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B. Discuss with stakeholders to review the project scope to be revised to available budget and contract condition. Since the project is stopped due to local currency depreciation, only viable option is to discuss with stakeholders to review the project scope to be revised to available budget and contract condition. Negotiate with the contractor to keep project budget as planned is incorrect as the budget is kept as per plan but local currency value dropped. Request the project sponsor to increase project budget to complete the project is incorrect as the project is already stopped which means that sponsor does not want to increase budget. Propose to terminate the project is incorrect as it will not achieve the goal to overcome the condition and execute the project.

A project manager who owns a product is at the mid-way point of the project. The project manager finds there is a financial condition in the project's contract regarding local currency and the exchange rate. The local currency value dropped, which led to the project being stopped. What should the project manager do to overcome the condition and execute the project according to the updated schedule baseline? A. Negotiate with the contractor to keep project budget as planned. B. Discuss with stakeholders to review the project scope to be revised to available budget and contract condition. C. Request the project sponsor to increase project budget to complete the project. D. Propose to terminate the project.

A. Review the business case and project goals to understand the organization's strategic objectives. Review the business case and project goals to understand the organization's strategic objectives is the correct option. To successfully lead a project, the PM must first understand the purpose of the project and what the goals and deliverables are. This is part of the project initiation.

A project sponsor gives the project charter to a newly assigned project manager. What should the project manager do first? A. Review the business case and project goals to understand the organization's strategic objectives. B. Build and train the project team and assign project tasks with specific milestones to monitor progress. C. Construct the project schedule and define the critical path in a way that minimizes risk. D. Negotiate changes with the project sponsor to establish a realistic project baseline.

C. The new process resulted in benefits that could be applied to future projects. This new technology has resulted in improved performance. This needs to be documented in lessons learned so that future projects can benefit from this. The other answers are true, but are not the best response.

A project team successfully achieved a key milestone. To do this, the team met critical technical requirements on a new process, and then used the process to develop the first of several similar deliverables. Why should the project manager document the lessons learned repository? A. The information recorded can provide input into organizational performance appraisals. B. The project team can use the lessons learned repository to train the team responsible for the similar deliverables. C. The new process resulted in benefits that could be applied to future projects. D. The costs of the new process should be recorded so the budget can be updated.

Risk Register

A repository in which outputs of risk management processes are recorded. Information in this can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other info used to get a high-level of understanding of individual risks.

Acceptance Criteria

A set of conditions that is required to be met before deliverables are accepted

Timebox

A short, fixed period of time in which work is to be completed

D) Prioritize the risk by using a probability and impact matrix.

A stakeholder says that the potential of a wildfire should be considered a high-priority risk to a major project. Another stakeholder disagrees and thinks it should be regarded as a low-priority risk because the area has not experienced a wildfire in the last 10 years. What should the project manager do to address this? A) Prepare a risk report describing the overall risk exposure. B) Develop a risk mitigation plan to reduce the impact of the threat. C) Establish a contingency reserve to handle the threat if it occurs. D) Prioritize the risk by using a probability and impact matrix.

A team is working on a project using a hybrid approach, and they are facing a lot of obstacles and blockers from some stakeholders. What should the project manager do to improve project performance? A. Add blockers to the issue log and risk management plan. B. Ask stakeholders to communicate with the project manager and not directly with the team. C. Empower the team members to remove obstacles and blockers. D. Address and remove obstacles and blockers for the team.

Fixed Price Incentive Fee Contract (FPIF)

A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.

Cost Plus Fixed Fee Contract (CPFF)

A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).

Cost Plus Incentive Fee Contract (CPIF)

A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.

Firm Fixed Price Contract (FFP)

A type of fixed-price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller's costs.

A US$5 million budget project is being executed. To date, the planned value is US$950,000, the actual cost is US$930,000, and the earned value is US$960,000. What is the current status of the project? A. Ahead of schedule and under budget. B. Behind schedule and over budget. C. Ahead of schedule and over budget. D. Behind schedule and under budget.

A. Ahead of schedule and under budget. CV = EV - AC = 960,000 - 930,000 = 30,000 SV = EV - PV = 960,000 - 950,000 = 10,000 Positive cost variance means under budget, and positive schedule variance means ahead of schedule. CPI = EV/AC = 960,000/930,000 = 1.03; SPI = EV/PV = 960,000/950,000 = 1.01 The CPI is 1.03 and the SPI is 1.01. Positive CPI and SPI indicate the project is ahead of schedule and under budget. This question and rationale were developed in reference to: Advanced Project Management A Structured Approach 4th Ed (1/1/2004) Frederick Harrison and Dennis Lock/Gower Publishing Co./16/214 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/7.4.2.4/222 [Item]

Team members are making revisions to the deliverables with little attention to ensuring the revisions are properly documented. When questioned, the team members reply that the revisions are relatively minor. What part of the project management plan should the project manager review with the team? A. Change management plan B. Quality management plan C. Requirements management plan D. Scope management plan

A. Change management plan The change management plan defines the process for managing change in the project. Revisions are changes and should be managed according to the plan. Depending on what the revisions are, the change management plan should indicate if other project documents should be changed. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/8/322 [Item]

A project needs resource support from a new supplier to complete a project phase running over budget and schedule. The project manager wants to have the option to increase the supplier's scope if the work progresses well. The supplier's hourly rates should not vary for the duration of the project, but the supplier could earn a bonus payment for exceeding goals. Which contract type best suits the project manager's needs? A. Fixed price incentive fee (FPIF) B. Cost plus award fee (CPAF) C. Cost plus incentive fee (CPIF) D. Firm fixed price (FFP)

A. Fixed price incentive fee (FPIF) A Fixed Price Incentive Fee Contract (FPIF) is a type of contract where the buyer pays the seller a set amount (as deﬁned by the contract), and the seller can earn an additional amount if the seller meets deﬁned performance criteria. The other answer choices are incorrect. The cost plus award fee (CPAF) is a contract that allows the seller to be reimbursed for the costs of performing the work and earn an additional amount for excellent performance. A cost-plus-incentive-fee (CPIF) is a method of cost-reimbursement contract that presents an incentive for the contractor to keep the costs of performing the word as low as possible. A firm-fixed-price (FFP) contract provides for a price that is not subject to any adjustment on the basis of the contractor's cost experience in performing the contract. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/12.1/472 [Item] | Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (2013) Harold Kerzner/John Wiley & Sons / Eleventh Edition//25882 [Item]

[Agile] A project manager has started a new project with a 24 month timeline. Soon after the kickoff, the sponsor informs the project manager that the timeline needs to be shortened to 6 months. What should the project manager do in this scenario? A. Focus on developing a minimum viable product (MVP) by referencing the product backlog for items with the highest prioritization that can be completed in the new timeline. B. Refer to the product backlog to identify the items that can be completed in the shortest amount of time and add them to the project to complete in the new timeline. C. Work with the sponsor to increase the budget to hire vendors to develop the deliverables in the compressed timeline. D. Implement fast tracking and record this timeline change in the risk register.

