5. PMP Mock Exam (LITE) - 1

b. Multi-tasking Pairing, swarming, mobbing are valid WIP management and collaboration techniques. Multi-tasking is considered a waste in Agile environments. [Agile Practice Guide, 1st edition, Page 39]

Team members in successful Agile teams work to collaborate in various ways. Which of the following is not a valid example of these ways? a. Mobbing b. Multi-tasking c. Swarming d. Pairing

b. A3 A3 is a way of thinking and a systematic problem-solving process that collects the pertinent information on a single sheet of A3-size of paper. [Agile Practice Guide, 1st edition, Page 150]

Which of the following is a systematic problem-solving Agile process that collects the pertinent information on a single sheet of paper? a. Fishbone b. A3 c. 5-Whys d. Scrum

a. The team limits its estimation to the next few weeks at most. There is no fixed duration for the estimation span. However, the team limits its estimation to the next few weeks at most. [Agile Practice Guide, 1st edition, Page 61]

A common misconception is that Agile teams do not estimate work as traditional teams do. This is incorrect. Which of the following statements is correct regarding estimating in Agile projects? a. The team limits its estimation to the next few weeks at most. b. The team limits its estimation to the next few sprints at most. c. The team limits its estimation to the next four to six weeks at most. d. The team limits its estimation to the next three to four weeks at most.

c. Show how you meet the requirements but include your actual years of experience. For project management professionals, honesty is the best policy. You should never mislead others about your experience in the field or your knowledge of the project management processes. [PMI Code of Ethics and Professional Conduct]

A company is looking for an experienced project manager to manage a large construction project. You meet all the requirements for the position except for one: The organization is looking for a certified PMP with five years of experience, but you have just four years of experience managing similar projects. What is the best way to fill out your application? a. Since you have plenty of experience, embellish your actual years of experience. b. Do not fill out that particular section. c. Show how you meet the requirements but include your actual years of experience. d. Explain why years of experience should not matter.

c. Scrum A product backlog, a sprint backlog, and increments are Agile project artifacts used in the Scrum approach. [Agile Practice Guide, 1st edition, Page 101]

A product backlog, a sprint backlog, and increments are Agile project artifacts in which of the following Agile approaches? a. XP b. Kanban c. Scrum d. Lean

a. Recall the deliverables even though there will be a cost overrun. It is the project manager's primary responsibility to ensure that deliverables are tested and have gone through the process outlined in the project management plan. Hence, the project manager should recall the deliverables, even it involves a cost overrun. Approaching management may be the next step. Terminating the project is not called for, and it will be unethical to wait for the procuring organization to do their testing and find out the defects in deliverables. [PMI Code of Ethics and Professional Conduct]

A project manager in a seller organization discovered that certain deliverables had been delivered to the buyer without undergoing proper testing. Recalling the deliverables will result in a cost overrun on the project. What should the project manager do in such a case? a. Recall the deliverables even though there will be a cost overrun. b. Wait for the procuring organization to get back with their list of defects in the deliverables. c. Terminate the project. d. Approach management to obtain additional funding to handle the potential cost overrun.

a. This cannot be determined from the information provided This is an example of a fishbone diagram. A fishbone diagram, also called a cause and effect diagram or Ishikawa diagram, is a visualization tool for categorizing the potential causes of a problem in order to identify its root causes. The diagram lists a number of probable issues but doesn't mark the issue(s) considered to be the root cause of the situation. [PMBOK® Guide, 6th edition, Pages 293, 294]

A project team's recent deliverable to a client has been rejected. The team is now sitting together to discuss this situation and they prepare the following diagram. What is the root cause of the deliverable rejection? a. This cannot be determined from the information provided b. All of the given issues c. Machine related issues d. People related issues

b. When enough features have accumulated into a set that is coherent. In flow-based Agile, the team demonstrates completed work when it is time to do so, usually when enough features have accumulated into a set that is coherent. [Agile Practice Guide, 1st edition, Page 55]

Agile teams complete the features usually in the form of user stories. The teams periodically demonstrate the working product to the product owner who accepts or declines the stories. In flow-based Agile, when are these demonstrations conducted? a. At the end of the iteration. b. When enough features have accumulated into a set that is coherent. c. During retrospectives. d. At the end of the project.

