratio
Assure stakeholders that adding a qualified resource will help speed up configurationsEmphasize that a strategic realignment of the implementation schedule ensures meeting future milestones on timeCorrect answerConduct a root cause analysis to identify why the project is behind finalizing the initial configuration Present an earned value analysis that shows the project has maintained a positive cost-performance ratioOverall explanationThis solution provides a clear and practical response that focuses on addressing the schedule directly without compromising budget limits. You should first assess a issues before applying a solution. Prioritizing this approach demonstrates proactive management that builds confidence in the project’s delivery.
Question 11:
In a health services modernization project, a project manager identifies from past records that previous projects faced similar challenges when implementing new systems, leading to dissatisfaction among medical staff.
What is the most effective course of action the project manager should take to avoid a similar outcome?
Analyze the current system architecture and add features based on customer surveys
Classify a representative panel of medical staff as key external stakeholders with significant influence on project outcomes
Conduct interviews with internal stakeholders to align the new system’s features with existing processes
Set up a quality assurance program to verify that the final product meets all regulatory standards
Analyze the current system architecture and add features based on customer surveysCorrect answerClassify a representative panel of medical staff as key external stakeholders with significant influence on project outcomesConduct interviews with internal stakeholders to align the new system’s features with existing processesSet up a quality assurance program to verify that the final product meets all regulatory standardsOverall explanationClassifying a representative panel of medical staff as key external stakeholders ensures their preferences and concerns are identified early on. Their feedback is crucial for aligning the project’s objectives with staff needs, fostering user buy-in, and reducing dissatisfaction with the new system. This stakeholder engagement approach provides valuable insights to deliver a user-centric product, minimizing resistance during implementation. Incorporating their perspectives also enables better adaptability and outcomes aligned with the project’s goals.
Question 12:
A project manager is leading a government infrastructure upgrade project with multiple stakeholders. During a progress meeting, a newly appointed regulatory officer expresses concerns that the communication from the project manager has been insufficient.
What should the project manager do first to resolve this concern?
Identify the information gaps as a risk and document them in the risk register
Review and refine the stakeholder engagement plan to meet the officer’s needs
Schedule regular one-on-one meetings with the regulatory officer for detailed updates
Update the issue log to reflect the officer’s concerns and escalate to the project sponsor
Identify the information gaps as a risk and document them in the risk registerCorrect answerReview and refine the stakeholder engagement plan to meet the officer’s needsSchedule regular one-on-one meetings with the regulatory officer for detailed updatesUpdate the issue log to reflect the officer’s concerns and escalate to the project sponsorOverall explanationReviewing and refining the stakeholder engagement plan is the best approach because it ensures all stakeholders receive relevant information that aligns with their needs. This plan will include a tailored communication strategy for the newly appointed regulatory officer, establishing clear channels to meet their expectations. This proactive measure builds trust, ensures compliance, and improves overall communication. It minimizes confusion, helping maintain positive relationships and facilitating project success.
Question 13:
The project sponsor supports adopting agile approaches, and the project manager is considering the best way to introduce them to gain buy-in from both the team and stakeholders.
What should the project manager do first?
Conduct a thorough assessment to identify knowledge gaps within the team and stakeholders
Start with a pilot project of appropriate complexity and provide agile training to all those impacted
Roll out organization-wide agile training and ensure executive sponsorship and communication
Select a current project using a predictive approach, adapt it to agile, and provide training for execution
Conduct a thorough assessment to identify knowledge gaps within the team and stakeholdersCorrect answerStart with a pilot project of appropriate complexity and provide agile training to all those impactedRoll out organization-wide agile training and ensure executive sponsorship and communicationSelect a current project using a predictive approach, adapt it to agile, and provide training for executionOverall explanationStarting with a pilot project of suitable complexity and providing agile training ensures that both team members and stakeholders receive practical, hands-on exposure to agile methodologies. This approach reduces resistance while demonstrating tangible benefits, promoting confidence in the new methods. It is more effective than a broad organizational rollout or adapting a current predictive project, as a pilot project provides a focused and immediate opportunity for learning and practice.
Question 14:
A project manager is appointed to oversee a major infrastructure upgrade to a national power grid. Given the high stakes and potential impact, the project sponsor demands rigorous risk identification and management. The project manager needs to recommend an effective technique for identifying postive and negative risks early. What is the best approach for the project manager to identify risks?
