Pmp Exam

2,4,3,5,1 2. Analyze performance environment 4. Select development and delivery approach 3. Tailor for the organization 5. Tailor the project 1. Implement ongoing improvement

Arrange the following project-tailoring process steps in correct sequential order: 1. Implement ongoing improvement 2. Analyze performance environment 3. Tailor for the organization 4. Select development and delivery approach 5. Tailor the project

You are using expert judgment to help you schedule planning. Expert judgment includes consulting with individuals or groups who have experience in schedule development, schedule management, schedule control, schedule methodologies, or scheduling software.

As a project manager, you are responsible for ensuring that an accurate project schedule is created. As part of this process, you consult with individuals who have specialized knowledge in schedule development. Which tool or technique are you using?

Parametric estimating Parametric estimating uses characteristics of the project, historical data, and a mathematical algorithm to derive an estimate. The model used may be very simple (fiber-optic wiring will cost x amount per linear foot to install) or very complex (software development models that use multiple adjustment factors, each with multiple key points).

As the project manager, you decide to estimate costs using characteristics of the project, historical data, and a mathematical algorithm. Which type of cost estimating are you using?

the number of communication channels

As the project manager, you have created the communications management plan. The communications management plan lists several different communication technologies that you can use to distribute the project reports. You need to decide which communication technology to use. Which factors should NOT affect your decision?

Allen would refer to the risk register to find the agreed-upon risk response plan. implementing the agreed-upon response plan will help in mitigating the risk or in reducing the impact of the risk event.

At a food canning factory, four produce trucks from adjacent states could not reach the warehouse on time due to road construction. This delay is going to affect the delivery of the next batch. Allen Wayne, the project manager, wants to check the response plan to avoid missing the delivery date or to reduce the impact in case the products are not delivered on time. Which of the following documents should he refer to for obtaining the relevant information?

Stakeholder engagement plan

Before a project update meeting, you review a document that provides guidance on the methods you should use to guide stakeholder involvement in the project. Which artifact are you reviewing?

Inertia, diffidence, self credit Inertia can affect the formation of the self-organizing team. Inertia is the state of feeling comfortable in old habits and resisting trying new ways of doing things. This can be a major roadblock for a team to emerge as a self-organizing team as it impedes experimenting with other methods that could improve the efficiency of the team. Diffidence can affect the formation of the self-organizing team. Diffidence is the state of being hesitant towards interactions. People lacking in self-confidence might feel hesitant to interact with others to identify weak areas of the team. Self-organizing teams work in collaboration where every member of the team is required to actively participate in team discussions. Diffidence can severely affect the growth of the team as self-organizing. Self-credit can affect the formation of the self-organizing team. Self-credit refers to a condition where an

Ben has formed a team from a group of trained professionals for his new software development project. These professionals have been following traditional project management methodologies for a long time. With Ben's project, these professionals have now been introduced to agile. Ben wants these individuals to work together as a team and become self-organizing to manage project tasks on their own. Which of the following personality traits can negatively affect formation of the self-organizing team? (Choose all that apply.)

A constraint can be described as a factor that limits the options of the project team, Constraints are restrictions that affect the performance or scheduling of a project. Constraints limit the options afforded the project team. Project constraints include scope, quality, time (schedule), budget (cost), resources (both personnel and equipment), and risk.

Constraint can be described as

Initiate a change request as per the agreed procedure at the beginning of the project.

During a project status review meeting with a customer, you find that the customer is unhappy with the most recent project deliverable. After a detailed discussion, you realize that the customer's requirements changed after the project started, and now the specifications of the deliverables are not in tune with the current customer requirements. Because you have been interacting with the customer for all project-related queries, you discuss with the customer that these requirements seem to be new, but you will be responding to the customer. After reaching your office, you assess the impact of the changes. What should you do next?

You are performing the Stakeholder performance domain. By meeting with the functional manager to discuss the feature and to ensure that they understand the scope of the project, you are attempting to manage what the stakeholder expects from the project. As a project manager, you would use your interpersonal and management skills to resolve the stakeholder's issue.

During a recent project update meeting, a functional manager requested a new feature be added to the current project. This feature request was rejected during the Planning performance domain. You decide to hold a separate meeting with the functional manager to discuss this feature and to ensure that they understand the scope of the project. Which performance domain are you performing?

Additional risk response planning, or risk reassessment

During project execution you identify a risk that was not anticipated during risk planning. Which task will you need to perform to control this risk?