A. Focus on developing a minimum viable product (MVP) by referencing the product backlog for items with the highest prioritization that can be completed in the new timeline The best approach to meet such an aggressive timeline is to re-evaluate the scope based on stakeholder value, and focus on the highest priority features that can be delivered within the allotted time, i.e., the concept of Minimum Viable Product (MVP). Simply identifying the items in the product backlog that take the least time to complete is incorrect, as it does not consider stakeholder value, and could result in a product with lots of low-value features. The choices for increasing the budget to hire more resources (crashing) and fast tracking (parallel pathing tasks normally done in series) are incorrect. Although they represent common ways to compress a timeline and retain the full scope, it is questionable whether a project schedule could be shortened by 75% with these techniques. It is more realistic to concentrate on a reduced scope (MVP) that delivers the highest priority features. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //Chapter 2/ [Item Agile Project Management: Creating Innovative Products, Second Edition FINAL THOUGHTS

A supplier of a critical component for a construction project notifies the project manager that the component will be significantly late. Because this risk had been identified during project planning, the cost baseline contains an adequate contingency reserve. What should the project manager do next? A. Identify a supplier that can provide the component within the amount of the reserve. B. Order the component from another supplier and submit a change request to the change control board (CCB). C. Review the risk response plan and the statement of work for the next steps and a penalty clause for late delivery. D. Update the project schedule and the lessons learned repository

A. Identify a supplier that can provide the component within the amount of the reserve Realizing that project delivery is the prime focus, the project manager needs to assess alternatives without concern for the potential budget impact. Once a viable alternative is identified, they can present their case to the sponsor for a decision. So, identifying a supplier that can provide the component within the amount of reserve is the right choice. Ordering the component from another supplier without considering the reserve is not the right choice. Updating the project schedule and reviewing the statement of work for late delivery won't solve the current situation. That is equal to accepting the project delay. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/12/465 [Item] | The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/26/60 [Item]

A project team developed 100 products according to the project charter. The project manager tasks the team with evaluating all 100 of the products against the quality metrics to identify defects. What is the project team performing? A. Inspections B. Statistical sampling C. Requirement traceability D. Quality function deployment

A. Inspections An inspection is the examination of a work product to determine if it conforms to documented standards. The results of inspections generally include measurements and may be conducted at any level. The results of a single activity can be inspected, or the final product of the project can be inspected. Inspections may be called reviews, peer reviews, audits, or walkthroughs. In some application areas, these terms have narrow and specific meanings. Inspections also are used to verify defect repairs This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/8.3.2/302 [Item] | The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM//2746 [Item]

[Agile] At the end of an iteration, a team member tells the project manager that a planned task is unfinished because of an issue that appeared days ago but could not be resolved. Why should the project manager discuss the issue during the retrospective to prevent this type of situation in the future? A. It is a timely opportunity to discuss issues and ideas for improvement to encourage team-based problem solving. B. It allows the project manager to address the issue during a demo, which leads to high levels of buy-in from the team members. C. The team member will have the opportunity to resolve the issue before the retrospective. D. The project manager can emphasize how to maximize the time available to resolve the issue.

A. It is a timely opportunity to discuss issues and ideas for improvement to encourage team-based problem solving The retrospective allows issues with the execution approach to be identified and discussed in a timely fashion along with ideas for improvements. Retrospectives are a primary tool to manage project knowledge and develop the team through discussions of what is working well and team-based problem solving. A retrospective does not require presenting a demo, so that choice is not correct. In addition, nothing in the question suggests that a demo would be helpful in preventing recurrence of the issue. The other choices speak to resolution of the issue at hand, but do not answer the question, which asks how a retrospective might help in preventing future occurrences. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/Apendix X3/X3.3.3 [Item]

[Uncertainty Performance Domain - Threats] List the 5 alternative strategies to be considered for dealing with threats.

1. Avoid - threat avoidance is when the project team acts to eliminate the threat or protect the project from its impact 2. Escalate - Escalation is appropriate when the project team or the project sponsor agrees that a threat is outside the scope of the project 3. Transfer - involves shifting ownership of a threat to a third party to manage the risk and to bear the impact if the threat occurs 4. Mitigate - in threat mitigation, action is taken to reduce the probability of occurrence and/or impact of a threat 5. Accept - acknowledges the existence of a threat, but no proactive action is planned.

What tools or techniques are suitable for monitoring risks? (Choose 2) A. Data analysis B. Affinity grouping C. Risk Transference D. Risk audits

A and D. Data analysis and Risk audits The correct answer is data analysis and risk audits. Monitoring risks provides the assurance that risk responses are being applied, verifies whether they are effective, and, as necessary, initiates corrective actions. Periodic audits should be performed to determine strengths and weaknesses in handling risks within the project. Data should be analyzed and documented throughout the risk management process. Audit measurements and data analysis provide a reliable understanding of the status of risks. The other answer choices are incorrect. Affinity grouping involves classifying items into similar categories or collections on the basis of their likeness. Common affinity groupings include T-shirt sizing and Fibonacci numbers. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]

Cost Plus Award Fee Contract (CPAF)

A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit.

Resource Management Plan

A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled

Epic

A large, related body of work intended to hierarchically organize a set of requirements and deliver specific business outcomes

Analogous Estimating

A method for estimating the duration or cost of an activity or a project using historical data from a similar activity or project

Swarm

A method in which multiple team members focus collectively on resolving a specific problem or task

Lean Startup Canvas

A one-page template designed to communicate a business plan with key stakeholders in an efficient and effective manner

D. Create the lessons learned register early in the project and update it regularly. The key benefits of the lessons learned process are that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases. This process is performed throughout the project.

A project manager is assigned to a complex project with multiple milestones. Many tasks need to be completed simultaneously and there is no float in the schedule. Because management is watching this project closely and plans to use it as a model for similar future projects, an accurate lessons learned register is essential. What should the project manager do? A. Invite key stakeholders to create a lessons learned register and share it with team members. B. Engage knowledge transfer managers to contribute to a shared repository as appropriate. C. Create the lessons learned register as part of the project charter and amend it when issues are resolved. D. Create the lessons learned register early in the project and update it regularly.

When preparing the project management plan, a project manager developed a stakeholder engagement plan that analyzed and documented stakeholder expectations. When the project was nearing completion almost a year later, certain stakeholders stated that they were not satisfied with the project deliverables because their expectations had not been met. What could have been the cause of this incongruity? A. The stakeholders never signed off on the project management plan or the stakeholder engagement plan. B. The project manager neglected to record the stakeholders' changing expectations throughout the project's life cycle. C. The project manager failed to meet with the sponsor periodically to ensure alignment with project goals. D. The stakeholders were not kept up-to-date with the changes to the project charter.

A. Kal will be more motivated by purpose, which will help to overcome challenges. Awareness of the project's purpose boosts motivation and perseverance.The other answer choices are incorrect. For not using the technical jargon alone Kal will not be more valued by management. There is no guarantee that by focusing on end results alone, Kal can avoid making technical mistakes. From Kal's description alone, we can't conclude whether Kal is willing to take on roles with more responsibility or not. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/five-team-leadership-principles-project-success-6250 [Item Davis, D. L. (2011) article citation : "" The key to building vision is that that every person who is actively involved or affected by the project needs to be able to relate to the vision in his daily activities... This helps build rapport and the necessary buy-in from those people to realize the project. ... Let it constitute their motivation and passion. ""]

Three team members share a common role but describe it differently:Eli: "I write JavaScript code."Ann: "I am developing inventory software."Kal: "I am working on a solution to increase product sales." Why is Kal more likely to perform better in the project? A. Kal will be more motivated by purpose, which will help to overcome challenges. B. By not using technical jargon, Kal will be more valued by management. C. By focusing on the end result, Kal will avoid making technical mistakes. D. Kal's description shows ambition to take on roles with more responsibility.