b. Backlog grooming Servant-leadership skills include facilitation, coaching, and impediment removal. Backlog grooming is a usually associated with product owners. [Agile Practice Guide, 1st edition, Page 41]

All Agile teams need servant-leadership on the team. Which of the following is usually not considered a servant-leadership skill? a. Coaching b. Backlog grooming c. Facilitation d. Impediment removal

c. Determining the definition of done for stories. Since the team is analyzing and documenting the conditions of satisfaction, they are determining the definition of done for the stories in the iteration. [Agile Practice Guide, 1st edition, Page 151]

An Agile team is discussing each user story in the iteration backlog and documenting the conditions of satisfactions for each story. These conditions are then written on the back of the story cards. What is the team doing? a. Estimating the stories. b. Testing the user stories. c. Determining the definition of done for stories. d. Playing planning poker.

c. Kanban boards and daily stand-ups. Help the team learn that they self-manage their work. Consider Kanban boards to see the flow of work. Consider a daily stand-up to walk the board and see what work is where. [Agile Practice Guide, 1st edition, Page 58]

An Agile team is struggling with coordinating work in progress. This is causing unnecessary conflicts and delays on the project. Which of the following two techniques can help this situation? a. Story boards and retrospectives. b. Agile modeling and spiking. c. Kanban boards and daily stand-ups. d. Prototyping and backlog grooming.

a. Siloed organization An organization that is structured in such a way that it only manages to contribute a subset of the aspects required for delivering value to customers is known as a siloed organization. [Agile Practice Guide, 1st edition, Page 154]

An organization structured in such a way that it only manages to contribute a subset of the aspects required for delivering value to customers is known as: a. Siloed organization b. Projectized organization c. Matrix organization d. Value-driven organization

d. Variance Analysis This is known as Variance Analysis. As project manager, you would then attempt to determine the cause of the variance relative to the scope baseline, and then decide whether corrective action is required. [PMBOK® Guide 6th edition, Page 111]

As a project manager, you perform various project performance measurements to assess the magnitude of variation. You then attempt to determine the cause and decide whether corrective action is necessary. This is: a. Scope Analysis b. Configuration Management c. Performance Reporting d. Variance Analysis

b. Wait for the formal approval of the new budget Acknowledgement of a message does not necessarily mean agreement with or comprehension of the message. Ben should wait for a formal approval of the budget before taking any action. [PMBOK® Guide 6th edition, Page 113]

Ben is the project manager for a mobile application development project. Due to a recent technological development, a significant change in the product design is required. This change would require a 25 percent increase in the project budget. Ben prepares a detailed report and emails it to the project sponsor, and the sponsor acknowledges the receipt of the report. What should Ben do next? a. Update the project schedule b. Wait for the formal approval of the new budget c. Update the project budget d. Update the cost management plan

b. Yes! George is an expert in managing such projects. George is giving an expert opinion; this is analogous to expert judgment. A PMP-certified project manager from a competitor would not normally give false information. This can be considered expert judgment since George has managed many similar projects. [PMBOK® Guide 6th edition, Page 79]

Christine is managing a healthcare software development project. At a PMI conference, she met George, who is the project manager at a competing organization. George, a PMP, has managed many successful healthcare-related software development projects. If George shares his stakeholder management experience with Christine, will that be considered expert judgment? a. Yes! All participants at a PMI conference are experts. b. Yes! George is an expert in managing such projects. c. No! This would be an example of expert opinion and not expert judgment. d. No! George is a project manager at a competitor organization.

c. Danny has violated the PMI Code of Ethics and Professional Conduct One of the mandatory standards for a project manager is to behave responsibly and bid on only those projects for which his or her employer has relevant expertise and skills. Since Danny bid on a project for which his company lacks expertise, he violated the PMI code of ethics and professional conduct. There is no procurement code in project management. [PMI Code of Ethics and Professional Responsibility, Page 3]

Danny works as a project manager for a company that provides outsourcing services to banks. Recently, he sent a proposal to a local bank for a data warehouse project for which his company lacks expertise. Although his company lacks expertise, it has a good working relationship with the bank in all its other projects. Which of the following statements is correct considering the proposal Danny submitted? a. None of the above b. Danny has violated the Procurement Code but not the PMI code. c. Danny has violated the PMI Code of Ethics and Professional Conduct d. Danny has not violated the PMI Code of Ethics and Professional Conduct

b. This cannot be determined with the given data. This cannot be determined with the given data. For example CPI can be 0.5 and the SPI can be 0.6 implying the project is behind schedule. Similarly the CPI can be 0.9 and SPI can be 1.1 implying the project is ahead of schedule. [Agile Practice Guide, 1st edition, Page 69]