The high-performance stage is where the team members have achieved a level of performance THAT REQUIRES LESS SUPERVISION/oversight The Drexler/Sibbet team performance model identifies seven stages in developing the project team: 1. Orientation - At this stage, the purpose and mission of the project are identified and made known to the team members. 2. Trust building - The team gets to know each other at this stage, including the key stakeholders who may or may not take part in influencing the project. The skills and abilities of each member are identified. 3. Goal clarification - This stage is concerned with addressing the stakeholders' expectations, project requirements, and deliverables/expected outcomes. 4. Commitment - This stage answers the question of how the project's goals and objectives will be achieved. Milestone schedules, release plans, budgets, and resource requirements are defined. 5. Implementation -

During which stage of the Drexler/Sibbet Team Performance model do the project team members work together with less supervision?

Multiple critical paths would emerge for the project ES = EF of latest finishing predecessor activity + 1 • EF = ES of activity + duration - 1 • LF = LS of next activity -1 (unless last activity in path) if more than one activity, take the Ls of activity with smallest LS • LS = LF - duration + 1 • Slack = LS - ES or LF - EF

Examine the network diagram and task durations shown in the exhibit. If the estimated duration of Task F were increased by three weeks, what would be the result?

To review sprints and to approve changes

For any agile project, it is important to involve stakeholders throughout the project life cycle. For which of the following activities is stakeholders' participation absolutely required? (Choose all that apply.)

Implementing risk responses may lead to a change request affecting the budget and schedule baselines. Regularly reviewing risk helps ensure that new risks are discovered in a timely manner

Here are a few statements regarding project risk management A. Implementing risk responses may lead to a change request affecting the budget and schedule baselines. B. The project manager needs to determine the best strategies for dealing with project threats and opportunities. C. Regularly reviewing risk helps ensure that new risks are discovered in a timely manner. D. Risks are any negative event that if it occurs has a detrimental effect on the project. Which of these statements are TRUE?

This is the nominal group technique. In this technique, the group members first write down their ideas privately. Then the ideas from all the members are collated and discussed. Based on the discussion, ideas are assigned rankings and the highest ranked ideas are given preference.

In a group decision-making process, the following steps are performed:1. The group members record their ideas privately in writing.2. Each of the group members is asked in turn to provide one item from their list until all ideas are publicly recorded on a board.3. The group engages in a discussion of the listed ideas.4. The group provides ratings to the ideas and the decisions with high ratings being given preference.

The best choice you could make is to inform the stakeholder that the scope cannot be expanded. You must balance the needs of all of the stakeholders. If the scope is expanded, the customer's interests are managed, but the sponsor's interests are not. Therefore, the best choice will be to inform the stakeholder that the scope cannot be expanded.

In a meeting with some of the stakeholders, you are asked by a stakeholder to add work to the project scope. You will incur extra costs if you incorporate this extra work, but the project sponsor has already denied additional funds on your project. What is the BEST choice you could make in this situation?

The most likely root cause for the low output reported by the senior developers would be consistently low effort estimates of the work performed by the senior developers. Effort estimates in software development can be defined as the amount of resources (in hours or money) required to develop or maintain the software. A low effort estimate may result in a project taking a longer time to complete because the requirements analysis and work rate estimates were inaccurate.

In a systems implementation project, you have noted that the number of outputs logged by senior developers in the project monitoring tool are fewer than the outputs reported by junior developers. You are aware that senior developers have been handling the more complex development tasks and no defects have been detected so far on the changes they have developed. Which of the following would most likely be the cause for the lower output production of the senior developers?

Group mentoring tends to be performed the most at the beginning and towards the end of an Agile project. Unlike individual mentoring, group mentoring brings the whole team together during sprint planning, and shared commitments are built at this phase. Once the project commences, group mentoring is then reduced to allow the team members to perform their work. Group mentoring increases towards the end of the Agile project as the work is reviewed.

In an Agile project at wich phases are group mentoring performed the mest? (Choose two)

Match the given internal factors that can affect a project with the internal category into which they fit. Each factor will match with only one internal category.