A project team has fallen behind schedule on some tasks. The project manager reprioritizes some of the remaining tasks, but these changes do not resolve the scheduling problem. What should the project manager do next? A. Notify stakeholders according to the process specified in the communications management plan. B. Perform a what-if scenario analysis to calculate possible schedule outcomes for the total project. C. Revise the stakeholder engagement plan to update the process of informing stakeholders of delays. D. Request a formal change to the risk register definitions to resolve the scheduling problem.

A. Notify stakeholders according to the process specified in the communications management plan.

A project manager was assigned to a new project where the requirements are vague. What should the project manager do? A. Perform scope management B. Identify stakeholders C. Gather requirements D. Meet with project team

A. Perform scope management The project manager should perform scope management to ensure that the project includes only the work required to complete the project successfully, especially with vague requirements. The other answer choices are incorrect. Identifying stakeholders is part of the solution but not the entire solution to the question. Data gathering techniques are not required at this point in time and meeting with the project team is a necessary activity in the definition of scope but is only a component of the solution. This question and rationale were developed in reference to: https://snippets.pmi.org/snippet/use-process-assets-and-define-scope/ [Item] | PMBOK Guide Sixth Edition (2017) /PMI// [Item]

A project manager joins a project early in its implementation phase. The project manager needs to be able to compare planned versus actual dates and determine the progress that has been made compared with the schedule baseline. What can the project manager use to find this information? A. Project management information system (PMIS) B. Resource calendar C. Project charter D. Key performance indicators (KPIs)

A. Project management information system (PMIS) PMIS is an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. Resource Calendar contains calendar based resource assignment. Project Charter is high level document which doesn't include the project progress.KPI are tools to used to measure progress. This question and rationale were developed in reference to: e-Reads (No Date) //Determining Project Requirements/9 [Item]| PMBOK® Guide--Fifth Edition (No Date) PMI///110 [Item]

[Assess and Manage Risks] A project manager learned that the project deliverables will not meet the quality requirements unless a change is made to a component. After issuing a formal change request, the project manager emailed details of the change to all stakeholders. Most stakeholders received the information promptly and are fully aware of the change. However, the project manager finds out that some stakeholders did not receive the email or did not read it. What could the project manager have done to prevent this? A. Reviewed the communications management plan. B. Developed a detailed work performance report. C. Met with the project sponsor to discuss communication. D. Questioned the stakeholders about technological literacy.

A. Reviewed the communications management plan. The correct answer is to review the communications management plan. A communications management plan is a component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated. Communication is the most important factor in engaging with stakeholders effectively. Project success is dependent on effective communication and the communication medium used influences the effectiveness of communication. Before deciding to send emails to all stakeholders, the project manager should have first reviewed the communications management plan to confirm that email communication is effective for all stakeholders. Typically, preferred communication methods vary from stakeholder to stakeholder, based on a multitude of factors. The other options are incorrect because they do not preemptively address the core issue. In this case, some stakeholders had no problems with the emails. For others, email was clearly not the most effective way to communicate. The project manager could have avoided the confusion by reviewing the communications management plan and disseminating the information in the stakeholders' preferred medium. This question and rationale were developed in reference to:PMBOK Guide Seventh Edition (2022) /// [4.2.2 COMMUNICATION MODELS]

A project team has opened an online forum for internal discussions about the project, separate from the communications management plan. The project manager was unaware of this account and discovered that some of the online conversations were unauthorized. What should the project manager do first? A. Tell the project team to close the forum. B. Document the issue in the issue log. C. Revise the communications management plan. D. Remove all unauthorized conversations.

A. Tell the project team to close the forum. The project manager should first tell the project team to close the unauthorized online forum. This is because the forum could create a number of problems, such as communication silos, security risks, and compliance issues. The other answer choices are also important, but they are not as critical as closing the unauthorized online forum. Once the unauthorized online forum has been closed, the project manager should then document the issue in the issue log, revise the communications management plan, and meet with the project team to discuss communication expectations. This question and rationale were developed in reference to: Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/10/416 [Item]| PM & Project Network Techniques, 7th Ed (Oct 24 2005 12:00AM) Keith Lockyer & James Gordon/Prentice Hall/1.1.3/377 [Item]

During the development phase of a construction project, key stakeholders approved a project budget. The team identified risks and appropriate risk responses. However, during project execution, an unexpected local health emergency halted and delayed work on the project. This event type was not identified as a risk or listed in the risk register. The team decides that this issue must be mitigated, which would incur additional costs. How should the project manager address this unforeseen budgetary overrun? A. Use the management reserve to cover the cost. B. Identify potential ways to exploit the risk. C. Use the contingency reserve to cover the cost. D. Develop cost and performance baselines.

A. Use the management reserve to cover the cost. The correct answer is to use the management reserve to cover the cost. Since the health emergency was unforeseen, the management reserve would be the appropriate resource to cover the cost or mitigation. A management reserve is the amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen work that is within the project scope. Risk exploitation addressed opportunities, not threats. Risk exploitation is a response strategy whereby the project team acts to ensure that an opportunity occurs. Further, the question states that the issue must be mitigated, so the risk response has already been determined. A contingency reserve is the time or money allocated in the schedule or cost baseline for known risks with active response strategies. This option is incorrect because the risk was not known. The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results. This question and rationale were developed in reference to: PMBOK Guide Seventh Edition (2022) /// [2.4.2.4 Budget] [2.8.5.1 Threats] [2.8.5.3 Management and Contingency Reserve]

D. Implement the fallback plan as it was already in the overall project plan. Since the fallback plan already exists and is part of project plan, the team should implement the fall back plan. All other options are incorrect as the fallback plan already exists and is part of project plan. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/11/439 [Item] | The Agile Practice Guide (No Date) PMI/PMI/5/59 [Item]

An agile project is in its final iteration. During the standup, the project team sees that they will be unable to finish all planned tasks for a sprint. The risk response plan accounted for this situation and a fallback plan was already developed. What should the project manager do next in this scenario? A. Meet with the project owner to discuss the issue and proposed fallback plan. B. Meet with the stakeholders to discuss the issue and proposed fallback plan. C. Meet with the sponsor to discuss the issue and proposed fallback plan. D. Implement the fallback plan as it was already in the overall project plan.