If an Agile project's SPI is greater than the project's CPI, and the CPI is less than 1.0, what can you infer about the project's schedule performance? a. The project is behind schedule. b. This cannot be determined with the given data. c. The project is ahead of schedule. d. Agile projects do not have Earned Value measurements.

b. The EAC forecast based on the Bottom-up estimate to complete (ETC) requires a new estimate. The EAC forecast that is based on the bottom-up estimate to complete (ETC) requires a new estimate. There is no best method for EAC calculation as it varies from situation to situation. [PMBOK® Guide 6th edition, Page 264]

During the course of the project, the project management team developed a forecast for the estimate at completion (EAC) based on the project performance. Which of the following statements about EAC is correct? a. The EAC forecast is best estimated using the estimate to complete (ETC) work performed at the present CPI. b. The EAC forecast based on the Bottom-up estimate to complete (ETC) requires a new estimate. c. The EAC forecast is best estimated using the estimate to complete (ETC) work performed considering both SPI and CPI factors. d. The EAC forecast is best estimated using the estimate to complete (ETC) work performed at the budgeted rate.

c. Customers Only internal stakeholders can provide expert judgment on effective management strategies for internal stakeholders. Project customers are important stakeholders but usually they lack the knowledge on internal stakeholders, and hence cannot provide accurate feedback. [PMBOK® Guide 6th edition, Page 550]

During the development of the project stakeholder engagement plan, the project manager is usually dependent on the expert judgment of senior stakeholders to identify and plan effective stakeholder management strategies. Which of the following stakeholders cannot guide the project manager in developing effective strategies for internal stakeholders? a. Sponsor b. Identified key stakeholders c. Customers d. Project team members

c. What do we need to finish as a team? "What did I complete since the last stand-up", "what am I planning to complete between now and the next stand-up", and "what are my impediments" are typical questions for iteration-based Agile and not flow-based Agile. [Agile Practice Guide, 1st edition, Pages 53, 54]

Flow-based Agile has a different approach to stand-ups than iteration-based Agile. Which of the following is one of the typical areas addressed during these stand-ups? a. What am I planning to complete between now and the next stand-up? b. What are my impediments? c. What do we need to finish as a team? d. What did I complete since the last stand-up?

a. Disciplined Agile Waterfall is not an Agile framework. Disciplined Agile (DA) is a process decision framework that integrates several best practices into a comprehensive model. DA was designed to offer a balance between those popular methods deemed to be either too narrow in focus (e.g. Scrum) or too prescriptive in detail (e.g. AgileUP). [Agile Practice Guide, 1st edition, Page 114]

For your upcoming project, you are currently looking for a balanced Agile framework that is neither too narrow in focus nor too prescriptive in detail. You are ideally looking for a process decision framework that integrates several Agile best practices into a comprehensive model. Which of the following Agile frameworks is recommended in this case? a. Disciplined Agile b. Scrum c. Waterfall d. AgileUP

a. Create a bottleneck for the rest of the team. The throughput of a single team member should not affect the project scope, sprint duration or the cost of the project. However, it might create a bottleneck for the rest of the team members due to the difference in individual throughputs. [Agile Practice Guide, 1st edition, Page 42]

In Agile teams, a single person's throughput is not relevant. Focusing on a single person's throughput may be risky because it might: a. Create a bottleneck for the rest of the team. b. Increase the chances of scope creep. c. Increase the sprint duration. d. Increase the cost of the project.

d. Change log The change control procedure and the issue management procedure are organizational process assets. They do not document the details of the recently approved project changes. Lucy can find all the essential inputs for her presentation in the project change log. [PMBOK® Guide 6th edition, Page 120]

Lucy has to brief her key project stakeholders on the recent approved changes to the project scope. Which of the following project documents will provide essential input to Lucy for preparing her presentation? a. Change control procedures b. Issue management procedures c. Change request form d. Change log

a. Initiate the formal change control process. Change requests do come. They are never ignored; they are managed through the integrated change control process. This does not require terminating the contract. Implementing the new requirement without following the change control process is not advisable. [PMBOK® Guide 6th edition, Page 113]