Conduct brainstorming sessions involving experts from various departments to ensure comprehensive risk identification
Organize a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis with stakeholders to systematically assess potential risks
Collaborate with the operations team to scrutinize historical data and identify risks that have occurred in similar projects
Consult with legal and financial experts to develop contingency plans for risks related to budget overruns or regulatory compliance
Conduct brainstorming sessions involving experts from various departments to ensure comprehensive risk identificationCorrect answerOrganize a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis with stakeholders to systematically assess potential risksCollaborate with the operations team to scrutinize historical data and identify risks that have occurred in similar projectsConsult with legal and financial experts to develop contingency plans for risks related to budget overruns or regulatory complianceOverall explanationA SWOT analysis provides a structured method to identify potential internal and external risks while uncovering strategic opportunities. Sand Oare postive and Wand Tare negative risk. This approach engages stakeholders directly, revealing strengths that can be leveraged and weaknesses that need mitigation. Although brainstorming sessions, historical data analysis, and consultation with experts are also useful, the comprehensive nature of the SWOT analysis makes it the most effective choice for identifying a wide array of risks.
Question 15:
A project manager is leading the development of an educational software platform that integrates content from third-party providers to offer a comprehensive learning experience. The providers occasionally experience service outages that could disrupt the platform’s functionality and negatively impact the project’s timeline and user satisfaction.
What should the project manager prioritize to manage this risk effectively?
Communicate the potential interruptions to stakeholders and develop alternative content delivery methods
Insist that all third-party providers sign service-level agreements with penalties for outages affecting the project
Closely monitor the providers’ service availability and establish contingency plans to mitigate disruptions
Delay the platform’s development until each provider resolves all technical issues
Communicate the potential interruptions to stakeholders and develop alternative content delivery methodsInsist that all third-party providers sign service-level agreements with penalties for outages affecting the projectCorrect answerClosely monitor the providers’ service availability and establish contingency plans to mitigate disruptionsDelay the platform’s development until each provider resolves all technical issuesOverall explanationMonitoring third-party providers and preparing contingency plans ensures that the project can handle any unexpected disruptions swiftly, minimizing negative impacts on the timeline and platform performance. Alternative content delivery methods, strict contracts, or project delays are less effective because they either don’t address the risk directly or impose limitations on the platform’s development.
Question 16:
A project manager is leading a construction project to build a new sports facility. Some key stakeholders have expressed concerns regarding the team’s performance, which could jeopardize the project’s timeline. To address these concerns and ensure the deadline is met, the project manager needs to evaluate the situation and provide timely feedback.
What three actions should the project manager prioritize?
Establish team ground rules to clarify performance expectations and communication standards
Schedule a retrospective session to identify improvement opportunities and learn from past challenges
Conduct daily standup meetings to monitor progress and identify roadblocks quickly
Implement a skills training program to enhance the team’s technical competencies
Organize monthly mentoring sessions between senior and junior team members to foster collaboration
Correct selectionEstablish team ground rules to clarify performance expectations and communication standardsCorrect selectionSchedule a retrospective session to identify improvement opportunities and learn from past challengesCorrect selectionConduct daily standup meetings to monitor progress and identify roadblocks quicklyImplement a skills training program to enhance the team’s technical competenciesOrganize monthly mentoring sessions between senior and junior team members to foster collaborationOverall explanationSetting team ground rules helps clarify expectations and establish a communication framework. Retrospective sessions facilitate learning and improvement by allowing the team to reflect on past work, while daily standups quickly reveal project roadblocks to keep timelines on track. Skills training programs and mentoring sessions are valuable but would not provide immediate, targeted solutions to current performance concerns.
Question 17:
A project manager is overseeing a project that involves implementing a new accounting system. During the execution phase, the project manager identifies a significant skills gap among the team members, with only one individual possessing the technical expertise required to carry out most of the upcoming tasks. This lack of knowledge could lead to delays and impact the overall quality of the deliverables.
What two actions should the project manager prioritize to address this skills gap? (Choose two.)