Internal factors and categories should be matched in the following manner • Process asset - PMO templates • Data asset - Lessons learned from previous projects • Organizational culture, structure, and governance - Leadership style • Resource availability - Subcontractor agreements Internal environment factors include: • Process assets - includes tools, methodologies, approaches, templates, frameworks, patterns, or PMO resources • Governance documentation - includes policies and processes. • Data assets - includes databases, document libraries, metrics, data, and artifacts from previous projects • Knowledge assets - includes the tacit knowledge of team members, subject matter experts, and other personnel. • Security and safety - includes security and safety measures in place for facility access, data protection, confidentiality levels, and proprietary secrets. • Organizational culture, structure, and governance - includes organization's vision, mission, values, beliefs, culture, leadership style, hierarchy and authority relationships, organizational style, ethics, and code of conduct. • Geographic distribution of facilities and resources - includes work locations, virtual teams, and shared systems. • Infrastructure - includes facilities, equipment, organizational and telecommunications channels, information technology hardware, availability, and capacity. • Information technology software - includes scheduling software, configuration management systems, web interfaces on online systems, collaboration tools, and work authorization systems. • Resource availability - includes contracting and purchasing constraints, approved providers and contractors, and collaboration agreements. • Employee capability - includes general and specialized expertise, skills, competencies, techniques, and knowled

Formal knowledge-sharing procedures

Joel, a project manager, wants to make use of the project and organizational knowledge available within the project team to ensure that the appropriate knowledge-sharing activities are completed. Which of the factors that help manage project knowledge can be considered organizational process assets? (Choose two.)

Learning one's emotional triggers is one of the keys to self-management. These emotional triggers are events that could lead to emotional breakdowns. Being able to identify and effectively manage/control these emotional patterns can help in improving one's behavior and project performance.

Learning one's emotional triggers is one of the keys to:

rotate scheduled meeting time to accommodate the different time zones represented

Management expanded their search for talent to encompass multiple locations in order to recruit a candidate with the appropriate IT skillset to perform IT security management activities for a project. They successfully hired a candidate located in central Europe.However, due to time differences, setting up a meeting with the rest of the team, located in Asia, is a challenge. You need to ensure that the new team member feels a part of the team. As the project manager, which action would best help to address this issue?

There are two types of motivation that can be applied to improve a team's performance: intrinsic and extrinsic. Extrinsic motivation is rewards that can be earned or punishments that can be avoided by displaying a certain act. These are usually tangible benefits such as an increase in salary, a scholarship grant, avoiding of demerits, building up of muscles, bestowing gifts, and so on. Intrinsic motivation is intangible and often associated with an internal sense of achievement without expecting something in return. Examples are a mastery of new skills, a sense of autonomy and trust, proving innocence, boosting confidence, and uplifting mood.

Map the following motivations based on their correct type. Drag the motivations to the appropriate column based on whether the motivation is intrinsic or extrinsic. Each motivation is a single type.

External categories and factors should be matched like this: Marketplace condition - brand recognition • Regulatory environment - GDPR • Financial consideration - tarifis • Industry standard - PC-DSS

Match given external factors that can affect a project with external category into which they fit each factor will match with one external category

Project kick-off meeting - Orientation • Project milestones - Commitment • Deliverables acceptance criteria - Goal clarification The Drucker/sibbet team performance model identifies seven stages in developing the project team • Project team skills - Trust building

Match the given project activities with the Drexler/Sibbet model stage where they are completed. (Each project activity matches with a single stage.)

Mathew is managing a distributed team. A distributed team is one that is spread across geographical boundaries, utilizes global talent, and covers multiple time zones, yet communicates effectively using digital tools.

Mathew is a project manager of an online retail library project with HSBL Inc. He manages a team of 14 employees. He has created a Visual Studio Team System to keep the team project on track and to organize the user stories, product backlog, etc. Further, to hold daily scrum meetings, he uses Live groups for instant messaging within the team. He also actively uses virtual face-to-face communications, such as video-conferencing with Skype and Lync. What kind of team is Mathew managing with these tools?

stakeholder register

Nicole Martinez is a project manager at a printing house. She has to plan for the pigment, ink, glossy paper, and designs to be used on the brochure for a leading cosmetics brand Nicole needs information on the groups and individuals with an interest in her project. To which project document should Nicole refer?

Project stakeholders are best defined as:

Project stakeholders are best defined as people who may influence the project or who may be affected (either positively or negatively) by a project's outcome.

The project team values, agreements, and operating guidelines are written in the team charter. This document establishes the team norms and ground rules, including expectations on what is considered acceptable behavior by the team members. A team charter is a document that provides authority to the existence of the project.

Project team values, agreements, and operating guidelines are usually seen in a:

Compliance

Project——— ensure that laws and regulations that affect a projects outcome are analyzed to determine their effect on the project, and that measures are taken to conform with the laws and regulations.

Regarding effective management of dual reporting relationship, it is generally the responsibility of the project manager In a dual reporting relationship, an individual reports to more than one superior. This occurs in a matrix organization where an individual reports to both a functional manager and a project manager.