Mark is managing a telecom network deployment project. The buyer of the telecom network is an external entity. Recently, the customer requested that all future project updates be posted to their information system automatically. In order to implement this, the project team needs to customize their project management information system so it can be integrated with the customer's information system. This is a new customer requirement that was not a part of the original project's scope. What should the project manager do? a. Initiate the formal change control process. b. Ask the project team to customize the project management information system. c. Request that the customer terminate the current contract and award a new contract. d. Ignore the request; this is outside the project's scope.

c. Distribute the charter to all key project stakeholders and ensure common understanding Upon the receipt of the approved project charter, it is the project manager's responsibility to inform all key stakeholders of the approved project charter and to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities. This is also mentioned in the PMP examination content outline as one of the project manager's task during project initiation. [PMI best practice; not explicitly stated in PMBOK® Guide]

Mary has just assigned Thomas as project manager of an upcoming railway construction project. She hands an approved project charter to Thomas. Once Thomas thoroughly reviews the project charter, what should he do next? a. Review the charter once again since one thorough review is never enough b. Add the project charter to the organizational lessons-learned archive c. Distribute the charter to all key project stakeholders and ensure common understanding d. Kick-start the Develop Project Management Plan process

b. Internal coaches have stronger relationships in their organizations. Both external and internal coaches can be reliable. Internal coaches can be cheaper if they are 100% allocated to coaching, which is usually not the case. However, the benefit of internal coaches is their stronger relationships which they can use to be more effective. [Agile Practice Guide, 1st edition, Page 41]

Organizations usually prefer in-house Agile coaching instead of getting it from external coaches. This is due to: a. Internal coaches are more reliable. b. Internal coaches have stronger relationships in their organizations. c. Internal coaches cost less than external coaches. d. Internal coaches have a wider breadth of cross-industry experience.

5. PMP Mock Exam (LITE) - 1

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c. Calculate the average velocity. Quoting the least velocity on the last five sprints will be too pessimistic. You need to quote the average team velocity which is your best estimate for the work that can be complete during the next sprint. [Agile Practice Guide, 1st edition, Page 61]

The product owner has asked you how many story points the team would like to include in the next sprint. What should you do next? a. Quote the number of story points available divided by number of stories. b. Determine the number of story points available on the backlog. c. Calculate the average velocity. d. Quote the least velocity on the last five sprints.

c. Decline to provide the information Decline to provide the information. Project managers are required to protect the intellectual property of others. This situation is a clear conflict of interest between the current and former employers. Project managers must conduct themselves in a fair and honest manner and keep confidential information to themselves, as stated in the PMI Code of Ethics. [PMI Code of Ethics and Professional Conduct]

The software company where you are a project manager is attempting to make a sale to a large manufacturing company. The sales team has learned that a competing company where you had worked as a project manager several years before is also trying to get this same business. The sales team asks you to provide confidential information about your former employer's products and corporate operations in an attempt to gain a competitive advantage. What should you do? a. Inform your manager b. Provide the information c. Decline to provide the information d. Provide information with the caveat that you remain anonymous

b. The Agile team predicts completion time using velocity and average cycle time. Project baselines are not established on Agile projects. Once Agile teams establish a reliable velocity (average stories or story points per iteration) or the average cycle time, the teams can predict how much long the project will take. [Agile Practice Guide, 1st edition, Page 61]

Traditional teams initially face difficulties in understanding how Agile teams can determine expected project completion time given that they do not spend sufficient time in upfront project planning. What is your opinion regarding predicting project completion on Agile projects? a. The Agile team predicts completion time using speed and average acceleration. b. The Agile team predicts completion time using velocity and average cycle time. c. The Agile team predicts completion time using project baselines. d. The Agile team predicts completion time using displacement and mean distance.

d. Meet with them to understand their concerns One of the mandatory standards in the PMI Code of Ethics and Professional Conduct is respect. A project manager must listen to others' points of view and understand them. Hence, you must meet with the team members first to understand their concerns. If the problem continues, you may issue a memo or even replace the team members if necessary. Talking to the functional manager may not resolve the problem as the team members are managed by you in your project. [PMBOK® Guide 6th Edition, Page 348 and PMI Code of Ethics and Professional Responsibility]

