12. PMP Mock Exam (LITE) - 4

d. Responsible, Accountable, Consult, and Inform In a RACI chart, the names of roles are Responsible, Accountable, Consult and Inform. [PMBOK® Guide 6th edition, Page 317]

A Responsibility Assignment Matrix illustrates the connections between the work that needs to be done and the project team members. A RACI chart is a type of Responsibility Assignment matrix in which the names of the roles being documented are: a. Responsible, Administration, Check, and Inform b. Reportable, Actionable, Check, and Inform c. Reportable, Actionable, Consult, and Implement d. Responsible, Accountable, Consult, and Inform

b. This is incorrect. Include product work, project work, and project management work. The WBS is a deliverable-oriented decomposition of all the work to be done by the project team to achieve project objectives. It organizes and defines the total scope of the project. Thus, it includes product work, project work and the project management work required to complete the project. [PMBOK® Guide 6th edition, Page 159]

A project manager is preparing the WBS for a software project. The WBS includes all the product and project work but excludes the project management work. From the following choices, choose a statement that correctly describes this situation. a. This is incorrect. Project work and project management are part of the WBS, but product work is not. b. This is incorrect. Include product work, project work, and project management work. c. This is incorrect. Include product work and project management as part of the WBS but exclude project work. d. This is correct. Include product and project work as part of the WBS but exclude project management work.

c. How can the team deliver quickly and obtain early feedback to benefit the next delivery cycle? Tailoring project management processes, handling confidential information, and compliance to contractual obligations are considerations of all project teams regardless of the chosen project management approach. However, Agile approaches stress on the need to deliver quickly and obtain early feedback to benefit the next delivery cycle. [Agile Practice Guide, 1st edition, Page 33]

A project team has recently adopted Agile approaches to project management. However, the team is still not proficient in these methods as it has only recently adopted these approaches. Which of the following questions should the team address to ensure it has successfully adopted an Agile Mindset? a. How to ensure all contractual obligations are fulfilled? b. How to handle confidential information during the project? c. How can the team deliver quickly and obtain early feedback to benefit the next delivery cycle? d. How can project management processes be tailored to suit each project?

c. Kanban board The team should consider making work visible using Kanban boards and experimenting with limits for the various areas of the work process in order to improve flow. [Agile Practice Guide, 1st edition, Page 32]

A project team is currently struggling due to frequent interruptions by various delays and impediments. During the sprint retrospective, it was agreed to adopt some form of visual management that can help with work-in-process management and improve the flow. Which of the following tools should be used to facilitate this? a. Ground rules b. Silos c. Kanban board d. Formal change management process

b. Conducting a root cause analysis This is an example of a fishbone diagram. A fishbone diagram, also called a cause and effect diagram or Ishikawa diagram, is a visualization tool for categorizing the potential causes of a problem in order to identify its root causes. [PMBOK® Guide, 6th edition, Page 293]

A project team's recent deliverable to a client has been rejected. The team is now sitting together to discuss this situation and they prepare the following diagram. What is the team doing? a. Conducting a process analysis b. Conducting a root cause analysis c. Writing a change request d. Initiating a defect repair

d. Do not try Agile on the more complex project. Instead, address the organizational impediments that prevented the pilot team from working in an Agile way. Focusing on individual performances instead of team performance is against the Agile Manifesto. Shelfing the Agile transformation program would be a very drastic step. If using an Agile approach for a single team is not successful, it is recommending not to scale up to using Agile more broadly; instead, it is recommended to address the organizational impediments that prevented the team from working in an Agile way. [Agile Practice Guide, 1st edition, Page 80]

ABCon is an ERP consulting firm. For the past 15 years ABCon has been implementing ERP systems for it clients. So far, ABCon has followed traditional project management approaches and is now considering piloting Agile on a relatively small and less complex ERP upgrade project that requires a single small team and then trying it on a more complex green-field ERP implementation project for another client that requires multiple Agile teams. If the pilot is not successful, what must ABCon do? a. Document lessons learned from the pilot project and try avoiding the mistakes made on the more complex project. b. Shelf the Agile transformation program as this is not producing the desired results for the organization. c. Identify the weaker team members from the team piloting Agile and have them replace with stronger candidates. d. Do not try Agile on the more complex project. Instead, address the organizational impediments that prevented the pilot team from working in an Agile way.