Visual Data and Information

Artifacts that organize and present data and information in a visual format, such as charts, graphs, matrices, and diagrams

Which of the following represents levels of risk attitude? A. Conservative, moderate, and liberal B. Risk-averse, risk-neutral, risk-tolerant, risk-seeking C. Risk-mitigating, risk-avoiding, risk-transferring, risk-accepting D. High, medium, and low E. Positive, negative, and indifferent

B Risk-averse, risk-neutral, risk-tolerant, and risk-seeking The correct answer is risk-averse, risk-neutral, risk-tolerant, and risk-seeking. Risk attitude is a disposition toward uncertainty, adopted explicitly or implicitly by individuals and groups, driven by perception, and evidenced by observable behavior. The correct answer is therefore the one that cites the averse, neutral, tolerant, and seeking attitudes towards risk as a characteristic of the stakeholders. The stakeholder register contains details of the project's stakeholders and provides an overview of their project roles and their attitude toward risk on the project. Risk attitude information is useful in determining roles and responsibilities for managing risk on the project, as well as setting risk thresholds for the project. Conservative, moderate, and liberal are not risk attitudes. Risk-mitigating, risk-avoiding, risk-transferring, and risk-accepting are risk response strategies. High, medium, and low are gradients that can be used for qualitative risk assessment. Positive, negative, and indifferent are not risk attitudes. This question and rationale were created in reference to: PMBoK 6th ed. / par. 11.1.1.3 PMBoK 6th ed. / par. 11.5.2.4 e-Reads//Practical Project Risk Management: Atom methodology, figure 2-5 [Item] e-Reads//Risk and Decision Analysis in Projects, 2nd edition, Glossary, risk attitude [Item]"]

The project manager arranges a meeting to ensure that stakeholders understand that the project's expected business value aligns with the organization's strategy. What key areas should be reviewed in a project kick-off meeting? A. Cost, schedule, risks, and WBS B. Goals, objectives, benefits, and risks C. Benefits, effort, and resources D. Schedule, benefits, and WBS

An organization hires a project manager familiar with hybrid project management to assist transitioning from traditional to agile project management. The project teams are not familiar with adaptive methods and have not kept project documentation current. What should the new project manager do in this scenario? A. Send a personalized email to each team member with detailed instructions on how they should incorporate agile techniques in their roles. B. Organize a session with the entire project team to introduce the benefits of adaptive methods and how to implement them. C. Email all project team members insisting on the importance of maintaining accurate documentation. D. Meet with the project team to conduct a retrospective session.

B. . Organize a session with the entire project team to introduce the benefits of adaptive methods and how to implement them. Interactive training with the team is always more effective than just electronically sharing documentation. The other answer choices are incorrect. Retrospective session will not buy team support for transition.Emailing all project team members insisting on the importance of maintaining accurate documentation is not an option as documentation is not a issue defined in question. This question and rationale were developed in reference to: Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/ [Item Segment Team War Room/Variations]| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//8.8/Loc. 9343 [Item]

A project to expand a municipal building is on schedule and within budget. During excavation for the foundation, the project manager learns that the new addition will cover the ruins of a historical site. As a result, the construction will need to be moved to a different location. What should the project manager do first? A. Negotiate with the historical site manager to continue building. B. Assess the impact of the change and develop a revised project plan. C. Obtain permits for the new location. D. Immediately change locations and hire additional resources.

B. Assess the impact of the change and develop a revised project plan. The project manager should first assess the impact of the change before taking any other action. This includes understanding the significance of the historical site, the cost of moving the construction, and the impact on the project schedule and budget. Once the impact has been assessed, the project manager can then develop a revised project plan that takes into account the change. This may involve changing the scope, schedule, or budget of the project. The other answer choices are incorrect. Negotiating with the historical site manager to continue building is not a feasible option. The project manager is obligated to protect the historical site, and the historical site manager is unlikely to agree to allow the construction to continue. Obtaining permits for the new location is a necessary step, but it should not be done before the project manager has assessed the impact of the change and developed a revised project plan. Immediately changing locations and hiring additional resources is neither a practical nor feasible option. This question and rationale were developed in reference to: PMBOK® Guide--Fifth Edition (No Date) PMI/PMI Inc/4.5/ [Item]| Project Management & Project Network Techniques (10/24/2005) Keith Lockyer & James Gordon/Prentice Hall/5/38 [Item]

A project manager determines that a project has completed 75 percent of its activities, has a schedule performance index (SPI) of 1.03, and a cost performance index (CPI) of 0.9. What should the project manager do next? A. Identify parallel activities to reduce the critical path. B. Develop a bottom-up estimate for the remaining work. C. Determine if the reserve contingency is sufficient. D. Prepare a change request for the project budget.

B. Develop a bottom-up estimate for the remaining work. CPI of < 1 means the project is over budget. The project manager should be proactive in understanding the remaining costs of the project. Bottom-up estimating is a method of estimating detailed component of work. The cost of individual work packages or activities is estimated to the greatest level of specified detail. Reserve contingency fund is last resort funds, Parallel activities may have increased cost and rework. This question and rationale were developed in reference to: Earned Value Project Management - An Overview (No Date) Quentin W. Fleming and Joel M. Koppelman/Project Management Institute, Inc/Appendix/3842 [Item]

[Agile] The stakeholders and project team working on an agile project meet with the project manager at the end of an iteration. The project manager learns that the schedule is slipping, although all work was planned to meet the high-level objectives outlined in the project scope. What should the project manager have done to keep the project on track? A. Worked with the team to understand their expectations of using the agile approach. B. Empowered team members to self-organize specific tasks to meet the objectives. C. Prioritized work that could have had an early finish to allow for early benefits realization. D. Selected and sequenced the work in order to meet the high-level objectives.

B. Empowered team members to self-organize specific tasks to meet the objectives. For agile projects, rather than a project manager prioritizing, selecting, and sequencing work, they should ensure that higher-level objectives are explained and the team members are empowered to self-organize specific tasks as a group to best meet those objectives. This leads to the creation of practical plans with high levels of buy-in from the team members. The other answer choices are incorrect. The project manager does not prioritize work or select and sequence the work. The agile team prioritizes work after the product manager has decided on a Minimum Viable Product (MVP). Working with the team to understand expectations does not address prioritizing work. This question and rationale were developed in reference to: Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/1/22

The project management plan states that an occurence count per defect type must be documented and represented. What should the project manager create to meet this requirement? A. Cause-and-effect diagram B. Histogram C. Affinity diagram D. Design for X (DfX) guidelines

B. Histogram Histograms show a graphical representation of numerical data such as number of defects per deliverable, ranking of the cause of defects, count of noncompliant processes, etc. They are a good general representation of a metric. Cause-and-effect and Affinity diagrams are tools for analysis but not general presentation. "Design for X" is a planning approach intended to prevent defects, but isn't a presentation method for actual or planned metrics. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2.2.4/ [Item] | Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/20.9/ [Item]

[Agile] During the fourth iteration of an agile project, the customer requests a technical change to the development of the project deliverable. What should the project manager do in this situation? A. Update the project scope for this change and inform the sponsor B. Inform the project team of the request, have them decide how to proceed with development, and have them coordinate the changes with the stakeholders. C. Work with the stakeholders to decide how best to proceed and communicate the process changes to the project team. D. Calculate the impact of the customer's request on the schedule performance index (SPI) and communicate this to the sponsor.