Regarding effective management of a dual reporting relationship, which statement is true

Robin should plan to release short and early deliverables. Agile methodology enables flexibility, even in complex situations. If Robin plans for short and early deliveries, she will understand the customer's requirements better and can implement changes at any stage of the development life cycle.

Robin is the project manager for a new project on software development using a traditional project methodology. She has collected all the client's requirements and is ready to start the planning phase. However, because of some specific software functionalities, she anticipates frequent interventions by the client during the software development life cycle. She decides to introduce agile principles to this project. Which agile principle will help this project be successful?

You should provide the customer with whatever work is already completed for the money already spent and begin closing the project. As a part of the Code of Ethics and Professional Conduct, you are expected to follow any ethical standards and principles that may govern your industry or your state.

The customer on a project tells you that they have run out of money to pay for the project. What should you do FIRST?

Explicit knowledge can easily be documented

The difference between explicit and tacit knowledge is that

enhance team performance. The purpose of team-building activities is to enhance team performance. Team-building activities include actions taken by both management and individual team members to enhance the performance of the team.

The purpose of team-building activities is

You are using negotiation. Any time you need to meet with other managers to obtain personnel or physical resources, you will need to use your negotiating and influencing skills.

To acquire resources, you meet with several warehouse managers to discuss physical resource assignments. Which model are you using?

set up periodic team building activities

To build trust and a good working relationship between virtual team members, a project manager should

Smoothing/accomodating In the scenario provided, the conflict resolution used was smoothing/accommodating because there is a difference in power/authority between Project A and B. Project B is for a long-time client with bigger stakeholders than Project A, and any delay will have a larger impact on the company. This was taken into consideration, and the project managers involved have agreed on deferring Project A.

Two client engagements, Project A and B, were discussed in the recent quarterly meeting. Both projects will start next month. The final contract for Project A will be signed next week, while the contract for Project B has already been signed, and meetings have been tentatively scheduled with stakeholders.However, resource constraints that affect both projects have been noted due to a sudden high employee turnover and lack of replacements. Because of this, management has called in the Project Managers and enumerated the potential impacts of project delays. Project B involves more significant stakeholders and a client with a long-term relationship with the company, and any delay would cost more than delaying Project A. Hence, the Project Managers agree to defer the implementation of Project A until Project B has completed Phase 2. What type of conflict resolution was used?

Time is of the essence. Unilateral decisions can be made by leaders when time is of the essence. Unilateral decisions are made solely by one party and are prone to error because they fail to consider the viewpoints of others, which may include subject-matter experts. While the decision is made quickly given the limited time, there is also the risk of demotivating people who are affected by the decision.

Unilateral decisions are most often done when:

Vincent should gather the information on the responses he could implement for the expected hailstorm and its risk from the risk register. The risk register contains the identified individual project risks that can influence the material, equipment, or supplies.

Vincent Smith, a project manager, learns that a hailstorm is forecasted to interfere with project work.Weather forecast was identified during project planning as a project risk. Due to the expected hailstorm. trucks may not be able to reach the factory warehouse on time, and thus the material required Tor completing the next batch of products may not be available. He wants to identify the possible responses he could implement. Which document should Vincent use to gather this information?

A lag. This is a delay in the successor activity. For example, if regulations require a 10-day review period for a submitted proposal, then any successor activity must have a lag of 10 days before it can start.

When sequencing project activities, the delay of a successor activity is also known as:

Incuming costs of purchasing raw materials would not require a change to the cost baseline. The cost baseline is a time-phased budget used for measuring and monitoring cost performance on the project. It is produced during the Planning performance domain and is calculated by adding up all of the cost estimates for a time period. It is usually displayed with the help of an S-curve, which plots cumulative costs on the y-axis against time on the x-axis. The cost baseline includes total funding requirements and periodic funding requirements.

Which action would NOT require a change to the cost baseline

Only the customer or the project sponsor can authorize the closure of a project. A project manager, functional manager, or stakeholder cannot authorize the closure of a project.

Which entity can authorize the closure of a project?

SPI schedule performance index SPl is an indicator of how the project is progressing with regard to its schedule. An SPI value of less than 1 indicates that the project is behind schedule, and an SPI value of greater than 1 indicates that the project is ahead of schedule. If your project had an SPI value of less than 1 you would probably crash the schedule, SPI equals earned value (EV) divided by planned value (PV).

Which indicator would you most likely use as a basis for crashing your schedule?

It would be appropriate to include a probability and impact matrix in the risk management plan. The risk management plan describes the details of how risk will be identified and analyzed, how responses to risk triggers will be managed, and how risk will be monitored and controlled throughout the project.