d. Increasing the number of developers. The problem at hand is the mismatch of the productivity of the different team members. Increasing the number of developers will further aggravate the situation by increasing the development throughput even further. The rest of the choices need to be further analyzed and the best option should be selected. [Agile Practice Guide, 1st edition, Page 42]

An Agile project team is currently struggling with meeting customer's expectations regarding rapid feature delivery while maintaining required quality standards. Upon further analysis, it was revealed that the throughput of the testers was significantly less than the throughput of the developers. In this scenario, which of the following cannot help the situation? a. Increasing the number of testers. b. Optimizing processes. c. Optimizing the batch size. d. Increasing the number of developers.

b. The team should reevaluate its capacity and determine the number of story points. Each team has its own capacity. When a team uses story points, the number of story points a team can complete in a given time is unique to that team. Addition of the new team members should affect the capacity and the number of story points should be reevaluated by the team in line with nature and type of work remaining on the project. [Agile Practice Guide, 1st edition, Page 66]

An Agile team is currently working on a system development project for a major local retailer. Recently a couple of programmers have been hired and assigned on this project. How should the addition of new team members affect the number of story points for the next iteration? a. The story points should be decreased. b. The team should reevaluate its capacity and determine the number of story points. c. The story points should not be changed. d. The story points should be increased.

b. Team tries to move work from "WIP" column to the "Done" column. The best practice is to move work from "WIP" column to the "Done" column in order to create capacity to move further work from the "Ready" column. Other choices are not best practices. [Agile Practice Guide, 1st edition, Page 66]

An Agile team is managing its work in progress on a Kanban board. Recently the WIP limits have been met and the team cannot pull further work from the "Ready" column into the "WIP" column. How should the team deal with this situation now? a. Team pushes the work from "Ready" column to the "WIP" column without changing the WIP limits. b. Team tries to move work from "WIP" column to the "Done" column. c. Team removes the "Ready" items to the "Cannot be done" column. d. Team increases the WIP limits and work overtime.

d. Use servant-leadership skills to help the managers understand why Agile needs cross-functional teams. As the first step you need to make the initial effort. Engaging the product owner or an external coach is not recommended as the first step. You should use your servant-leadership skills to help the functional managers understand why Agile needs a cross-functional team. The functional manager can then help you in forming cross-functional teams. [Agile Practice Guide, 1st edition, Page 59]

An organization is currently struggling during its transition from traditional to Agile project management approaches. Teams are still working in silos instead of coming together and forming a cross-functional team. If you are the servant-leader, what should you do first? a. Hire a coach to help the organization transition through the change. b. Include non-conformance penalties in the team charter. c. Use the product owner's authority to influence team members to abolish their silos. d. Use servant-leadership skills to help the managers understand why Agile needs cross-functional teams.

b. A predictive approach, adaptive approach, or a hybrid of both, may need to be adopted. In large organizations, there may be a mixture of small projects and large initiatives requiring long-term commitments to manage these programs using scaling factors (e.g. team size, geographical distribution, regulatory compliance, organizational complexity, and technical complexity). To address the full delivery life cycle, a range of techniques utilizing a predictive approach, adaptive approach, or a hybrid of both, may need to be adopted. [PMBOK® Guide 6th edition, Page 178]

Andrew is a project management guru hired by a retail giant in your country. Andrew finds out there is a wide array of projects that need to be managed from a central PMO; from a number of small projects to large initiatives requiring long-term roadmaps to manage the development of these programs. What project management approach should be recommended for such projects? a. Setting up PMOs for such a wide range of projects is not recommended. b. A predictive approach, adaptive approach, or a hybrid of both, may need to be adopted. c. An adaptive approach may need to be adopted. d. A predictive approach may need to be adopted.

b. An example of obtaining expert judgment from a senior Asking a senior for an opinion is an example of obtaining expert judgment. Andrew knows the project better than Jack since he had managed it in the past. If Jack seeks an expert opinion from Andrew, this is neither unethical nor a conflict of interest situation; neither does it suggest that Jack is an incompetent project manager. Rather, Jack is employing expert judgment, a good project management practice. [PMBOK® Guide 6th edition, Page 79]