B. Inform the project team of the request, have them decide how to proceed with development, and have them coordinate the changes with the stakeholders The best choice is for the project manager to notify the team of the request, and have them proceed with the development. The other choices involve first approaching the sponsor or stakeholders, which is not correct. The customer requested a technical change, which is within the team's scope to decide how to address. Since this is an agile project, the team will consider the change and develop options, and involve the appropriate stakeholders. This question and rationale were developed in reference to: Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//9/ [Item] | O'Reilly Platform (No Date) /// [Item Team Empowerment: 20 Ways to Get There by Glenn Parker, Published by HRD Press, 2010, Empowered to do what?

[Agile] A project team has an after-hours get-together. One of the team members who was recently hired and new to the team did not receive an invitation to the get-together. At the next few standups, the new employee is visibly upset and does not participate much during the sessions. How should the project manager address this situation? A. Schedule another after-hours get-together and invite the new team member. B. Meet with the new team member to talk about their concerns. C. During the next standup, ask the new team member to participate more. D. Invite the new team member to meet after-hours to discuss the project.

B. Meet with the new team member to talk about their concerns "Meet with the..." (Correct option) The individual may be affected by the situation, however, the distraction could be something entirely unrelated. While the Servant Leader should empower the team, this is a sensitive issue which is best handled at an individual level. The other options do not address the question as there is a lack of investigation into the root cause. This question and rationale were developed in reference to: Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//7/117 [Item]

[Assess and Manage Risks] A project manager learns that in-house resources are insufficient to produce a critical component of a deliverable. This poses a significant threat. The quality of the component is integral to the project, and the in-house resources cannot guarantee high-quality output. In response to this threat, the project manager decides to outsource the production of the component by contracting a third-party vendor. Which threat response strategy did the project manager use? A. Accept B. Mitigate C. Enhance D. Escalate

B. Mitigate The correct answer is mitigate. A threat is an event or condition that, if it occurs, has a negative impact on one or more objectives. In threat mitigation, action is taken to reduce the probability of occurrence and/ or impact of a threat. Early mitigation action is often more effective than trying to repair the damage after the threat has occurred. The project manager acted to reduce the probability of the threat associated with the development of a project-critical component. The other answers are incorrect because they do not align with this situation. Threat acceptance acknowledges the existence of a threat, but no proactive action is planned. Enhancement refers to opportunities, not threats. In opportunity enhancement, the project team acts to increase the probability of occurrence or impact of an opportunity. Escalation is appropriate when the project team or the project sponsor agrees that a threat is outside the scope of the project or that the proposed response would exceed the project manager's authority. This question and rationale were developed in reference to: IT Project Management, 7th Ed. (7th) Kathy Schwalbe///chapter 11, p467 [Item] PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats]

[Agile] A project manager is working with a new team on an agile project. The team is regularly missing milestones and are unable to meet the pace of the sprints. How should the project manager proceed? A. Contact the sponsor to see if additional budget can be made available to incent the team members financially to improve performance. B. Reference earlier sprints completed by the team and modify future sprints to align with the team's velocity to enable success. C. Reach out to stakeholders to identify individuals with more experience to replace the slower project team members. D. Train the team on how to use Kanban to improve their overall performance.

B. Reference earlier sprints completed by the team and modify future sprints to align with the team's velocity to enable success "Referencing earlier sprints..." (Correct option) The best indicator of team capacity is the historical velocity metric and the delivery plan should take that in account prior to any solid commitment by the team. "Contact the sponsor..." additional compensation will not necessarily lead to increased productivity. "Additional budget" will not determine the velocity of the team. Agile is all about team velocity and not "individuals with more experience". "Kanban" helps to limit work-in-progress for better efficiency. This question and rationale were developed in reference to: Coaching Agile Teams (00/00/0000) Lyssa Adkins//Coaching at the beginning/75 [Item]

A project is in the execution phase, and product testing is almost complete. A team member proposes that the testing can be fast-tracked by removing some of the tests. The team member believes this will help to finish the job earlier and give the project more float. What should the project manager do? A. Request more information from the team member. B. Reject the team member's proposal. C. Discuss this proposal with the project team. D. Ask the quality manager to consider the proposal.

B. Reject the team member's proposal Removing certain tests is a risky move, and can't be done just to fast-track the project. The Project Manager should have considered all tests while assigning time for the testing phase. If the project is progressing as per the assigned time, no review of tests is needed, and the proposal should be rejected. This question and rationale were developed in reference to: Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/11/400 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/8/293 [Item]

B. The project manager neglected to record the stakeholders' changing expectations throughout the project's life cycle. As referenced in The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right, keeping stakeholders informed about the project through frequent information distribution ensures timely engagement of stakeholders to support resolution when necessary.The other answer choices are incorrect. Even if the project stakeholders were to have signed off on the PMP, a long duration project requires the engagement of the stakeholders through project execution. Although the project sponsor is a stakeholder, the question refers to "certain stakeholders" which would go beyond that of the project sponsor. There is no reference to the project charter having been changed. This question and rationale were developed in reference to: The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/8/Requirements Management Plan [Item]| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/91/Actively Manage Expectations [Item]

[Agile] After monitoring a product's development after the first three releases, the product owner wants to launch a product even though it lacks some features identified in the minimum viable product (MVP). A stakeholder is not satisfied with this version and feels it needs to meet the previously agreed-upon MVP definition. How should the project manager proceed? A. Review the positives and negatives of releasing the product in its current format and bring this analysis to the project sponsor to decide. B. Work with the stakeholder and the product owner to try and find alignment but support the product owner as they are ultimately responsible for the product. C. Schedule a meeting with all stakeholders and the product owner to review the project's Pareto Chart. D. Empower the project team to decide how to proceed as the product's development is the project team's responsibility.

B. Work with the stakeholder and the product owner to try and find alignment but support the product owner as they are ultimately responsible for the product "Work with the stakeholders..." (Correct option) On agile projects, teams are empowered to make decisions. It is important to support the team through the process. In Agile, a product owner is responsible for refining and prioritizing the items in the back log. "Review the positives..." This option is not correct because the product owner must be involved to resolve the issue and assist with the decision. "Schedule a meeting..." A Pareto chart is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. Reviewing Pareto chart is not going to help us in this scenario "Empower the project team..." The project team would not prioritize the items in the back log. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //4.1 How Do You Stimulate an Agile Culture?/ [Item Agile Leadership Toolkit: Learning to Thrive with Self-Managing Teams]

A project manager is conducting product testing and has identified several quality issues. The project manager wants to identify and address the root cause. What should the project manager do? A. Analyze the results of an affinity diagram. B. Analyze the results of a histogram. C. Analyze the results of a fishbone diagram. D. Analyze the results of a matrix diagram.

C. Analyze the results of a fishbone diagram. The project manager should use a fishbone diagram to identify the root cause of the quality issues. The fishbone diagram will help to visualize the relationships between different causes and effects, which will help the project manager to identify the root cause of the issues. The other answer choices are incorrect. They are not as effective in identifying the root cause of quality issues because they do not show the relationships between different causes and effects. This question and rationale were developed in reference to: Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/8/320 [Item]| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/273 [Item]

A project manager has been made aware of a recent weather event that could potentially impact the project. Forecasters are unable to predict the path or strength of the event. Any delays would extend the project's finish date and cause cost overruns. What should the project manager do first? A. Notify the stakeholders and revise the budget. B. Take preventive action based on new information. C. Check the risk register for more risk information. D. Record information about the event in the issue log.

C. Check the risk register for more information The correct answer is to check the risk register for more information. Before doing anything, the project manager should review the risk register. A risk register is a repository in which outputs of risk management processes are recorded. It is important to check whether or not the risk had been identified during the planning process, or if it is an emergent risk. If the risk was previously identified, the risk register would have the information needed to address the risk. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks. From there, the project manager can address the risk appropriately. The other answers are incorrect because the risk register should be reviewed before making any revisions or taking preventative actions. An issue log is used to record and monitor information on active issues, and the event has not occurred yet, and may not occur. This question and rationale were developed in reference to:PMBOK Guide Seventh Edition (2022) /// [4.6.2 LOGS AND REGISTERS] [3.10 OPTIMIZE RISK RESPONSES]

A project manager is working on a complex project with resources from multiple countries. What should the project manager develop to ensure the resources have access to the information they need? A. Organizational process asset (OPA) addressing organizational culture and structure. B. Organizational project management (OPM) framework. C. Communications management plan. D. Horizontal hierarchical focus.

C. Communications management plan. A communications management plan is developed to ensure that the appropriate messages are communicated to stakeholders in various formats and various means as deﬁned by the communication strategy.The other answer choices are incorrect. OPA is the plans, processes, policies, procedures and knowledge base specific to, developed by, and used by, the organization - and which you actually use in the management of the project. It is not OPM because that is the framework used to align project, program and portfolio management practices with organizational strategy and objectives, and customizing or fitting these practices within the organization's context, situation, or structure.It is not horizontal hierarchical focus because that refers to the way an organization is structured a horizontal hierarchical structure refers to a flat organization with few management levels This question and rationale were developed in reference to: Management of Technology, 1st Ed (5/25/2005) Hans J. Thamhain/Wiley/9/231 [Item]| PMBOK Guide Sixth Edition (2018) PMI/PMI/10/330 [Item]

A project manager completed plans for a project and submitted all documents for approval but did not allocate time for delays in obtaining approvals. In addition to selecting a risk owner to address this potential risk, what should the project manager have done? A. Asked the risk owner to escalate with approvers so that approvals are obtained as soon as possible. B. Adjusted the project plans by lowering work completion estimates so that the work can be completed on time despite the delay. C. Developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies. D. Used a real options analysis to perform an economic analysis of alternative risk response strategies.

C. Developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies The correct answer is developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies. In situations where there are only a few possible outcomes from an area of uncertainty, the project team can prepare for each of those outcomes. This entails having a primary solution available, as well as having backup or contingency plans in case the initial solution is not viable or effective. Where there is a large set of potential outcomes, the project team can categorize and assess the potential causes to estimate their likelihood of occurrence. This allows the project team to identify the most likely potential outcomes on which to focus. The other options are incorrect because they are reactionary and the question asks what would have been done in addition to selecting a risk owner to address this potential risk. This question and rationale were developed in reference to: PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats] PMBOK® Guide—Fifth Edition (5th) PMI/PMI//Section 11.5.2 Plan Risk Responses: Tools and Techniques, Page 343 [Item] | Prac Stnd for Proj Risk Management (Jul 1 2009 12:00AM) Project Management Institute/Project Management Institute//Ch 5.4 Documenting the Results of the Identify Risks Process, Page 29 [Item]

[Agile] The director of security compliance is upset because the compliance team has not been informed about the product design decisions taken by the agile team members over the past five iterations. What should the project manager do to start correcting the situation? A. Invite a delegate from the security compliance team to attend the daily standup meetings. B. Ask the security compliance director to assign a delegate from the compliance team to work full time with the agile team. C. Meet with the security compliance director to determine a strategy to fulfill the compliance requirements. D. Ask the product owner to increase the budget to add iterations for the re-work needed for compliance.

C. Meet with the security compliance director to determine a strategy to fulfill the compliance requirements The project manager should interactively collaborate to understand and implement the key stakeholder's needs throughout the project duration, rather than assume a specific method of interaction. The other answer choices may come after meeting with the security compliance director and reviewing the compliance requirements. This will start correcting the situation. This question and rationale were developed in reference to: Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//13/234

A project manager discovers a difference between the planned rate at which a product performs and the actual rate. This performance metric was not defined in the project management plan. The project manager needs to determine if any action needs to be taken. In which process group does the project manager make this type of determination? A. Closing B. Initiating C. Monitoring and Controlling D. Executing

C. Monitoring and Controlling Monitor and control is the phase you are in when you are comparing the planned results with the actual results and it is the correct answer Executing is the phase in which the work is being completed, but this is a specific action to examine metrics, rather than complete the tasks. Neither Initiating or Closing phases are appropriate to this task, though these monitoring activities continue throughout the project. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/4/100 [Item]

[Agile] A project manager has been assigned to a big project. The project sponsor would like the project manager to perform a stakeholder analysis. Which points should the project manager consider while performing this analysis? A. Interests, rights, ownership, knowledge, and contribution. B. Interests, requirements, rights, knowledge, and impact. C. Power, impact, influence, requirements, and expectations. D. Project role, impact, rights, knowledge, and interests.

C. Power, impact, influence, requirements, and expectations. While performing stakeholder analysis, the project manager should consider the power dynamics, the impact stakeholders may have on the project, their level of influence, and their requirements and expectations. This information helps the project manager understand the stakeholders' perspectives, engage with them effectively, and manage their involvement in the project. The other answer choices are incorrect because they either miss or incorrectly state some key aspects of stakeholder analysis. This question and rationale were developed in reference to: PMBOK Guide 7 pg 11 section 2.1.1.2 Understand and Analyze Stakeholders

A project's workload is high and resources are overloaded. Management decides to add new members to the stakeholder community to better manage the stakeholders' engagement. This information was just shared with the project manager. Which document should the project manager first revise? A. Communications management plan B. Issue log C. Project organization chart D. Procurement management plan

C. Project organization chart Since the information is new, the logical first choice is to update the project organization chart to reflect the changes. The options on updating all other documents is only required if the new members should be reflected in those documents. This question and rationale were developed in reference to: Adv PM: A Structured Approach 4th Ed (Jan 1 2004 12:00AM) Frederick Harrison and Dennis Lock/Gower Publishing Co.//page 980 [Item]| PMBOK Guide Sixth Edition (2017) ///10.1.3.1 COMMUNICATIONS MANAGEMENT PLAN [Item]| PMBOK® Guide--Fifth Edition (5th) PMI/PMI//Chapter 12 page 373 [Item]

[Agile] During the past five iterations, an agile project team has made decisions about the product design. The director of security compliance has learned about these design changes and is concerned because the compliance team was not informed about these decisions. What should the project manager do to address the director's concerns? A. Ensure that a security compliance team member attends every future daily standup. B. Request the director of security compliance to assign a security compliance team member to join the project team. C. Set up a meeting with the director of security compliance to identify and implement a process to meet compliance requirements. D. Meet with the project owner to reverse the changes that the project team made without consulting the security compliance team.