Which information would be appropriate to include in the risk management plan?

The Tuckman Ladder is least likely to be used during the Planning performance domain. The Tuckman Ladder is a project team development model. The project team is usually selected during the Planning performance domain. Team development occurs while the project work is being done. The Tuckman Ladder is used during the Team and Project Work performance domains.

Which model is LEAST likely to be used during the Planning performance domain?

principled The principled (also referred to as win-win or synergy) approach is the most suitable negotiation strategy when the parties involved are mature, have trust for each other, and are willing to look at the other party's point of view to identify the issues and provide a solution that will benefit both parties.

Which negotiation strategy is most suitable when both parties have trust for each other and are willing to look at the other party's point of view?

Time fragmentation is not a characteristic of servant leadership as it can negatively affect the streams productivity by redirecting them to perform non-critical tasks and become goals and objectives.

Which of the following is NOT a characteristic of servant leadership?

Shared ownership is an outcome of the Team performance domain, not the Stakeholder performance domain.

Which of the following is NOT an outcome of the Stakeholder performance domain?

Alternatives analysis is the most likely method to be used during the Planning performance domain. This method is also used during the Project Work, Delivery, and Uncertainty performance domains.

Which of the following methods is MOST likely to be used during the Planning performance domain?

Deciding on whether to negotiate or not is done after the goals and interests of each party have been defined.

Which of the following statements is FALSE regarding project negotiations?

It is a method of determining the amount of time a successor activity may be advanced or delayed with respect to a predecessor activity.

Which option best describes the technique of applying lags and leads to project activities?

It records project requirements and information needed to manage each requirement, including category, priority, and acceptance criteria.

Which option defines the purpose of the requirements documentation?

The stakeholder register is the project artifact that provides the name, position, location, and role in the project of each person actively involved or interested in a project. The register also includes an assessment of the stakeholder's knowledge, abilities, requirements, expectations, influence, and interest. Finally, each stakeholder in the stakeholder register is classified (internal/external, supporter/neutral/resistor, and so on).

Which project artifact provides the name, position, location, and role in the project of each person actively involved or interested in a project?

A change control board is responsible for approving or rejecting change requests

Which statement is true about a change control board

in a strong matrix organisation, most of the power rests with the project manager.

Which statement is true regarding a strong matrix organization?

You should use formal written communication for complex project issues. Complex issues tend to have complex effects on a project and often require significant work. Formal written communication is preferred in these instances and serves as documentation of the issue.

Which statement regarding forms of communication is true?

The buyer and the seller

Which two entities are legally bound by a procurement agreement

Discuss with your superior about new prospects and your superior's plans for you.

While working as a project manager on a large project, you receive an offer for employment by one of the customer's subcontractors. Before being staffed on this project, your company wanted you to sign a contract that would forbid you from quitting before the project is complete. Due to project pressure and urgency, you started work without signing this contract, and your company did not follow up on the request. The project is 50% complete, and the subcontractor wants you to join his company immediately. What should you do?

If the vendor completes all of the work specified in the procurement statement of work (SOW), the contract is considered to be completed.

While working on a project, Nancy, the project manager, has awarded a few contracts to vendors. One of these vendors has completed all of the work specified in the procurement statement of work (SOW). However, the vendor has not completed one of the tasks communicated verbally during one of the meetings and stated that this task was not part of the contract. What do you conclude about this contract based on the preceding information?

Stakeholders can introduce issues that can disrupt the project if the issues are not resolved.

Why is it important to actively manage stakeholder expectations during a project

Influencing You have demonstrated influencing. Influencing involves project managers creating an effect on the stakeholders to be able to obtain the resources required on time.

You are a project manager for a company that is creating a mobile application. The project needs to stay under budget and requires several programs to work on different functions of the app. You mention to several stakeholders that some classmates of your daughter will be graduating next semester. These people have programming skills that fit the requirements of the project and would demand a compensation rate that is lower than the current market. What interpersonal skill are you demonstrating?

Mandatory external External dependencies are dependencies that exist outside of the project itself. The weather, or some other outside factor, would be considered an external dependency. Any time during the project that you depend on the actions of an outside entity, you have an external dependency.

You are a project manager for a large construction project. You have finished defining the project activities and are constructing your network diagram. You will need to pour concrete for the footing of the new facility, but the date for this activity will depend on the weather forecast. This dependency is inherent in the nature of this type of construction work. Of which type of dependency is this an example?