Andrew was working as a senior project manager at a company when he resigned from his position. This company recently hired Jack to replace Andrew. Jack had worked with Andrew in the past, and he knows him personally. Jack is now in charge of a project that Andrew left in the middle. If Jack calls Andrew for an opinion on this project, this constitutes: a. A conflict of interest situation as Jack knows Andrew b. An example of obtaining expert judgment from a senior c. Jack's incompetence since he is dependent on Andrew's opinion d. Unethical behavior by Jack since Andrew has already resigned from the company

c. Make changes to activity duration and schedule incorporating the changed competency levels The appropriate action is to make changes to the project schedule and activity durations depending on the actual competency of the team. Asking the project team members to work overtime or informing the customer that the project is late are too drastic in nature given the stage of the project. [PMBOK® Guide 6th edition, Page 222]

As the project manager of a project, you had estimated certain activity durations before acquiring all project team members. On acquisition, you find that their actual competency levels are much lower than what you anticipated. In such a case, you will: a. Make no changes to the schedule b. Ask the project team members to meet the original schedule by putting in overtime, if required c. Make changes to activity duration and schedule incorporating the changed competency levels d. Inform the customer that the project is behind schedule

b. Configuration item verification and audit Configuration item verification and audit is related to configuration management instead of change management. [PMBOK® Guide 6th edition, Pages 118, 119]

Change control tool selection should be based on the needs of the project stakeholders, including organizational and environmental considerations and/or constraints. Which of the following is not a key change management consideration while selecting an appropriate change control tool for a project? a. Documenting the change into a proper change request b. Configuration item verification and audit c. Tracking change requests d. Identifying and selecting a change item

a. Project charter It is the project scope statement and not the project charter that should be updated. The project charter contains only the high-level requirements and high-level project description. All of the other documents listed in the other choices should also be updated. [PMBOK® Guide 6th edition, Page 81]

You just sat through an exhausting change control meeting discussing a change in scope to the project you have worked on for the past seven months. After lengthy discussion, the change in scope was approved. As the Project Manager, you should now update all the following documentation, except: a. Project charter b. WBS Dictionary c. Requirements documentation d. Scope Baseline

b. Alternative Analysis In this scenario, you are looking for alternative ways to compress the schedule by using experienced resources and power tools instead of hand tools. This is an example of alternative analysis. [PMBOK® Guide 6th edition, Page 699]

You are attempting to estimate the resources required to assemble the server racks in the new data center you are building. It has occurred to you that you may be able to compress the schedule if you use power tools instead of hand tools to build the racks and if you employ individuals who have worked on this brand of rack in the past. According to PMBOK® Guide, considering multiple options for estimating is an example of what type of resource estimating technique? a. Top Down Estimating b. Alternative Analysis c. Bottom Up Estimating d. Robust estimating

c. It makes compiling and obtaining project information difficult. When lessons-learned gathering and documentation is postponed till the very end, the project manager must scramble for bits and pieces of project history to compile into a lessons-learned document. Often, because the project is in closeout, the project manager has only a few team members remaining, which makes compiling and obtaining project information from the remaining few resources difficult. [PMBOK® Guide 6th edition, Pages 98, 100]

Few project managers collect lessons-learned information throughout the project's life. Most tackle this in the final days of the project or, worse, after the project is complete. What is the negative consequence of this approach? a. It requires hiring a specialist to do the job. b. The project's NPV becomes zero. c. It makes compiling and obtaining project information difficult. d. It might result in further expenses on the project.

b. Select the relationship with the highest impact. Multiple relationships between the same activities are not recommended, so a decision has to be made to select the relationship with the highest impact. [PMBOK® Guide 6th edition, Page 190]

George is managing a construction project and currently sequencing the project activities and defining their logical relationships. Two activities have both the SS and FF relationships. How should George schedule these activities? a. Apply both the relationships. b. Select the relationship with the highest impact. c. Select the FF relationship as this can help meet the project deadlines. d. Select the SS relationship as this is more logical than the FF relationship.

b. Conflict management Conflict management is not a tool and technique of the Acquire Resources process. The other choices are valid tools and techniques of this process. [PMBOK® Guide 6th edition, Page 328]