C. Set up a meeting with the director of security compliance to identify and implement a process to meet compliance requirements "Set up a meeting..." (Correct option) The project manager should interactively collaborate to understand and implement the stakeholder needs throughout the project duration, rather than assume a specific method of interaction. "Ensure that a ...) Security issues are not the subject of every meeting hence attendance at every meeting can result in a waste of time for the security representative. "Request the director..." A permanent security representative on the team is a possible waste of resources as security issues are not discussed every day. "Meet with the project owner..." This option is counter productive due to possible unnecessary rework that can be caused by reversing the changes and then having to reimplement them. This question and rationale were developed in reference to: Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//13/234

[Agile] A project management organization needs to assess the performance of two project teams. Both projects have the same scope of work, but Team 1 works virtually and has calculated 100 story points, while Team 2 works in the office and has calculated 80 story points. Which team has the better performance? A. Team 1 because they work virtually. B. Team 2 because they work in the office. C. Team 1 with 100 story points performed better than Team 2 with 80 story points. D. Team 2 with 80 story points performed better than Team 1 with 100 story points.

C. Team 1 with 100 story points performed better than Team 2 with 80 story points. In Agile project management, story points are a measure of effort and complexity for the work to be completed. A higher number of story points indicates a larger amount of work. Therefore, Team 1, which has completed 100 story points, has accomplished more work than Team 2, which has completed 80 story points. The number of story points completed is a key performance indicator in Agile projects, and higher values generally indicate better performance. The other answer choices are incorrect. The opposite scenario suggests that Team 2 performed better despite having fewer story points. This challenges the assumption that higher story points indicate better performance. Team location does not necessarily factor in performance. In this case, the virtual team performed better than the in-office team. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //14.6.1.7/ [Item Book: Agile foundations] | O'Reilly Platform (No Date) //2/ [Item Agile Metrics in Action: How to measure and improve team performance by Christopher W. H. Davis

An organization has a policy that the project owner must be notified immediately of any project budget changes. A project has used support personnel longer than initially planned, resulting in spending more than was allocated in the budget. What should the project manager do to manage the project budget? A. Provide the change review board an updated budget accounting for the additional personnel costs of the project. B. Immediately halt the use of support personnel, replacing them with current project team members. C. Work with the current project team, discuss methods to lower costs by sharing resources between other projects. D. Charge the support personnel's additional hours against the project's contingency reserve.

C. Work with the current project team, discuss methods to lower costs by sharing resources between other projects. Cost can be optimized by sharing resources with another project. Through discussions with the project team, cost optimization through resources sharing can be the best approach to manage the project budget. This question and rationale were developed in reference to: Agile Estimating and Planning (No Date) Mike Cohn//Part 1/9 [Item What Makes Planning Agile]| The Agile Practice Guide (No Date) PMI/PMI/6.4/79 [Item]

D. Address and remove obstacles and blockers for the team. As per the new ECO task 1.7: Address and remove impediments, obstacles, and blockers for the team. This also falls into the servant leadership role a PM needs to have in Agile and hybrid environments. As a top priority, the need for the Project Manager is to remove the obstacles and blockers. The other answer choices are incorrect. Documentation is not a priority in Agile hybrid environments, hence adding blockers to the issue log and creating risk management plan can be done as a secondary step and hence is not the correct answer. The scenario described in the question does not indicate that the stakeholders are communicating with the team directly, hence this choice is not the correct answer. This question and rationale were developed in reference to: Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//27/382 [Item] | O'Reilly Platform (No Date) //6/ [Item Agile Foundations - Principles, Practices ans Frameworks by Peter Measey (2015)]

[Agile] A team member is working on a critical task for a project, and approaches the project manager immediately before the start of a project meeting and informs the project manager that the task was not completed on time. What should the project manager do? A. Dismiss the team member from the meeting and ask him/her to continue working on the task. B. Reallocate the task to another team member and emphasize the importance of finishing it on a time. C. Send an e-mail to the whole team and ask them for support in completing this specific task. D. During the meeting, review all open tasks with the team and jointly decide on which action to take.

D. During the meeting, review all open tasks with the team and jointly decide on which action to take The best choice would be to review all open tasks during the meeting and use the team's collective wisdom in assessing options and deciding how to proceed. While the project manager might lead the discussion, the team can come up with more options than the project manager alone. The other choices are not the best, as they focus on efforts of a single team member or completion of a single task, while excluding other perhaps more creative solutions. This question and rationale were developed in reference to: Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/312

A project sponsor approves a significant change to a project scope that requires additional services from the provider. What should the project manager do? A. Initiate a change request. B. Conduct a performance review. C. Review work performance data. D. Employ the contract change control system.

D. Employ the contract change control system. If the project sponsor has approved the change, the change request has already been initiated. A performance review, and work performance data, would be used to measure the provider's performance against the current contract, which does not reflect the new change. The project manager should use the contract change control system to add the approved change to the current contract with the provider. This question and rationale were developed in reference to: PMBOK® Guide--Fifth Edition (5th) PMI/PMI/Section 12.3.2 Control procurements/p 383

Prior to the implementation of a system upgrade, a team member discovers a critical defect in the current system that must be fixed. What should the project manager do? A. Implement the fix and install it with the upgrade. B. Notify the operational manager, as this is not a project issue. C. Take no further actions since the project scope has been finalized. D. Notify the project sponsor and execute the Perform Integrated Change Control process.

D. Notify the project sponsor and execute the Perform Integrated Change Control process. Due to the critical defect in the current system there is a need for the generation of the Project Integrated Change Control. The correct answer is: ""Notify the project sponsor and execute the Perform Integrated Change Control process" The other answer choices are incorrect. Implement the fix... implies there is a workaround and this is not stated in the question. Notify the operational manager.. again, there is no workaround stated in the question. Take no further actions... it does not help to have a product that is not fully functional. This question and rationale were developed in reference to: IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Chapter 4, Pg. 171 [Item] | PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item 4.6 Perform Integrated Change Control] | PMBOK® Guide--Fifth Edition (5th) PMI/PMI//4.5 Perform Integrated Change Control Pg. 94 [Item]" As per PMBoK Sixth Edition: Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans. This process is performed throughout the project.

While closing out a product development project, a project manager learns that a team member is providing product technical support to the customer. This support is out of scope for the project but is necessary for operation of the product. What should the project manager do before formally closing the project? A. Apply an organizational project management (OPM) framework to integrate operations into the project objectives. B. Document the need for technical support in the lessons learned register. C. Meet with the project sponsor to negotiate a new project management plan for operations. D. Request the change control board (CCB) to approve the additional scope.

D. Request the change control board (CCB) to approve the additional scope. The question notes that there is necessary work for the operational use of the product but it is not currently included in the project scope. The correct option to request the CCB to approve and formalize the additional scope ensures that this is work is documented as required when the work is being handed over upon project closure. The other answer choices are incorrect because do not address or improve the current situation or address the issue. This question and rationale were developed in reference to: Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/13/428,429 [Item]| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.3.1/ [Item]

[Agile] A key stakeholder has submitted several requests for new functions for a product under development. The project manager just completed the scope definition for the product's next version release and communicated the scope statement to all stakeholders. What should the project manager do next? A. Revise the communications management plan to define the number of new feature and function requests that can be submitted. B. Review the acceptance criteria for the product deliverables as defined in the scope statement. C. Meet with stakeholders to emphasize their alignment with product objectives and the goals of the project. D. Review the scope management plan to determine how new functionality requests are to be accommodated.

D. Review the scope management plan to determine how new functionality requests are to be accommodated The scope management plan documents how the project and product scope will be deﬁned, validated, and controlled. The key benefit of this document is that it provides guidance and direction on how scope will be managed throughout the project. The other choices are incorrect, as they have nothing to do with handling NEW changes to project scope. This question and rationale were developed in reference to: Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/5/188-191 [Item] | PMBOK Guide Sixth Edition (2017) //X3.3.3 EXECUTING PROCESS GROUP/

A project manager is conducting risk identification based on high-level scope and expert judgement. What information in the project charter could support risk identification? A. Summary of project roles and responsibilities B. Detailed requirements and scope C. Project communication matrices D. Stakeholder interest

D. Stakeholder interest The Project Charter summarizes high-level information about project and product. It includes a general risks list developed using expert judgement technique. Individuals experienced in similar projects or area, familiar with source of risks, or either individuals familiar on how the organization approaches risks, can contribute to risk identification process. Summary of project roles and responsibilities does not address question, and would not be in the charter. Detailed requirements and scope would not be in the charter. The charter would be at a higher level and not detailed. Project communication matrices does not address question, and would not be in the charter. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/11/404 [Item 11.1.2.1 Opinião Especializada] | PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/79 [Item 4.1.2.1 Opinião Especializada] | PMBOK® Guide—Fifth Edition (5th) PMI/PMI//4.1 Develop Project Charter. Pg. 66 [Item] | Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//Chapter 6 Project Initiation and Execution. 6.1.6 Other Factors. Pg. 225. [Item] | Project Managers Portable HandBook, 3rd Ed (2010) ///7.1.5 Sequence of Planning Actions [Item]

[Agile] A project manager and team have worked together in a predictive project management environment for five years. The organization has decided to implement agile project management and trains the project manager on this approach. The team begins their next project using agile, but after five sprints the team still is dependent on the project manager to make decisions related to the project. How can the project manager help the team? A. Regularly provide the team members feedback on all tasks. B. Inform the team that they can make their own decisions. C. Appoint a different project team with agile project management experience. D. Support the team and mentor them on how they can make their own decisions related to the project.

D. Support the team and mentor them on how they can make their own decisions related to the project The correct choice would be for the project manager to support and mentor the team in making its own decisions. While predictive project management relies on the project manager to direct the work, agile emphasizes self-organizing teams. Since the team in this question had been operating in a predictive environment, they need training in agile methods, which the project manager should promote. Simply informing the team that they can make their own decisions is inadequate; the team needs more support in adopting agile practices. Regularly providing team members feedback on all tasks would be reverting to predictive practices, and does not promote an agile environment. Appointing an experienced agile team instead of developing the current one is unfair to the existing team, and in doing so, the PM would be shirking their responsibility to support the team. This question and rationale were developed in reference to: Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//10/185 [Item] | O'Reilly Platform (No Date) //5 Key 3: Begin Devoloping Teams to Replace the Hierarchy/10 [Item The 3 Keys to Empowerment by John P. Carlos; Alan Randolph; Ken Blanchard

A technology project for a multinational bank is in the testing stage. The project manager learns that a security breach has exposed the personal data of thousands of end users. The project sponsor suspends work while the cause is investigated. The threat of a security breach was identified during the risk management planning process, and the impact is significant. What should the project manager do? A. Refer to the stakeholder engagement plan to determine the risk owner. B. Perform a decision tree analysis to calculate the optimal path to resolution. C. Meet with the project sponsor to negotiate a new requirements management plan. D. Update the issue log and review the risk response strategy outlined in the risk register.

D. Update the issue log and review the risk response strategy outlined in the risk register. The correct answer is to update the issue log and review the risk response strategy outlined in the risk register. Before taking action, the issue must be documented in the issue log and the risk register must be reviewed to determine how to respond to this issue. When threats occur, they are called issues and are listed in the issue log. An issue log is used to record and monitor information on active issues. Since the threat of a data breach has occurred, it must be documented in the issue log. The project manager must also review the risk register. A risk register is a repository in which outputs of risk management processes are recorded. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks. The risk of the breach was identified, therefore the risk register should contain information on the agreed-upon risk response strategy and other related information. Referring to the stakeholder engagement plan to determine the risk owner is incorrect because the risk owner is documented in the risk register. A stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote the productive involvement of stakeholders in project or program decision making and execution. Performing a decision tree analysis is incorrect because it is a risk analysis tool that should have been conducted when the team was analyzing risks. A decision tree analysis is a diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty.

[Agile] A project manager is responsible for a new agile project that is global in nature. After a few sprints have been completed, the quality assurance team, based in a different country from the PM, has generated a long defect list. The PM is certain that these issues are not related to project quality, but are from language misinterpretation. What should the project manager do to address these issues A. Request additional budget to hire a local quality assurance team. B. When the project is nearing completion, merge the development team with the quality assurance team to test the deliverables. C. Meet with the quality assurance team to criticize the list they provided. D. While performing sessions with the full project team, review the project requirements and their descriptions.

D. While performing sessions with the full project team, review the project requirements and their descriptions The best response is to review project requirements with the entire team at a meeting, so that a common understanding can be reached, since the project manager believes that language misinterpretations are the root of the problem. Criticizing the quality team is inappropriate, as there is no indication that they are performing incompetently. Since this is a global project, hiring a local team (which presumably speaks the project manager's language) will not address the project needs to have diverse representation, and would be unfair to the existing quality team. Merging the quality and development teams near the end of the project is unwise, as it may lose opportunities to address problems sooner. In addition, in many organizations, quality must be assessed by a department independent of other functions. This question and rationale were developed in reference to: Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/2/68

Empathy

Provides a foundation for understanding the motivations of others and these traits make individuals more able to contribute to collaborative, high performing teams.

A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help with this concern, the project team identifies four project risks and then evaluates both the probability of occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being the highest. Risk Probability Impact A 3 3 B 5 1 C 2 4 D 4 4 Based on the table, in what order should the project manager rank these risks (high to low) for risk management purposes? A. B, A, D, C B. B, C, A, D C. D, A, C, B D. C, D, A, B

Solution: C. D, A, C, B Risk severity is the product of probability and impact; the higher the product, the higher the risk is rated. In order, the values are: Risk D: 4 X 4 = 16 Risk A: 3 X 3 = 9 Risk C: 2 X 4 = 8 Risk B: 5 X 1 = 5 This being the case, C is the correct answer. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/11.1.3.1/ [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/11.5.2.9/ [Item]

Program Management

The application of knowledge, skills, and principles to a program to achieve the program objectives and obtain benefits and control not available by managing program components individually

Conformance

The degree to which the results meet the set quality requirements

Planning Process Group

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

The three pillars of Scrum are _________, __________, and ___________.

Transparency, Inspection, & Adaptation

Contingency reserves

______ reserves set aside to implement a risk response or to respond to risk events should they occur

Management reserves

________ reserves are set aside for unexpected activities related to in-scope work.

Project Charter

formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities

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