Encourage individuals to learn and grow

You are conducting a daily huddle with your team. You discuss the tasks for the day and the work allocated to each individual. Lisa, one of your team members, is not very skilled in the Python language. You ask Lisa to work closely with Karen to brush up on her Python skills for future projects. which of the following qualities have you demonstrated here?

Project Schedule The project schedule is the project component that will be most affected by a resource that complete activities at a slower rate than the original resource.

You are managing a project for your company. You meet with a functional manager to obtain a team member from the manager's department to work on your project. During this meeting, you discover the original resource you wanted will be unavailable. The functional manager has another resource with the same skill set at the same pay rate. While this resource has the same capabilities as the original resource, the new resource completes the activities at a slower rate. Which component of the project will this MOST affect?

adopt the most common culture in the team as a primary culture that the team must follow. Adopting a single culture as the primary culture could cause the team members from different cultures to feel unimportant.

You are managing a project in which the team is comprised of people from different cultural backgrounds. To run the project smoothly and harmonize the project team, you would do all of the following, EXCEPT:

You are demonstrating a risk response strategy of acceptance. Acceptance involves accepting the risk and leaving the project plan unchanged. Examples of acceptance would include taking no action at all or leaving the plan unchanged and developing a contingency or fallback plan.

You are managing a project to develop a new commercial software package to be resold by your company. One of your senior software developers has recently had some health problems. You are concerned that he may soon be undergoing a surgical procedure while the project is in progress. You decide to leave the original project schedule unchanged but develop a contingency plan of using outside contractor resources to complete the coding if necessary.

This variance analysis means that Project A is ahead of schedule and Project B is behind schedule. Variance analysis is an effective tool to monitor and control project schedules. Schedule variance (SV) is equal to earned value (EV) minus planned value (PV), or EV - PV. A positive SV indicates that the project is ahead of schedule, and a negative SV indicates that the project is behind schedule. Schedule performance index (SPI) is equal to EV divided by PV. If SPI is greater than 1, it indicates that the project is ahead of schedule, and if SPI is less than 1, then the project is slipping behind schedule. In this scenario, Project A is ahead of schedule because its SPI is positive, and Project B is behind schedule because its SPI is less than 1.

You are managing two projects, Project A and Project B. A variance analysis performed halfway through the projects tells you that the SV for Project A is 2000, and the SPI for Project B is 0.9. This means that:

Immediately inform your senior manager, and request meeting of all team members.

You are part of the Product Development team for an automobile manufacturer. The team is currently working on a new design for a passenger car. A rival automobile manufacturing company contacts you and offers a very large sum of money to leak the design details. What is the BEST course of action?

The fact that the manual can be started before the software program is entirely completed can be described as a lead. A lead is the time frame in which a successor activity can begin before the predecessor activity finishes.

You are placing the activities for the software project in order. The user interface will be completed before the back-end programming is completed. The user interface will not change once it is completed. You discover that the editorial staff can start writing the user interface portion of the software manual after the user interface is finished but before the entire program is completed. The fact that the manual can be started before the software program is entirely completed can be described as:

Add a new member with more experience and background than Jeff to the team Finding a solution based on subtle control and influence, rather than the direct application of authority, is your best option when following agile principles. If your team has self-organized in a way that impedes it, it is your responsibility to find a way to agitate, stir up, or otherwise disturb the status quo so that the team adjusts, hopefully reorganizing in a more productive way. A new member with more experience and background than Jeff may be more willing to challenge him or at least voice an alternative decision for the team to consider.

You are the Scrum Master. You notice that one team member, Jeff, is dominating the conversation and other members are unwilling to stand up to him. The team has implicitly allowed Jeff to make all key decisions in the meeting. As the scrum master:

Scope baseline You would use the scope baseline. Quality standards are identified during the Planning performance domain and monitored during the Delivery performance domain. The scope baseline defines the work to be performed and any parameters that must be met, including quality standards.

You are the project manager for a project that involves developing a new product. You are identifying quality standards for the project. Which would you use?

The team member who is most familiar with the activity's work

You are working to estimate the activity durations for all the activities in your project. Who would be the BEST person to consult to determine an activity's duration?

The first step in the creation of the work breakdown structure and project schedule is to decompose the project scope into activities. This first step creates the WBS. The remaining steps are needed to create the schedule. The correct order for the steps to create the project schedule are: 1. Decompose the project scope into activities. 2. Sequence the activities. 3. Estimate the effort, duration, personnel, and physical resources required for each activity. 4. Allocate personnel and resources to each activity. 5. Adjust the sequence, estimates, and resources until the schedule is complete and approved.