Halfway during the course of your construction project, a number of critical staff have left the project. You are in a dire need to recruit new resources in order to complete the project on time. You are now reviewing the organizational recruitment processes. Which of the following is not a tool or technique of the Acquire Resources process? a. Multi-criteria decision analysis b. Conflict management c. Negotiation d. Pre-assignment

a. Product owner adds an item to the sprint backlog. The team doesn't add items to the backlogs, only the product owner is authorized to do that. If the issue requires immediate attention, then the item needs to be added to the iteration backlog. [Agile Practice Guide, 1st edition, Page 41]

Halfway through the iteration, a major issue with the product has surfaced. This would require immediate attention from the team. However, the time required to fix the issue is expected to be more than the time left on the sprint. What should be done now? a. Product owner adds an item to the sprint backlog. b. Product owner adds an item to the product backlog. c. Team owner adds an item to the product backlog. d. Team owner adds an item to the sprint backlog.

a. The lead time will be positively impacted. The lead time is the total time it takes to deliver an item, measured from the time it is added to the board to the moment it is delivered. Cycle time is the time required to process an item. Lead time = response time + cycle time. If the cycle time is reduced, the lead time should also reduce. [Agile Practice Guide, 1st edition, Page 64]

If an Agile team discovers a new management approach that could potentially reduce the cycle time of all stories. Which of the following Agile metrics will subsequently be impacted? a. The lead time will be positively impacted. b. The response time will be negatively impacted. c. The lead time will be negatively impacted. d. The response time will be positively impacted.

c. Crashing Adding more resources to scheduled tasks in order to compress the task durations is called crashing. [PMBOK® Guide 6th edition, Page 215]

Jane is worried about her project because many of her tasks are moving slowly, and two critical tasks may slip. She conducts a thorough resource analysis and finds out that there are five people who will be free next week. She would like to assign those people to finish her tasks early and prevent the project completion date from slipping. This is an example of: a. Resource Leveling b. Management reserves c. Crashing d. Fast tracking

c. Ongoing throughout the project Identify Risks is the process of determining what risks can affect the project. Many different stakeholders usually participate in the Identify Risks process. The process of Identify Risks is iterative because unknown risks can be discovered throughout the life cycle of the project. [PMBOK® Guide 6th edition, Page 409]

John is managing a construction project that is expected to complete in three years' time. The project requires demolishing a cinema complex and constructing a shopping mall in its place. Since the construction site is in the heart of the city, a number of construction hazards must be put in place. For this project, when should John plan for risk identification activities? a. During the Perform Qualitative Risk Analysis process b. During the Perform Quantitative Risk Analysis process c. Ongoing throughout the project d. During the Plan Risk Management process

b. Seek expert judgment from subject matter experts The stakeholder register template does not contain stakeholders information; it only helps the project manager produce the project's stakeholder register. If Julia is not satisfied with the list, she needs to identify more stakeholders until she is satisfied. Interviewing the identified key stakeholders again might not resolve the issue. The best option is to seek an expert's opinion. [PMBOK® Guide 6th edition, Page 511]

Julia is managing a complex industrial process reengineering project. She has identified all her key project stakeholders and has conducted individual interviews with them to identify other project stakeholders, as well. However, Julia is still not satisfied with her project's stakeholders list; she believes there may be more key external stakeholders missing from the list. What can help Julia in this situation? a. Get over her fear and finalize the project stakeholder register b. Seek expert judgment from subject matter experts c. Conduct more meetings with the key stakeholders d. Use stakeholder register templates from the organizational process assets

c. Ambiguity risk Ambiguity risks relate to areas of the project where imperfect knowledge might affect the project's ability to achieve its objectives. Examples include: elements of the requirement or technical solution, future developments in regulatory frameworks, or inherent systemic complexity in the project. [PMBOK® Guide 6th edition, Page 398]

Julia is managing a water treatment plant construction project. A new government has recently been sworn in. During the election campaign, the winning candidate made a number of commitments regarding environmental control reforms. Julia is not sure how the new government and its future policies might affect her project. This is an example of: a. Mitigated risk b. Opportunity risk c. Ambiguity risk d. Variability risk

c. Stakeholder engagement plan and the communications management plan The reason for information distribution are documented both in stakeholder engagement plan and communications management plan. Nancy should refer to both of these plans. [PMBOK® Guide 6th edition, Pages 377, 522]