Allocate more resources to the team to handle the workload
Encourage collaborative pairing to facilitate knowledge sharing
Reassign the tasks to other team members without this skill
Arrange a specialized training event with an external trainer
Reduce the scope of the tasks to focus on essential deliverables
Allocate more resources to the team to handle the workloadCorrect selectionEncourage collaborative pairing to facilitate knowledge sharingReassign the tasks to other team members without this skillCorrect selectionArrange a specialized training event with an external trainerReduce the scope of the tasks to focus on essential deliverablesOverall explanationCollaborative pairing promotes skill development by enabling individuals to learn from each other, reducing reliance on one expert and fostering a shared knowledge base within the team. Arranging an external training event provides high-quality instruction, equipping multiple team members with the technical expertise required for successful task completion. Simply reassigning tasks, adding resources, or reducing scope wouldn’t directly address the existing skills gap and could hinder project quality and deliverables.
Question 18:
A project manager is assigned to oversee the development of a new software tool that has a target completion date. After presenting the project schedule to stakeholders, they insist that the project must be delivered one month earlier to align with a new business initiative.
What should the project manager do to address this requirement?
Increase the project budget to hire additional resources who can expedite the tasks
Hold a stakeholder meeting to align expectations and refine scope, resources, and deliverables
Reduce the project scope by removing non-critical features to meet the new deadline
Prioritize tasks by eliminating low-priority items and adjust resource allocation accordingly
Increase the project budget to hire additional resources who can expedite the tasksCorrect answerHold a stakeholder meeting to align expectations and refine scope, resources, and deliverablesReduce the project scope by removing non-critical features to meet the new deadlinePrioritize tasks by eliminating low-priority items and adjust resource allocation accordinglyOverall explanationHolding a stakeholder meeting ensures that the project manager can understand stakeholder priorities, align expectations, and clarify constraints before revising the plan. This approach allows a more informed decision about the timeline, resources, and deliverables to reduce scope or adjust the schedule. Adding resources or removing features prematurely may lead to quality issues or misaligned expectations.
Question 19:
A project manager is overseeing a commercial building construction and finds the project behind schedule due to missing electrical components. The contractor offers to supply the missing components and reimburse the cost, but the project manager finds the quoted price unreasonable.
What should the project manager do to resolve this issue?
Collaborate with the project team to analyze internal sourcing for the required components
Secure an alternative procurement strategy by reaching out to new suppliers
Work with the finance department to reallocate funds from another project to cover costs
Refine the procurement strategy to explore alternative suppliers and negotiate with the contractor
Collaborate with the project team to analyze internal sourcing for the required componentsSecure an alternative procurement strategy by reaching out to new suppliersWork with the finance department to reallocate funds from another project to cover costsCorrect answerRefine the procurement strategy to explore alternative suppliers and negotiate with the contractorOverall explanationRefining the procurement strategy allows the project manager to explore more competitive pricing options while also negotiating favorable terms with the current contractor. This approach prevents reliance on a single source while ensuring that project timelines are met efficiently. Simply reallocating funds, focusing on internal sourcing, or reaching out to new suppliers individually may not fully address broader procurement challenges or ensure competitive pricing.
Question 20:
A project manager has been assigned to lead a website redesign project at a software company. The project management office (PMO) is encouraging the use of new iterative tools, but the head of marketing expresses reservations about adopting them due to a lack of familiarity with the new framework.
What should the project manager do to address the senior manager’s concerns?
Arrange specialized training sessions to boost familiarity with the iterative tools among the marketing team
Coordinate group workshops with stakeholders to foster understanding and confidence in the new framework
Share detailed documentation outlining the potential benefits and efficiencies of the new tools with all teams
Escalate the issue to the project sponsor, emphasizing the importance of securing buy-in
Arrange specialized training sessions to boost familiarity with the iterative tools among the marketing teamCorrect answerCoordinate group workshops with stakeholders to foster understanding and confidence in the new frameworkShare detailed documentation outlining the potential benefits and efficiencies of the new tools with all teamsEscalate the issue to the project sponsor, emphasizing the importance of securing buy-inOverall explanationGroup workshops with stakeholders offer a collaborative approach that builds shared understanding and confidence in the new framework. This ensures a consistent knowledge base across teams while addressing specific concerns through practical engagement. Simply providing documentation, focusing on training, or escalating the issue could undermine cooperation or overlook individual challenges affecting buy-in.