You are working with your project team to create the work breakdown structure (WBS) and project schedule. What is the first step of this process?

You are under a FPIF contract. A fixed price incentive fee (FPIF) contract is a contract in which the seller charges the buyer a fixed fee but additionally has the ability to receive incentives for meeting specifie criteria, In an FPIF contract, the seller assumes the risk of a cost overruns.

You have awarded a contract to an outside consulting agency, The consultants will undertake a three-year project to implement new equipment and processes in your assembly department to expedite the flow of work through your facility. According to the contract, the vendor has agreed to provide the needed work for a fee of $1.2 million dollar The contract also stipulates that if the project is completed earlier than planned, the vendo will receive an additional $200,000. Which type of contract are you under?

Kanban board A Kanban board is a tool that visualizes the ongoing work by listing the project tasks, including the current status of each. It shows the work in three different phases: to do, work in progress, and work completed.

You have noted that there is a three-month delay in the roll out of a system enhancement for an ongoing project. To identify the root cause of the delay, you have prepared a visual chart to list the project activities according to their current status and update it as tasks are started and completed. What is this visual chart called?

Agreement or contract An agreement, also referred to as a contract, usually contains the following information for the item or service to be procured: • statement of work • schedule baseline • price • warranty It can also contain performance reporting, roles and responsibilities, payment terms, place of delivery, inspection criteria, support information, liability information, penalties and incentives, insurance bonds, and termination mechanisms.

You have recently been selected to manage a project that is already underway. You are examining a document that contains a statement of work, schedule baseline, price, and warranty of a piece of machinery you are purchasing from an external entity. Which project artifact are you viewing?

Remind the members about the cultural differences and the non-discriminatory policy in the team charter which contains rules that need to be followed

You have recently initiated a project with an international team. All team members can speak English, but some heve a different dialect and accents. In the last team meeting, a team member made a joke about some team members' accents. Several team members were offended by the joke but did not speak out in the meeting. As the project manager what action should you take to resolve the conflict?

Project A is most attractive. In this scenario, you are given three projects and their respective IRR values. The IRR, or Internal Rate of Return, represents the project's return expressed as an interest rate. Projects with higher IRR values are preferred over those with lower IRR values. A higher IRR value indicates that the return on the project will be greater.

You have three projects from which to choose. IRR is internal rate of return Project A has an IRR of 23% Project B has an IRR of 18%. Project C has an IRR of 6%. Which project is most attractive?

The regulation or standard not affecting your company is NOT a valid reason for dismissing a regulation or standard. Evidently, the regulation or standard does affect your company because the project management office (PMO) identified it as needing consideration for any project your company starts.

Your PMO has identified several regulations and industry standards that need to be considered for any projects your company starts. Which of the following is NOT a valid reason for dismissing a regulation or standard from consideration?

Provide training to the Finance team to help them understand the new system and the purpose of the review request.

Your company recently decided to change its financial system from in-house to an outsourced cloud-based platform. As part of the changes, you have mandated the Finance team to perform a review of all the financial transactions made for the past year and prepare summary files in CSV format. Several Finance team members are confused as to the requirement, and some have disagreed with it as there are already several tasks that need to be performed. As Project Manager of the new system, how should you respond?

Conducting procurements involves contacting probable sellers and obtaining proposals from them on how they can meet the requirements of the buyer.

Your company wants to subcontract some work on a project. The proposed subcontractor will be manufacturing one of the components of the final product for your company. As a project manager, you need to generate inquiries from probable subcontractors. What are you doing?

90 months The payback period for the project is 90 months. The payback period is the amount of time that it will take to recoup the costs of the project.

Your company's project selection committee is considering several new projects. Project A has costs of $1,000,000. Its expected cash inflows are $100,000 per year for the first 5 years, and then $200,000 per year for subsequent years. What is the payback period for the project?

You should focus the team on avoiding similar mistakes in future sprints. As an agile practitioner, you must allow your team members to come up with new ideas, with the understanding that these new ideas may result in mistakes. But once made, your team should learn from them and commit to avoid making them again.