Two of your team members are constantly arguing with each other about work assignments. Due to their attitude, the project is delayed, and pressure is building on other team members. What should you do? a. Replace the team members b. Inform the concerned functional manager d. Issue a memo d. Meet with them to understand their concerns

c. Teams are better able to understand the true customer requirements faster and more accurately. Teams can verify their work when they use small increments and can change what they do next. When teams deliver small increments, they are better able to understand the true customer requirements faster and more accurately than with a static written specification. [Agile Practice Guide, 1st edition, Page 13]

What is the main benefit of delivering a project in increments and discovering the requirements on-the-go versus strictly following a written specification? a. Red tape involved with upfront planning is eliminated. b. Team size is reduced, significantly reducing the project costs. c. Teams are better able to understand the true customer requirements faster and more accurately. d. When the project planning effort is reduced, the focus shifts from planning to actual work.

b. Lean Software Development (LSD) Lean Software Development (LSD) is an adaption of Toyota Product System (TPS) principles and practices to the software development domain and is based on a set of principles and practices for achieving quality, speed, and customer alignment. [Agile Practice Guide, 1st edition, Page 152]

Which of the following Agile methods provides a product development framework that is an adaption of Toyota Product System (TPS) principles and practices to the software development domain and is based on a set of principles and practices for achieving quality, speed, and customer alignment? a. Toyota Software Development (TSD) b. Lean Software Development (LSD) c. TPS Enabled Software Lifecycle (TSL) d. Large Scale Scrum (LeSS)

a. Collocated team Collocated teams enable better communication, improved team dynamics, knowledge sharing, and reduced cost of learning. [Agile Practice Guide, 1st edition, Page 40]

Which of the following fosters better team communication, improved team dynamics, knowledge sharing, and reduced cost of learning? a. Collocated team. b. Mixed team of generalists and specialists. c. Kanban board. d. Cross-functional teams.

c. DevOps DevOps is a collection of practices for creating a smooth flow of delivery by improving collaboration between development and operations staff. [Agile Practice Guide, 1st edition, Page 151]

Which of the following is a collection of practices for creating a smooth flow of delivery by improving collaboration between development and operations staff? a. Kanban b. Retrospectives c. DevOps d. Burndown chart

c. Scrumban Scrumban is an Agile approach originally designed as a way to transition from Scrum to Kanban. As additional Agile frameworks and methodologies emerged, it became an evolving hybrid framework in and of itself where teams use Scrum as a framework and Kanban for process improvement. [Agile Practice Guide, 1st edition, Page 108]

Which of the following is a hybrid framework that allows teams to use Scrum as a framework and Kanban for process improvement? a. Crystal b. DSDM c. Scrumban d. Agile UP

c. Scrumban Scrumban is an Agile approach originally designed as a way to transition from Scrum to Kanban. As additional Agile frameworks and methodologies emerged, it became an evolving hybrid framework in and of itself where teams use Scrum as a framework and Kanban for process improvement. [Agile Practice Guide, 1st edition, Page 108]

Which of the following is an Agile approach that was originally designed as a way to transition from Scrum to Kanban? a. Kaizan b. Lean c. Scrumban d. XP

d. Agile coach An Agile coach is usually responsible for helping the management of an organization to understand the advantages of Agile practices, tools and techniques. [Agile Practice Guide, 1st edition, Page 150]

Which of the following roles is responsible for helping the management of an organization to understand the advantages of Agile practices, tools and techniques? a. Agile manager b. Product owner c. Scrum master d. Agile coach

b. Procurement negotiations Procurement negotiations help clarify the structure, requirements, and other terms of the purchases so that mutual agreement between a buyer and a seller can be reached prior to signing the contract. The bidders' conferences are carried out prior to this stage, and they are used to ensure that all prospective sellers have a clear and common understanding of the procurement requirements. Advertising and Independent Estimates cannot help in this case. [PMBOK® Guide 6th edition, Page 488]

Which of the following techniques can help clarify the structure, requirements, and other terms of the purchases so that mutual agreement between a buyer and a seller can be reached prior to signing the contract? a. Independent estimates b. Procurement negotiations c. Advertising d. Bidder conferences

c. Demonstration In iteration-based Agile, the team demonstrates all completed work items at the end of the iteration. [Agile Practice Guide, 1st edition, Page 55]

You are about to complete the first iteration of your project. You want to invite the product owner and a couple of other key stakeholders to obtain their feedback on your current progress. Which of the following Agile events should you schedule? a. Planning poker b. Retrospective c. Demonstration d. Spike

c. Notify the project stakeholders immediately Notify the project stakeholders immediately about the new risk. Once the stakeholders have been made fully aware of the circumstances and potential impacts, a plan to deal with this risk can be developed. The PMI Code of Ethics and Professional Conduct requires project managers to provide accurate and timely project information at all times and to follow all project processes and policies. [PMI Code of Ethics and Professional Conduct]

You are currently leading a massive project team to deliver a new electrical power transmission network in a remote area of the country. A number of identified project risks did occur during the project but all were successfully managed in accordance to their contingency plans. Your project is now nearing completion, but a previously unidentified risk has arisen, and it could significantly affect one of the project deliverables. What do you do? a. Transfer the risk b. Include the issue in the project risk log c. Notify the project stakeholders immediately d. Develop a risk mitigation plan

d. 45 story points. The velocity is moving around 45 story points and the variation is showing a declining trend. It is most likely that the variation will further reduce and the team's velocity will stable around 45 story points. [Agile Practice Guide, 1st edition, Page 61]

You are examining your project's statistics. For the iterations one to six the team's velocity has been 40, 50, 43, 47, 46, and 44 story points respectively. What is the most reasonable velocity estimate for the next sprint? a. Future velocity cannot be predicted. b. 50 story points. c.40 story points. d. 45 story points.

d. The time an item enters the "Ready" bin till the time it exits the "Done" bin. Lead time is from the time you put an item on the board until you deliver it. This will be represented by the time an item enters the "Ready" bin till the time it exits the "Done" bin. Exiting the "Done" bin implies delivery to the customer. [Agile Practice Guide, 1st edition, Page 65]

You are leading an Agile project. The team has proposed using a Kanban board to manage the team's work in progress and spot bottlenecks. The following work flow has been agreed on for the Kanban board: Ready -> Develop and Unit Test -> Dev-Done -> System Test -> Done. According to this Kanban board, the lead time of an item is the: a. The time an item enters the "Develop and Unit Test" bin till the time it enters the "Done" bin. b. The time an item enters the "Develop and Unit Test" bin till the time it exits the "Done" bin. c. The time an item enters the "Ready" bin till the time it enters the "Done" bin. d. The time an item enters the "Ready" bin till the time it exits the "Done" bin.

b. Grade relates to the customer requirements. The grade of a product relates to the technical characteristics of the product. [PMBOK® Guide 6th edition, Page 274]

You are managing a project that is required to deliver personal protective equipment (PPE) to a manufacturing facility. Due to the nature of the manufacturing process, all the deliveries have to be in accordance to strict specifications defined in the contract. As a project manager, you are responsible for determining and delivering the required levels of both grade and quality. Select which of the following statements you disagree with. a. Grade relates to the product's characteristics. b. Grade relates to the customer requirements. c. Quality relates to the customer requirements. d. Quality and grade of a product must be carefully managed.

a. Your decision is wrong because you should obey the norms and customs of others as long as you do not favor them. Although the PMI Code of Ethics and Professional Conduct does not allow gift-taking, project managers should respect the norms and customs of others as long as they do not show favoritism based on those norms. Therefore, in this situation, your decision is incorrect because you should respect the norms and customs of others as long as you do not favor them. The PMI code of conduct applies to both local and international projects. [PMI Code of Ethics and Professional Responsibility]

You have just started leading a World Bank healthcare development project in a developing country in which it is customary to offer lunch when a project is initiated. Although your team members are willing to accept the offer, you decide to refuse the offer since you know the PMI's Code of Ethics and Professional Conduct does not allow you to accept gifts. Which of the following statements about your decision is correct? a. Your decision is wrong because you should obey the norms and customs of others as long as you do not favor them. b. Your decision is correct because you are engaging yourself in unethical behavior by accepting the lunch. c. Your decision is correct because you are following the PMI's Code of Ethics and Professional Conduct. d. Your decision is wrong because conduct rules only apply to local projects, not international projects.

d. Try the new planning approach at the next opportunity. Agility is all about responding to changes in environment. If the team member has come up with a new idea, that must be tested at the next opportunity. Discarding the current approach without testing the new one would be irrational. [Agile Practice Guide, 1st edition, Page 8]

You have recently acquire a new team member. Today the team member came to you and suggested trying a new planning approach. How should you respond? a. Coach the team member on Agile estimating techniques used by the team. b. Discard the current approach and adopt the new approach. c. Advise the team member to focus on responding to change rather than following a plan. d. Try the new planning approach at the next opportunity.

d. Generate change requests for a corrective action You are in the process of determining the status of the project schedule and investigating the factors that caused schedule changes. From this scenario, you are currently in the Control Schedule process. What-if analysis is used in the Control Schedule process to see how various factors influence the schedule. One output of this process is to generate change requests to correct the schedule. Hence, you should generate a change request for the required corrective action. [PMBOK® Guide 6th edition, Page 229]

You have recently taken over a troubled automobile project, which has gone out of control. The project team missed many deadlines, and stakeholders were displeased with the project's progress. As an experienced project manager, your first priority is to align the schedule with the project plan. You would like to use what-if scenario analysis to see how various factors affected the project schedule so you can develop a plan to reduce the impact of adverse conditions on the project schedule in the future. What would be your next course of action be, once you determine the factors that created schedule overruns? a. Update activity lists to incorporate new activities into the schedule b. Prepare a resource breakdown structure to identify resources used c. Develop project schedule network diagrams to determine the total slack d. Generate change requests for a corrective action

c. Checklist The scenario describes a checklist that someone would use to review the document prior to its release. [PMBOK® Guide 6th edition, Page 292]

You work at a software company that authors Material Safety Data Sheets (MSDS) for chemical companies. Prior to releasing the MSDS to the company, you have created a list of items for review to ensure they appear in the document. These items include chemical name, CAS#, protection required, what to do in an emergency, etc. This list is an example of what type of tool? a. Quality Metrics b. Quality Management Plan c. Checklist d. Process Improvement Plan

c. Use video conferencing technology to accommodate the remote team member. Although it is desirable that all team member are physically present during the daily standups, there are always some constraints that can create impediments. In this case, the remotely located team member should join the meeting using video conferencing technology. [Agile Practice Guide, 1st edition, Page 122]

Your Agile team is collocated except one of the team members who is based at the client location. How should you conduct your daily standups with this constraint? a. Do not use daily standups and rely on formal written communications. b. Conduct the face-to-face daily standups without the remotely located team member. c. Use video conferencing technology to accommodate the remote team member. d. Since all of the team members are not collocated, this is not an Agile project. It is recommended reverting back to traditional project management approaches.

d. Analyze required lead times and initiate procurements accordingly. All organizational processes and procedures must be followed at all times. If these are time consuming, you need to plan accordingly and initiate project procurements early. [PMBOK® Guide 6th edition, page 592]

Your organization has recently won a major airport construction project. The timelines on the project are tight and the only way to achieve the target is by fast-tracking all project procurements. Your organization has very specific procurement processes that must be followed. Historically these processes have been time-consuming and highly variable and this is a major risk on your project. How should you manage this risk? a. Optimize organizational procurement processes. b. Issue a change request for extension of time. c. Issue a change request to bypass the organizational procurement processes. d. Analyze required lead times and initiate procurements accordingly.

d. Continue reporting the late deliverable in your own status report and notify the appropriate management of the incorrect information in the other project's status report Continue reporting the late deliverable in your status report and notify the appropriate management that the information being reported by the other project manager is incorrect. Project managers are required by the PMI Code of Ethics to follow project processes and policies and report timely and accurate information. Further, project managers are also requires to report to appropriate management when they observe others failing to uphold relevant policies, processes. [PMI Code of Ethics and Professional Conduct]

Your project is dependent on the output of a deliverable being created by another project team. That deliverable is three weeks late, a fact that you communicated in your weekly status reports. At the most recent company-wide status meeting, the manager of that project reported that the project is on time. What should you do? a. Point out the error to the other project manager b. Continue reporting the late deliverable in your own status report c. Do nothing d. Continue reporting the late deliverable in your own status report and notify the appropriate management of the incorrect information in the other project's status report