Nancy has recently become the project manager for a project already in execution. Nancy has learned the previous project manager did a good job so far and religiously followed the PMBOK® Guide guiding principles. However, some of the project communications don't make sense to her. Which of the project artifacts should Nancy refer to in order to determine reasons for distribution of some reports? a. Stakeholder engagement plan and the scope management plan b. Scope management plan and the risk management plan c. Stakeholder engagement plan and the communications management plan d. Scope management plan and the communications management plan

d. A tornado diagram The chart is likely to be a tornado diagram. Tornado diagrams are useful for comparing relative importance and impact of variables that have a high degree of uncertainty to those that are more stable. The variables are positioned vertically, and the bars extend horizontally. The longest bar is at the top of the chart, and the shortest bar is at the bottom. This resembles the shape of a tornado; hence the name. [PMBOK® Guide 6th edition, Page 434]

Sensitivity analysis helps to determine which risks have the most potential impact on the project. A project manager prepared a display chart of sensitivity analysis for his project. The diagram contained a series of bars with the length of the bars corresponding to the risk impact on the project. The longer the bar, the greater was the risk presented. Such a chart is likely to be: a. An assessment diagram b. A triangular distribution c. A funnel distribution d. A tornado diagram

12. PMP Mock Exam (LITE) - 4

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b. Zero total float The critical path method (CPM) calculates the theoretical early start and finish dates and late start and finish dates. Critical path activities typically have zero total float. However, the critical paths may have positive or negative total floats if scheduling constraints are applied. [PMBOK® Guide 6th Edition, Page 210]

The critical path method (CPM) calculates the theoretical early start and finish dates and late start and finish dates. If no scheduling constraints have been applied to the critical activities, the critical activities will have: a. Positive total float b. Zero total float c. Zero or positive total float d. Positive or negative total float

a. Scope creep Since the project has significant uncertainties, this can contribute to high rate of change and project complexity. [PMBOK® Guide 6th edition, page 397]

You are managing an organizational re-design project. Although the higher-level operating model was approved by the CEO, the senior executives are struggling to envision the future state. This has brought a significant degree of uncertainty to your project success. Which of the following is a major project risk at this stage? a. Scope creep b. Change control c. Strategic alignment of the project d. Employee turnover

d. Project final report Most probably the project sponsor is asking you to prepare the project's final report as all of the mentioned sections are part of a final report. The rest of the choices are project documents that do not have these sections, especially the validation information for the final project deliverables. This also implies that the project is in the closing phase. [PMBOK® Guide 6th edition, Page 127]

The project sponsor has asked you to prepare a summary level description of each phase of the project, and also include a summary of the validation information for the final project deliverables. Which document is the sponsor asking you to prepare? a. Project management plan b. Project charter c. Project scope statement d. Project final report

b. Full deliverables of incremental business value. Agile approaches prefer working products/features rather than partially developed products/features. Incomplete or partial deliveries are not required as they don't have business value. On the other extreme, one delivery at the end of the project is a waterfall approach. Agile teams focus on complete deliverables of incremental business value. [Agile Practice Guide, 1st edition, Page 77]

Traditional approaches govern vendor relationships by fixed milestones or phase gates focused on intermediate artifacts. On the other hand Agile approaches require: a. Partial but frequent deliveries. b. Full deliverables of incremental business value. c. Incomplete deliverables at the end of each iteration. d. One delivery at the end of the project.

c. Most likely, Optimistic, Pessimistic Most likely, optimistic, and pessimistic are the three-point estimates used during the Estimate Activity Duration process. [PMBOK® Guide 6th Edition, Page 201]

Traditionally a team has estimated activity duration as a single point estimate based on their past experience. You are now influencing the team to change this attitude and encouraging them to come up with a three-point estimate for each activity. What are the three-point estimates used during the Estimate Activity Duration process? a. High probability, Low probability, Standard Deviation b. Best-case, Worst-case, Historic Average c. Most likely, Optimistic, Pessimistic d. Most likely, Most dangerous, Highest Risk

a. Work Breakdown Structure (WBS) The WBS is a hierarchical decomposition of the work to be performed by the project team. It defines the total scope of the project. It represents the work specified in the currently approved project scope statement. [PMBOK® Guide 6th edition, Page 157]

You are currently auditing a troubled project. You have observed that although the project was initiated and planned in accordance to the organizational project management framework, subsequent scope creep and firefighting has now diluted the project's scope. You are now looking for the source of truth on this project. Which of the following defines the total scope of the project and represents the work specified in the current approved project scope statement? a. Work Breakdown Structure (WBS) b. Bill of Material (BOM) c. Requirements Breakdown Structure (RBS) d. Project Charter

a. Through conversations with stakeholders, team members, and senior management. You should not limit your choices but as the first step initial information should be collected from stakeholders, team members and senior management. The preferred communication method is always face-to-face communication. [Agile Practice Guide, 1st edition, Page 76]

You are currently conducting a culture assessment for an organization. As a first step, you want to identify areas where organizational emphasis is often applied. How should you start collecting this information? a. Through conversations with stakeholders, team members, and senior management. b. Through review of lessons learned from completed project. c. Through review of enterprise environmental factors. d. Through review of organizational policies and procedures.

d. Critical Path Method The critical path method is not a technique commonly used to align the timing of activities with available resources. The critical path method is a technique used to establish a rough timeline fitting the project's work activities within the deadlines defined in the scope statement. [PMBOK® Guide 6th edition, Pages 210, 211]

You are currently developing a tentative schedule for your project at a time when the project resources haven't been confirmed by the organization. At this stage, you may utilize any project scheduling tool that doesn't require alignment of project activities to the availability of the required resources. Which technique is NOT commonly used to align the timing of activities with available resources? a. Resource Leveling b. Resource optimization c. Resource Smoothing d. Critical Path Method

a. The WIP limits are shown at the top of each column. On a Kanban board, the work in progress (WIP) limits are shown at the top of each column. [Agile Practice Guide, 1st edition, Page 66]

You are leading an Agile project. The team has proposed using a Kanban board to manage the team's work in progress and spot bottlenecks. The following work flow has been agreed on for the Kanban board: Ready -> Develop and Unit Test -> Dev-Done -> System Test -> Done. If the team wants to limit its WIP, where are these limits shown on the board? a. The WIP limits are shown at the top of each column. b. The WIP limits are shown in the "Done" column. c. The WIP limits are shown in the "Ready" column. d. The WIP limits are shown against each work item.

a. Ask the analyst to help the modelers complete the processes. Agile teams work as a unit. In order to control the work flow, items in "work in process" has to be limited. If the bottleneck is with the modeling work, analysts should be encouraged to help the modelers complete the processes before new work is taken on. Hiring more modelers seems a lucrative option but that should not be your first course of action. Further, prior to taking such a step, some further analysis would be required. [Agile Practice Guide, 1st edition, Page 66]

You are leading are enterprise process mapping project. Your team consists of process analysts and modelers. Process analyst are responsible for gathering process knowledge from organizational SMEs and passing it on to the modelers to map the process. Halfway during the first iteration you noticed that work is getting accumulated in the "Work in Process" and few of these items are being moved to the "Completed" section of your Kanban board. Upon a detailed inspection, you found out that the analysts' throughput is greater than the modelers' throughput, and as a result fewer processes get drafted than what get started. What should you do first? a. Ask the analyst to help the modelers complete the processes. b. Hire more modelers. c. Hire more analysts. d. Remove some analysts from the team to create a balance.

b. Decomposition The decomposition technique allows the project manager to create smaller and more manageable pieces of work from the larger work packages. [PMBOK® Guide 6th edition, Page 185]

You are managing a complex construction project and are due to meet a contractor in a few days. The contractor has explicitly asked you to present the list of activities you wish to include in the contract. You know the project scope but haven't yet developed the list of project activities. As you create the activity list, which technique is recommended for subdividing the project into smaller components called activities? a. Deconstruction b. Decomposition c. Rolling Wave Planning d. Expert Judgment

a. Resource Histogram The correct response is Resource Histogram. This bar chart illustrates the number of hours that a project, department or project team will be working each week or month over the course of the project. The chart can include a horizontal line that represents the maximum number of hours available for a particular resource. Bars that extend beyond the maximum available hours indicate the need for a resource leveling strategy. [PMBOK® Guide 6th edition, Pages 220, 719]

You are managing a complex construction project that would require services of a huge number of human resources. The list of all required project resources have been compiled and now you are looking for a tool that would provide a visual representation of human resource allocation to a project, number of working hours, and availability on the project. Which of the following should you use? a. Resource Histogram b. Organization Breakdown Structure (OBS) c. Staff release plan d. Resource Breakdown Structure (RBS)

a. Work with stakeholders to review required documentation. If the stakeholders require extensive documentation, the role of a servant-leader is to work with them to review the required documentation, assist with creating a shared understanding of how Agile deliverables meet those requirements, and evaluate the amount of documentation required so team can spend more time delivering a valuable product instead of producing exhaustive documentation. [Agile Practice Guide, 1st edition, Page 35]

You are managing a productivity monitoring and reporting system. The stakeholders have historically required all projects to produce exhaustive documentation. You do not want to produce exhaustive documentation on your project as that impedes the team's agility. How should you approach this problem? a. Work with stakeholders to review required documentation. b. Organize a briefing on the Agile Manifesto. c. Ignore documentation requirements on all Agile projects. d. Park all documentation requirements and only consider them once the project is finished.

b. Completed deliverables not accepted by customers must require a change request for defect repair. Validate Scope is the process of formalizing the acceptance of finished deliverables. In this process, stakeholders or customers give formal acceptance of the completed deliverables. The accepted deliverables are forwarded to the Close Project or Phase process. If there are any completed deliverables that they do not accept, a change request for defect repair must be initiated. [PMBOK® Guide 6th edition, Page 166]

You are working with your customers on completing deliverables in your electronic parts manufacturing project. Since these parts will be exported to other countries, they will need more testing before your customers accept them. In this scenario, which of the following statements about the completed deliverables is correct? a. Deliverables formally accepted by customers must be moved to organizational process assets. b. Completed deliverables not accepted by customers must require a change request for defect repair. c. Deliverables formally accepted by customers are forwarded to the validate scope process. d. Completed deliverables not accepted by customers must be forwarded to the close project or phase process.

c. The organization's approach is Agile as the project management approach is rooted in the Agile Manifesto. The organization's approach is Agile as the project management approach is rooted in the Agile Manifesto. It is not necessary to use any of the established Agile approaches; an Agile approach can be developed from scratch as long as it adheres to the mindset, values, and principles of the Agile Manifesto. [Agile Practice Guide, 1st edition, Page 99]

You have been hired as a consultant to review the project management practices of an organization. You conduct a thorough review of project management methodology, tools and techniques used by the organization and found out all of these have been developed from scratch in the organization and none of these are well-established techniques in the Agile community. However all of these adhere to the mindset, values and principles of the Agile Manifesto. What is your view on the organization's approach to project management? a. The organization's approach is not Agile since it is following a traditional approach. b. The organization's approach is not Agile since all of the practices have been developed from scratch. c. The organization's approach is Agile as the project management approach is rooted in the Agile Manifesto. d. The organization's approach is not Agile since none of the practices are well-established Agile approaches.

a. Project charter The project charter is not a valid response. The other choices are data that can be presented in a work performance report. [PMBOK® Guide 6th edition, Page 112]

You have been successfully managing a construction project for over eight months. Today you received an email from your company's PMO inviting you to present your project's performance at the company's headquarters in two days. Due to the short notice, rather than creating a performance report from scratch, you are now collecting a number of existing project artifacts so that you can quickly put together a performance report. Which of the following is not an example of data that may be presented in a performance report? a. Project charter b. Schedule variance c. Earned value d. Quality metrics

c. Requirements to project risk Requirements Traceability Matrix is an output of the Collect Requirements process. It is used for tracing requirements to project scope, objectives, and test strategy. Tracing requirements to project risk is not a valid use. [PMBOK® Guide 6th edition, Page 149]

You have recently been hired as a project manager for complex process digitization project. The project is part of a larger program that is currently being managed using waterfall practices. You want to try Agile approaches on your project but are required to maintain a Requirements Traceability Matrix for compliance with program governance requirements. The Requirements Traceability Matrix helps in tracing all the following except: a. Requirements to project scope b. Requirements to project objectives c. Requirements to project risk d. Requirements to test strategy

a. Risk Register The risk register helps a project manager document and track identified risks and countermeasures that might impact the project. [PMBOK® Guide 6th Edition, Page 417]

You have recently completed a series of workshops where you have invited key stakeholders to brainstorm on all potential project risks. For each identified risk, you also requested the stakeholders to propose response strategies. What tool should you use now to document these identified project risks and their mitigation strategies? a. Risk Register b. Risk and Evaluation Plan c. Critical Path Method d. Schedule Network Analysis

c. Investigate the issue and determine the root cause. If there is a defect in the product, it is your responsibility to fix it even if the product meets the documented specifications. You must issue a change request to fix this defect but prior to that, you need to investigate the issue and determine the root cause. Only once the root cause is known, you will be able to issue a change request. [PMBOK® Guide 6th edition, page 292]

You have recently delivered a product to a customer that took you over 18 months to build. The product was built specifically for this customer under a contract with specific product specifications. Testing missed a defect and the product went into production causing customer complaints. The product meets the specifications in the contract as the contract only specified high-level product requirements and didn't specify design details. What should you do first? a. Issue a change request to fix the defect. b. Fix the issue but bill the customer for any additional charges incurred. c. Investigate the issue and determine the root cause. d. Notify the customer that the product is compliant but you are willing to consider fixing this issue.

b. Project scope statement The Project scope statement lists and describes the specific project assumptions associated with project scope and the potential impact of those assumptions if they prove to be false. The assumptions listed in the detailed project scope statement are typically more numerous and detailed than the project assumptions listed in the project charter. [PMBOK® Guide 6th edition, Page 154]

You have recently taken over a struggling project as the new project manager. You have discovered that the previous project manager didn't pay much attention to risk management processes and as a result a number of issues have now popped up for which you have no contingency plans in place. You want to start a detailed investigation and are now looking for a detailed list and description of specific project assumptions associated with the project. Which document should contain this? a. Project charter b. Project scope statement c. Project configuration document d. Change management plan

c. Project vision or purpose and a clear set of working agreements. The charting process helps the team learn how to work together and coalesce around the project. At a minimum, for an Agile project, the team needs the project vision or purpose and a clear set of working agreements. [Agile Practice Guide, 1st edition, Page 49]

Your company has recently been awarded a complex project and you have started to acquire project resources. You want to create a project charter so that the project team develops an understanding of how to work together. At a minimum, for an Agile project, what needs to be included on the charter? a. Product and sprint backlog. b. Project assumption, constraints and scope. c. Project vision or purpose and a clear set of working agreements. d. Project risks and timelines.

c. Parametric estimating Leads and lags, schedule compression and critical path method are tools in the Control Schedule process. Parametric estimating is not a tool of this process. [PMBOK® Guide 6th edition, Page 222]

Your current construction project is struggling to keep up with the baseline schedule. You and the team believe that the project can still be completed in time given that the project schedule is tightly controlled going forward. As a result, you and the team members are sitting together and reviewing the project's Control Schedule process and the applicable tools and techniques. All the following are tools of the Control Schedule process except: a. Critical Path Method b. Schedule compression c. Parametric estimating d. Leads and lags

b. Analogous Estimating Analogous cost estimating is typically less costly but also less accurate than other cost estimating techniques. It uses the actual cost of previous, similar projects as the basis for estimating the cost of the current project. It is more reliable when the previous projects are similar in fact and not just in appearance, and the persons estimating have the needed expertise. [PMBOK® Guide 6th edition, Page 200]

Your organization has to initiate and deliver a project quickly in order to remain compliant with the recent regulations. The organization is willing to take the risk of estimating the project costs quickly and a bit inaccurately in contrast to wasting precious time on accurate estimations. Which of the following estimating techniques will cost less but is also typically less accurate? a. Resource Cost-based Estimating b. Analogous Estimating c. Parametric Estimating d. Bottom-up Estimating