Your team is developing an application for your client. In order to save time, Paul, your lead developer, proposes to use existing code that was used to create a similar application. The team decides to take this approach. On the quality audit, many bugs were detected from the reused code when integrated into the existing software. As a result, you had to delay the current iteration by a week. What should be the lesson learned from this incident?

moving all, or most, of the most active team members of the project to the same physical location. Co-location is a tool used to enhance the team's performance. Co-location can be temporary.

co- location means

Which conflict resolution technique should you avoid as much as possible?

forcing You should avoid using the forcing method of conflict resolution as much as possible. Forcing is considered the worst conflict resolution technique. Forcing is pushing one's own point of view at the expense of the other parties' views. The five general techniques for resolving conflict per the PMBOK® Guide-Seventh Edition are as follows: • Withdraw/avoid • Smooth/accommodate • Compromise/reconcile • Force/direct • Collaborate/problem solve Remember that it is the project manager's responsibility to resolve any conflict

Win lose/lose win The win-lose/lose win (also known as the approach where there is one winner and one loser) is the strategy resulting from this agreement scenario.

intercom management has recently expanded its production of medical respirators using raw material suppliers. due to an unexpected surge in infectious diseases and new regulations, new limits were set on the supply and a result was not able to produce enough goods. intercom decided to enter an agreement with another supplier varigon who charged a higher price for materials which led to a retail price increase. What negotiation strategy was used regarding the new supplier agreement?

Quality

when assessing project deliverables the degree to which a set of inherent characteristics of a deliverable fulfills project requirements is known as

A valued delivery office, anticipates changes and the business needs and provides flexibility for the team to collaborate

which of the following statements is true regarding a value delivery office versus a project management office

a group of projects managed in a coordinated effort to obtain benefits not available from managing them individually.

which phrase best characterizes a program?

The slack for task G is 13 You can calculate the slack for an activity using either LS - ES or LF - EF. To calculate the slack for task G, you need to determine the duration of the critical path, and the duration of the path (or paths) in which task G resides. In this scenario, the critical path is E,B,C,D, which has a duration of 21 weeks. Task G is in only one path through the project, namely G,H, which has a duration of 8 weeks. To determine the slack for task G, you can subtract the duration of the path in which G resides from the duration of the critical path. This yields the amount of time that task G could slip before the critical path would be affected. Therefore, the slack for task G is 21 - 8, or 13.

you are given the network diagram with durations and Weeks shown in the exhibits, which statement is true about this project?

21 8. The early finish of a task is the early start plus the task duration estimate minus 1. To calculate the early start of a task, make a forward pass through the network diagram and sum the durations of the predecessor tasks. Task D is in only one path through the network diagram, C,D,E,F. For this path, task D has only one predecessor task, C, with a duration of 9 weeks. Therefore, the earliest task D would be able to start (early start) would be week 10. Next, you can calculate the early finish of task D by summing the early start (10) and the estimated duration (12) and subtracting one. In this example, the calculation would be 10 + 12 - 1. Therefore, the early finish of task D is week 21.

you are given the network diagram with durations and Weeks shown in the exhibits. What is the early finish of task d?

Assess the effectiveness of the communication management plan.

.While working on a project, Mary, the project manager, overhears a conversation between two project stakeholders. She finds them discussing the need for more frequent meetings to keep stakeholders informed about project activities. However, Mary has not received any formal or informal communication regarding this requirement from any of the project stakeholders. What should be Mary's first step in this situation?

helps the project team to focus on the most significant problems. A Pareto diagram is a bar chart based on the Pareto 80/20 law, which states that 80 percent of problems stem from 20 percent of the causes. It shows problems ranked in descending order of significance. It helps the project team to identify and focus on the most significant problems. It is a type of histogram. The Pareto principle states that the majorty of defects are caused by a small percentage of the identifiable problems.

A Pareto diagram helps the project team to:

A common characteristic between facilitating and coaching is that both the facilitator and the coach are required to stay neutral without taking sides during discussions. Both should actively listen to the individual/group to understand the issues.

A common characteristic between facilitating and coaching team members is:

She wants to check the action to be taken to reduce the impact in case the batch of prototypes is not delivered

A garment house producing clothing prototypes has not completed 200 pieces on time because the necessary finishing work, such as clipping threads and ironing, was not done on these pieces before they could be sent for a quality check (QC). The prototypes cannot be delivered if the finishing work is not competed on schedule. Roberta Miller, the project manager, refers to the risk register because a delay in finishing was identified as a threat during project planning. Why did Roberta refer to the risk register?

the timeline for the resources needed for managing the project work

A project manager is planning resources for his new project. What information can he gather from the project schedule?

A) Maintaining eye contact. B) Paraphrasing the other person's statements. C) Asking open-ended questions. D) Providing verbal affirmation. F. Recalling past experience H. Providing words of enouragement

Active listening can be demonstrated by

A risk register is NOT a baseline artifact. A risk register is a log of all identified risks and information regarding each, including probability and impact.

All of the following are baseline artifacts used in project management, EXCEPT: