For Larry
Who is responsible for orchestrating and integrating all planning activities for an agile project? A Project sponsor B Project team C Project manager D Customers/end/users
B Project team Process - Task 9 - Integrate Planning Agile teams are self managing, and thus make all planning decisions. PMBOK Guide Sixth Edition (2017) PMI/PMI/4. Project Integration Management/Considerations for Agile and Adaptive Environments/p. 74
As an agile coach, what would you not do to improve team empowerment? 1 - Make overarching project decisions based on team input 2 - Develop a well structured system for the team to stick to 3 - Encourage project responsibility to the team 4 - Coach team members to enhance team performance 5 - Allow the team members to assign each other work items 6 - Mentor team members for professional development A 1, 2, and 5 B 1, 3, and 4 C 2, 5, and 6 D 1, 3, and 6
A 1, 2, and 5 People - Task 4 - Empower Team Option A is correct. As an agile coach, you do not make decisions for the team. Decisions are obtained from the self-directed agile team. As an agile coach, to improve team empowerment, you would mentor team members, encourage them to take responsibility for the work to be performed, and utilize coaching opportunities to improve team performance. The Agile Practice Guide (2017) PMI/PMI/4.2 Servant Leadership Empowers the Team/p. 33
A project was not meeting scheduled dates for some tasks, so the project manager reprioritized a number of subsequent tasks to try to get the project back on track. The reprioritization did not fix the problem and now the project manager needs to escalate the issue to project stakeholders. To escalate the issue, to which plan should the project manager refer? A Communications management plan B Stakeholder engagement plan C Change management plan D Baselines for scope plan
A Communications management plan Process - Task 2 - Manage Communications The 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. PMBOK Guide Sixth Edition (2017) PMI/PMI/10.1.3.1 Communications Management Plan/p. 377
A project is in the execution stage. Three necessary changes are brought to the attention of the team. The team members all have differing opinions regarding how to implement the changes. What should the project manager do? A Confirm that all team members and stakeholders understand and follow the change management plan. B Hold a meeting with the board and project sponsor to address the issue.C Organize a meeting with team members to review the issues and request changes where needed.D Ensure all requested changes are applied to the project and communicate directly with all team members.
A Confirm that all team members and stakeholders understand and follow the change management plan. Process - Task 10 - Manage Changes The team and project manager must follow the documented and agreed upon change management processes. PMBOK Guide Sixth Edition (2017) PMI/PMI/4.2.3.1 Project Management Plan/Additional Components/p. 88; 3. The Role of The Project Manager/3.1 Overview/p. 51
A project manager has been asked to conduct a risk analysis that is based on a high-level scope. As part of the analysis, the project manager must use expert judgment to prepare a document. Which document-based action is being performed? A Creating the project charter B Preparing the scope statement document C Creating a project management plan D Documenting the risk management plan
A Creating the project charter Process - Task 1 - Deliver Business Value Expert judgment is one of the tools and techniques for developing the project charter. PMBOK Guide Sixth Edition (2017) PMI/PMI/4.2.1 Develop Project Charter/p. 79
Your project team does not understand the fundamentals of project management. You feel this has the potential to harm your project. You decide to put together a half-day training session to teach project management basics. Which of the following have you achieved by having this training? A Develop your project team B Avoid Risk C Acquire Resources D Analyze Risk
A Develop your project team People - Task 5 - Ensure Team is Trained This is an example of developing your project team because you are enhancing the team's overall competencies and skills. Note that B is incorrect because avoiding a risk means taking it off the table completely, but project failures could still occur notwithstanding the training. PMBOK Guide Sixth Edition (2017) PMI/PMI/9.4 Develop Team/p. 336
A planned task for a project does not get completed due to an issue that appeared three days ago but did not get resolved. The project manager wants to prevent this type of situation in the future. What should the project manager do? A During the retrospective, examine the issue. B In the demo, address the issue. C During the next iteration planning meeting, discuss the issue. D In the next daily standup meeting, review the issue.
A During the retrospective, examine the issue. Process - Task 6 - Manage Schedule 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. PMBOK Guide Sixth Edition (2017) PMI/PMI/6.6 Control Schedule/p. 224; The Agile Practice Guide (2017) PMI/PMI/5.2.1 Retrospectives/pp. 50-51
A previously identified technical issue has been resolved and the project is moving forward. The project manager has been warned that the same issue will probably arise on similar projects in the future. What should be done first when responding to this warning? A Ensure that the issue log is updated. B Create a risk report and keep the report current. C Notify the project sponsor about the warning. D Ensure that the lessons learned register is updated.
A Ensure that the issue log is updated. Process - Task 15 - Manage Issues The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. PMBOK Guide Sixth Edition (2017) PMI/PMI/4. Project Integration Management /4.3.3.3 Issue Log/p. 96
A project team has set up an unofficial online communications platform to enhance communication. The project manager was not aware that this platform existed until recently, after learning that it was being used inappropriately. Which action should the project manager take? A Have the project team stop using the platform, and then review the communications management plan. B Report the issue to the compliance office after disciplining the individuals involved. C Since it is not part of the communications management plan, terminate the platform. D Delegate an administrator to monitor communications on this platform.
A Have the project team stop using the platform, and then review the communications management plan. Process - Task 2 - Manage Communications Since this platform was not part of the original communications plan, it should not be used. The project manager needs to refer the team members back to the approved project communications plan. PMBOK Guide Sixth Edition (2017) PMI/PMI/10.1.3.1 Communications Management Plan/p. 377
What is the main purpose of the work breakdown structure (WBS) dictionary? A It contains additional information about each work breakdown structure (WBS) component B It provides a framework for how to create the work breakdown structure (WBS) C It tracks time and cost on a project D It contains additional information about each activity
A It contains additional information about each work breakdown structure (WBS) component Process - Task 8 - Manage Scope The main purpose of the work breakdown structure (WBS) dictionary is to store additional information about each work breakdown structure (WBS) component. This can include things like work package name, ID, responsible organization, schedule milestones, quality requirements, cost estimates, required resources, code of accounts identifier, etc. PMBOK Guide Sixth Edition (2017) PMI/PMI/5.4.3.1 Scope Baseline/WBS Dictionary/p. 162
Which of the following is true about the procurement statement of work? A It outlines the items to be provided via the procurement B It is written by the vendor after receiving the project scope statement C It is written by the seller as the response to a Request for Proposal (RFP) D It is written by the buyer in response to a Request for Quote (RFQ)
A It outlines the items to be provided via the procurement Process - Task 1 - Deliver Business Value A procurement statement of work (SOW) is a narrative description of the products or services to be delivered by the seller/vendor and is provided to the seller/vendor to aid in deciding if they are capable of providing the goods or services. While an RFQ or an RFP could include an SOW, it would be provided along with it and not as a response. PMBOK Guide Sixth Edition (2017) PMI/PMI/12.1.3.4 Procurement Statement of Work/p. 477
Your team has been together for a few years and is known as a highly efficient team throughout the organization. A team member who is new to the team lacks the tacit knowledge required to create some of the features. It is late in the work day and you notice the employee struggling with some work. How should you proceed? A Offer your assistance with the creation of the feature B Document the problem in the issue log and follow up the next business day C Document it on the risk register and develop a potential response D Tell the employee to follow the project management plan
A Offer your assistance with the creation of the feature People - Task 4 - Empower Team Servant leadership is the virtue of a project manager or scrum team. We should always support the team through mentoring, encouragement, support, and on-the-job training if required. The Agile Practice Guide (2017) PMI/PMI/4.2.1 Servant Leader Responsibilities/pp. 34-37
Which of the following eXtreme programming (XP) practices best assists with changes affecting project scope? A On-site customer B Planning games C Simple design D Coding standards Business Environment - Task 3 - Evaluate Scope Changes
A On-site customer Option A is correct. The on-site customer practice includes embedding a customer (or customer representative) into the team itself. Therefore, if external circumstances, (market conditions, competition, financial considerations, etc...) present themselves, the agile team can act quickly and decisively. The Agile Practice Guide (2017) PMI/PMI/A3.3 Extreme Programming/Table A3-2. The Practices of eXtreme Programming/Organizational/p. 102
You are managing a project to build a bridge across the bay. The previous project had cost overruns because the project team underestimated the winds and harsh weather conditions on the bay. From which of the following should you derive this historical information? A Organizational process assets (OPA) B The National Weather Service historical database C Project management software D Enterprise environmental factors (EEF)
A Organizational process assets (OPA) Process - Task 5 - Manage Budget and Resources The lessons learned documentation from the prior project is part of the organizational process assets (OPA). The national weather service does have a historical database, but the question is asking about previous projects. Project management software is a tool that can be part of the project management information system (PMIS). Enterprise environmental factors (EEF) are the factors surrounding your workplace and are usually intangible, which the windy conditions are an example. However, the information documenting this is part of your OPA. PMBOK Guide Sixth Edition (2017) PMI/PMI/2.3 Organizational Process Assets/pp. 39-41
A project has the following characteristics: It is in the planning stage; A key stakeholder will be unavailable for 2.5 weeks during the project. The project manager must decide what to do first, after learning about the key stakeholder's unavailability. What is the correct step to take? A Plan a database development specification, then occasionally check to ensure the developer aligns with the specification. B Schedule quarterly project review meetings that will include review of the data security status, and recommend remedial steps if noncompliance is found. C Organize a meeting with the sponsor to evaluate the situation and identify alternatives. D Continue with planning and acknowledge the impact the change may have on the project schedule.
A Plan a database development specification, then occasionally check to ensure the developer aligns with the specification. Process - Task 15 - Manage Issues The first thing the project manager needs to do is to capture this as an issue and communicate this to the other stakeholders. Until then, no action can or should be taken. PMBOK Guide Sixth Edition (2017) PMI/PMI/4.3.3.3 Issue Log/p. 96
A medium-sized company is expanding into a new market. However, the company does not have previous experience in that market. A project manager needs to collect requirements. Which tool or technique should the project manager use? A Prototypes B Expert judgment C Product analysis D Create requirements traceability matrix
A Prototypes Process - Task 8 - Manage Scope Prototyping is a method of obtaining early feedback on requirements by providing a model of the expected product before actually building it. PMBOK Guide Sixth Edition (2017) PMI/PMI/5.2.2.8 Prototypes/p. 147
After six iterations, significant variations have occurred to the project scope and schedule. These are due to the customer's technology regulations and security policies, which are regularly reviewed. The project manager wants to suggest a new approach to the next iteration to avoid possible delays. What should the project manager do first? A Rank the importance of each improvement item, then implement actions identified during the last retrospective. B. Engage in a cost-benefit analysis that can help predict the profits that could be realized through the use of new technology for the next phase. C Research new technology trends and management tools that have been successful on similar projects. D Use a backlog refinement meeting and include the customer's change requests in the discussion.
A Rank the importance of each improvement item, then implement actions identified during the last retrospective. Process - Task 16 - Knowledge Transfer The retrospective is used to review lessons learned and suggest corrective actions for the next iterations. Essential Scrum - A Practical Guide to the Most Popular Agile Process (2012), Chapter 22. Sprint Retrospective /Overview. The Agile Practice Guide (2017) PMI/PMI/5.2.1. Retrospectives/pp. 50-51
You are a project manager for a new medical device. Current market demand requires the new device to be capable of being used in various conditions, by differing levels of user expertise, be made available in different languages all over the world, and other external factors. Which of the following would best be utilized to analyze or identify risks for all of these factors? A Risk register B Stakeholder register C PESTLE Analysis D Probability and Impact Analysis
A Risk register Business Environment - Task 3 - Evaluate Scope Changes Of the options presented, a PESTLE analysis is used to identify the external business environment factors that can affect the value and desired outcomes of a project. PMBOK Guide Sixth Edition (2017) PMI/PMI/11.2.2.5 Prompt Lists/p. 416
Which of the following best describes your ability to understand and/or perceive the emotions of others? A Social awareness B Emotional intelligence C Social skill D Coaching
A Social awareness People - Task 14 - Emotional Intelligence Option A is correct. Social awareness is one of four emotional intelligence components (self awareness, self management, social awareness, and relationship management). Social awareness is a person's ability to understand and/or perceive what others are feeling or thinking. This is performed by observing and listening to those around you. PMBOK Guide Sixth Edition (2017) PMI/PMI/9.5.2.1 Interpersonal and Team Skills/Emotional Intelligence/p. 349
Today you sign into your teams platform to get up to speed on what the Asia-Pacific team has been up to since you signed off last night to enjoy an evening with the family. As you are scrolling through the conversation string you notice that a few comments came up that seem like one of your team members has taken offense to one of the comments left by one of the North American team members from yesterday. Which of Maslow's hierarchy of needs involves the need for friends, family and affiliation? Also, what is the level just below that? A Social, Safety B Social, Esteem C Cultural, Social D Cultural, Safety
A Social, Safety People - Task 3 - Support Team Performance The rung on Maslow's pyramid that is marked by an individual's need for friends, family, and affiliation is the Social level. The level just below that is Safety. The five levels in order from bottom to top are physiological, safety, social, esteem and self-actualization; cultural is not part of Maslow's pyramid. Project Manager's Portable Handbook, 3rd Ed (2010) /5. Project Leadership /5.7 Motivating the Project Team /5.7.2 Maslow /Figure 5-8. Maslow's Order of Priority of Human Needs
During which stage of team development is it crucial for team members to work on tolerance and patience with one another? A Storming B Forming C Performing D Norming
A Storming People - Task 6 - Build a Team Option A is correct. This question is focused on the stages of team development (Tuckman's Ladder: Forming, Storming, Norming, Performing, Adjourning). During the storming phase, individuals need to be focused on tolerance and patience. If these two objectives are not met, the team may flounder and remain in the storming stage. A team in the storming phase is not a high-performing team. PMBOK Guide Sixth Edition (2017) PMI/PMI/9.4 Develop Team/pp. 337-338
During the design phase of a construction project, two team members do not agree with an estimating technique used for cost. The situation was not resolved and has escalated into a bigger problem that is beginning to impact project objectives. How could this problem have been avoided? A The project manager should have documented the problem on the issue log B The project manager should have documented this on the risk register C The project manager should have escalated the problem to the sponsor for resolution D The project manager should have submitted a change request to update the cost management plan
A The project manager should have documented the problem on the issue log Process - Task 15 - Manage Issues Since this situation indicates something has already happened - it is an issue and not a risk. The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The risk register is for events that pose a threat to the project, but have not yet occurred, and the team proactively attempts to manage them. PMBOK Guide Sixth Edition (2017) PMI/PMI/4.3.3.3 Issue Log/p. 96
Developing an accurate project schedule is an important part of the planning process. You have used the Critical Path Method to ensure that you identify the critical path within your schedule network. Which of the following statements is true? A The project schedule is often a graphical representation showing activities, start and finish dates and is used to show what has actually happened with regards to the scheduled work B The project schedule is often a graphical representation showing the approved activities, start and finish dates and is used to compare what has actually happened C The project schedule is always a Gantt Chart generated from a computer program D The project schedule is generated by a computer
A The project schedule is often a graphical representation showing activities, start and finish dates and is used to show what has actually happened with regards to the scheduled work Process - Task 6 - Manage Schedule The project schedule is often a graphical representation showing activities, start and finish dates and is used to show what has actually happened with regards to the scheduled work. The baseline is described in Answer B. Answers C and D are there as distractions, as we can build a schedule with the use of software. PMBOK Guide Sixth Edition (2017) PMI/PMI/6.5.3.2 Project Schedule/p. 218
A project manager overhears a conversation in a cafeteria. The speaker says that a possible union action will occur within the next two weeks. The project manager knows that any union action will affect the project team and, at this stage of the project, any project delays will cause substantial harm to both budget and schedule. Earlier, the probability of a union action was considered minimal. Thus, it was unanticipated. What should the project manager do? A Update the risk register with the new risk level, then identify and inform relevant stakeholders to get their insight. B Ask all stakeholders for additional information regarding the likelihood of the union action, then act on what is heard only after all responses have been gathered. C Set up an information session for the project team, letting them know of possible disciplinary sanctions for those who participate in the union action. D Meet with union members and the union leader to resolve this conflict.
A Update the risk register with the new risk level, then identify and inform relevant stakeholders to get their insight. Process - Task 3 - Manage Risks The project manager needs to proactively approach this. By updating the risk register and by communicating this development to the appropriate stakeholders, they will be achieving this. PMBOK Guide Sixth Edition (2017) PMI/PMI/11.2.3.1 Risk Register/p. 417
After a project delay, the project manager determines that a change is needed to the product deliverables in order to ensure quality. The project manager takes the following steps: 1. A formal change request is issued. 2. The project manager communicates the change to all stakeholders. 3. The project manager receives feedback that the communications approach did not meet stakeholder expectations. What should the project manager do next? A Use the communications management and stakeholder engagement plans. B Ensure stakeholders' expectations are included in the project management plan by issuing a change request. C Hold a meeting with the project sponsor to better understand stakeholders' expectations. D Refer to the communications management plan and issue a status report.
A Use the communications management and stakeholder engagement plans. Process - Task 14 - Establish Governance These two plans help establish how communication will be managed and how the stakeholders will be engaged. PMBOK Guide Sixth Edition (2017) PMI/PMI/13.2.3.1 Project Management Plan/p. 518
The procurement department has been negotiating the terms of a new contract with a customer who is unsure of what the final product should look like. They only know what the product should do once complete. The procurement department is having difficulty choosing between a fixed price contract or a cost reimbursable contract and they decide to call you, the project manager, in to assist with negotiations. As the project manager, how should you proceed? A Work with the customer to determine the objectives and clarify requirements B Elect to use a cost-reimbursable contract with a Point of Total Assumption Clause C In a centralized purchasing organization the project manager is responsible for negotiating the contract D Provide a bottom up estimate to determine a baseline cost and hold a bidder conference
A Work with the customer to determine the objectives and clarify requirements People - Task 8 - Negotiate Agreements Customer collaboration over contract negotiation is the preferred method. Since you have a procurement department, the project manager's role is to provide information about the aspects of the project itself, but they do not conduct contract negotiation. The Agile Practice Guide (2017) PMI/PMI/2.2 The Agile Manifesto and Mindset/Figure 2-2 The Four Values of the Agile Manifesto/p. 8
A major problem with your organizational structure is that when the project is finished, the team often has no other work to do and must be let go. Your talking to a friend about joining their company, and really like the sound to the collaboration between their project and functional managers. What types of organization structure does this refer to? 1 - Balanced Matrix 2 - Weak Matrix 3 - Functional 4 - Project-oriented 5 - Adaptive A 4 and 5 B 1 and 4 C 2 and 3 D 1 and 3
B 1 and 4 Process - Task 13 - Determine Methodology In a project-oriented (sometimes called projectized or composite/hybrid) organizational structure the project team reports to only one boss and is tasked with working solely on the one project. One major problem with this type of structure is what to do with the team members when the project is completed. One way this is handled is to terminate the employment of all team members. With balanced matrix organizations functional and project managers have shared authority and much collaborate in order to be effective. PMBOK Guide Sixth Edition (2017) PMI/PMI/2.4.4 Organizational Structure Types/pp. 45-49
A project has the following need: 900 resource hours must be outsourced. Because of internal policies, all providers must comprehend the requirements. Which action should the project manager take to ensure this? A Hold direct negotiations with each provider. B Conduct a bidder conference with the providers. C Ensure the procurement management plan is sent to each provider. D Have each of the providers added to the stakeholder register.
B Conduct a bidder conference with the providers. Process - Task 11 - Manage Procurement A bidder conference is a meeting between the buyer and prospective sellers prior to proposal submittal. They are used to ensure that all prospective bidders have a clear and common understanding of the procurement and no bidders receive preferential treatment. PMBOK Guide Sixth Edition (2017) PMI/PMI/12.2.2.3 Bidder Conferences/p. 487
When working in a highly regulated industry, what can be done to ensure any changes in regulatory compliance are met during an agile project? A Evaluate regulatory compliance during the daily scrum B Continuously groom the product backlog C Use affinity estimating D Refactoring
B Continuously groom the product backlog Business Environment - Task 1 - Manage Compliance Option B is correct. Requirements for new and/or changing regulatory compliance will be incorporated into the product backlog as they arise if the product owner grooms (or refines) the backlog regularly. The Agile Practice Guide (2017) PMI/PMI/5.2.3 Backlog Refinement/p. 52
Which of the following is not considered a servant leader responsibility? A Educating stakeholders on the benefits of servant leadership and the benefits of agile B Creating the project development approach and processes C Providing coaching, mentoring, encouragement and support D Assisting with technical project management activities
B Creating the project development approach and processes People - Task 5 - Ensure Team is Trained Option B is correct. Servant leadership does not encompass creating the project development approach or processes. However, a few of the responsibilities of a servant leader are: (1) educating stakeholders on the benefits of agile; (2) provide coaching, mentoring, and support; and (3) assisting by performing the technical aspects of project management. The Agile Practice Guide (2017) PMI/PMI/4.2.1.4 Consider These Servant Leadership Responsibilities/p. 36
A project manager realizes that sponsor expectations are not being met, specifically regarding project deliverables. To address this issue, which action should the project manager take? A Create a risk register. B Develop a stakeholder engagement plan. C Develop a communications management plan. D Create a work breakdown structure (WBS).
B Develop a stakeholder engagement plan. Process - Task 4 - Engage Stakeholders The 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 decision making and execution. PMBOK Guide Sixth Edition (2017) PMI/PMI/13.2.3.1 Stakeholder Engagement Plan/p. 522
For organizations that are new to agile concepts and are working to adopt and utilize them, which of the following would be a potential roadblock to successfully achieving this? A Executive management's willingness to change. B Employees are specialized contributors. C Talent management maturity and capabilities. D Focus on short-term budgeting and metrics versus long-term goals.
B Employees are specialized contributors. Business Environment - Task 4 - Support Org Change Organizations that have change-friendly characteristics of answers A, C and D will easily support agile principals. While answer B (indicating I-shaped people) may be a concept that we shy away from, it has nothing to do with organizations adopting agile approaches. The Agile Practice Guide (2017) PMI/PMI/6.1.2 Readiness for Change/pp. 73-74
Review the following project characteristics: -The project is in its initiation stage. -Due to lack of funding, the project gets terminated. -The project manager must close the project. What is the first action the project manager should take? A Rely on the communications management plan to properly inform all stakeholders. B Examine the organization's project closure guidelines. C Determine the potential impact of terminating the project by performing a risk analysis. D Close all project procurement processes.
B Examine the organization's project closure guidelines. Process - Task 17 - Manage Closure Project closure guidelines or requirements will be contained in the organization's procedures. PMBOK Guide Sixth Edition (2017) PMI/PMI/2.3.1 Organizational process Assets/p. 41
A new product is released. When a customer identifies performance issues with this product, the project manager realizes that cost of quality (COQ) should have been used to estimate this cost. Which category of COQ should the project manager have used? A Prevention costs B External failure costs C Appraisal costs D Cost-benefit analysis
B External failure costs Process - Task 7 - Manage Quality External failure costs are those failures found by the customer. PMBOK Guide Sixth Edition (2017) PMI/PMI/8.1.2.3 Data Analysis/Cost of Quality/p. 282
You are the project manager of a large global project that has team members spread out across several countries in multiple time zones. Several of the team members in India have been complaining about the limited health benefits provided by your company and that they are not able to pay for the care they need, given their lower salaries as compared to project team members in the United States. Lately, they have been somewhat slow to respond to your e-mail requests for status updates and have even missed a few meetings. Which of the following is the most likely explanation for this? A McGregor's Theory-X B Herzberg's Theory of Motivation C McGregor's Theory-Y D McClelland's Theory of Needs
B Herzberg's Theory of Motivation People - Task 11 - Virtual Teams Herzberg theorized pay and benefits do not lead to positive satisfaction for the long-term. But if these factors are absent or non-existent at the workplace, then they lead to dissatisfaction. McGregor's Theory-X and Theory-Y theorize that employees inherently dislike work and are self- motivated, respectively. McClelland's Theory of Needs says people are motivated by either 1) achievement, 2) affiliation, or 3) power. Project Management: A Systems Approach to Planning, Scheduling, and Controlling (2009)/Kerzner/Wiley/5 Management Functions/5.2 Directing/p. 196
A project is in the development stage. During this stage, there will be sensitive client data to handle. The compliance manager raises an issue of project non-compliance. What is the first document the project manager should review to check what current items are of concern? A Statement of Work (SOW) B Issue log C Business case D Risk Register
B Issue Log Process - Task 15 - Manage Issues After a new issue is raised, the issue log should be reviewed prior to taking action. PMBOK Guide Sixth Edition (2017) PMI/PMI/4.3.3.3 Issue Log/p. 96
Your team is on sprint four (4) of an estimated ten (10) sprints for the creation of a sports game for a major corporation. A stakeholder has been holding on to information that is required to complete each sprint and it is starting to delay the progress of work and completion of sprints. As the product owner, how should you proceed? A Refer to the Stakeholder Engagement Plan and Communication Management Plan then engage the person appropriately B Report the issue to the team facilitator and have them speak with the stakeholder C Have the sponsor engage the stakeholder D Document this in the risk register and brainstorm potential responses
B Report the issue to the team facilitator and have them speak with the stakeholder People - Task 7 - Remove Obstacles The product owner is responsible for guiding the direction of the product and managing the backlog. The team facilitator is responsible for removing impediments for team members. The team facilitator is also known as scrum master, project team lead, team coach, and project manager. The Agile Practice Guide (2017) PMI/PMI/Table 4-2. Agile Team Roles/p. 41
A customer indicates that they would like to add functionality. Although this request is made during the execution stage of this waterfall project, the project manager finds that the cost for the addition would be small. The additional functionality, if successful, would increase the opportunity for profit. What should the project manager do next? A Agree that the functionality would offer a great opportunity, but the proposed addition is out of scope. B Schedule a meeting with the company's management team, and present the customer's request for additional functionality as a good opportunity. C Move forward, using the project's management reserve to add the requested functionality. D Add it to the product backlog and prioritize it against the other components of the project.
B Schedule a meeting with the company's management team, and present the customer's request for additional functionality as a good opportunity. Process - Task 1 - Deliver Business Value By building a small increment and then testing and reviewing it, the team can add value in terms of new functionalities or additional awarded projects. An important factor for a successful implementation and value capture is the response time of the team. PMBOK Guide Sixth Edition (2017) PMI/PMI/1.2.4.1 Project and Development Life Cycles/p. 19
A deliverable does not meet the agreed-upon quality specifications and is rejected by the customer. After investigation, the project team finds that there is a fault with the vendor-provided parts, and this fault caused the issue. The vendor says that they cannot correct the situation. What is best to review before deciding on the next steps? A What alternative vendors are available B The contract agreements and procurement management plan C The internal quality assurance reports D The resource management plan
B The contract agreements and procurement management plan Process - Task 11 - Manage Procurement A contract is a mutually binding agreement that obligates the seller to provide the specified products, services, or results; obligates the buyer to compensate the seller; and represents a legal relationship that is subject to remedy in the courts. PMBOK Guide Sixth Edition (2017) PMI/PMI/12.3 Control Procurements/p. 492
Your company is new to agile concepts, and all people involved with projects have recently completed agile training. You have just been assigned as a project manager for your first agile project to develop a web front end for internal employees to register for health insurance and other benefits for the upcoming calendar year, with an expected delivery of 3 weeks. The project life cycle methodologies that are currently available are all based on a predictive/waterfall approach. What is the best course of action? A Ask the project management office to develop a new agile methodology that will work for the new project B Work with the project management office to develop a new or streamline an existing methodology that will work for the project C Bring in outside agile consultants to help manage the project D Create the initial work assignments for your resources since you are on a tight timeline, then work with the group to find the best way to get to agile as you move forward.
B Work with the project management office to develop a new or streamline an existing methodology that will work for the project People - Task 7 - Remove Obstacles This is the hallmark of servant leadership. The Agile Practice Guide (2017) PMI/PMI/4.2.1 Servant Leader Responsibilities/p. 34
A project is being planned in a remote area with limited access to vehicles and equipment. The project manager proposes that the company deliver all heavy equipment themselves despite the significant expense. The project manager will take full responsibility for this activity. What type of risk response is the project manager demonstrating? A Transfer B Mitigate C Accept D Avoid
C Accept Process - Task 3 - Manage Risks Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. PMBOK Guide Sixth Edition (2017) PMI/PMI/11.5.2.4 Strategies for Threats/p. 443
Which earned value measurements can easily be translated to agile? A Cost performance index (CPI) B Schedule performance index (SPI) C SPI and CPI D Net present value
C SPI and CPI Process - Task 5 - Manage Budget and Resources Option C is correct. Schedule performance index (SPI) is the project's schedule efficiency and Cost performance index (CPI) is the project's cost or spending efficiency rating can both be easily adapted into agile. The Agile Practice Guide (2017) PMI/PMI/5.4.1 Agile Teams Measure Results/p. 69
You have just been identified as the project manager for a new project within your organization. You have a team with varying experiences and is also riddled with conflict. As the project manager, how should you proceed? A Gather the team in one room and inform them of the changes they can expect B Create a team charter, then tell the team how things will proceed from this point forward C Determine the best approach and have the team create a team charter D Have team building events
C Determine the best approach and have the team create a team charter People - Task 2 - Lead a Team The team charter is created with the team and never for the team. As a new project manager, this is a good way to include the team in the process and will also serve as a team building event. PMBOK Guide Sixth Edition (2017) PMI/PMI/9.1.3.2 Team Charter/p. 319
Which of the following is not a contracting technique an agile coach can utilize to help create a win-win, collaborative relationship with a vendor? A Multi-tiered structure B Emphasize value deliver C Dynamic cancelation option D Not-to-exceed time and materials
C Dynamic cancelation option People - Task 8 - Negotiate Agreements Option C is correct. Answers A, B, and D are all valid contracting techniques an agile coach would use while negotiating with a vendor. Dynamic cancelation option is not a valid contracting technique. The Agile Practice Guide (2017) PMI/PMI/6.3 Procurement and Contract/pp. 77-78
A product passes 96% percent of the functional requirements defined in the scope. A customer is unwilling to accept the product since it did not pass 100%. A project manager is assessing what could have been done differently to avoid this. What should the project manager have done? A Assessed and evaluated the test management plan B Created the work breakdown structure (WBS) C Ensured that the quality metrics were defined D Reviewed the requirements documentation
C Ensured that the quality metrics were defined Process - Task 7 - Manage Quality Quality metrics are a description of a project or product attribute and how to measure it. PMBOK Guide Sixth Edition (2017) PMI/PMI/8.1.3.2 Quality Metrics/p. 287
You are a project manager in the Information Technology department. Your company is new to agile concepts, and while most of your department is familiar with and on board with agile, most of the business units are not. Since key stakeholders will now become part of agile teams, you realize that you will need to mentor and coach them during sprints to help "sell" them on the benefits of agile to help keep them properly engaged. Which of the following would not be a typical benefit of using agile? A Improved quality from more frequent reviews B Requirements are allowed to change to better match business needs on a rolling basis C Greater accountability and productivity of empowered teams D Increased focus on business value based on prioritization of requirements
C Greater accountability and productivity of empowered teams People - Task 13 - Mentor Stakeholders While a self organizing empowered team is a crucial part of agile, this is one of the areas that predictive management often struggles with due to a lack of trust or feeling of not being involved the same way as before. Each of the other elements directly ties to business value and can usually be accepted more quickly. The Agile Practice Guide (2017) PMI/PMI/3.1 Characteristics of Project Life Cycles/pp. 18-19
A customer is not satisfied with the delivered product, saying that it was not what they expected. The project manager is surprised, because the agile development team delivered the product several iterations early. What is one way that the project manager could have avoided this result? A Required team sign off for each of the constant changes to the requirements B Set aside more resources for product testing after changes are made C Made sure that the customer was aware of the value of demos D Ensured that the team fully participated in developing the project scope
C Made sure that the customer was aware of the value of demos Process - Task 16 - Knowledge Transfer The customer was not engaged enough in the project. The iteration review is the best mechanism for the team to demonstrate working software and for the customer to give feedback to ensure that their expectations are met. PMBOK Guide Sixth Edition (2017) PMI/PMI/13.3 Manage Stakeholder Engagement/p. 524. The Agile Practice Guide (2017) PMI/PMI/5.2.5 Demonstrations and Reviews/p. 55
Which of the following should be done during the Develop Project Charter process? A Identify risks and their risk responses to ensure the project plan is as stable as possible B Decompose the scope of the project into more precise deliverables and activities to allow for the most accurate and confident estimate C Perform a benefit analysis to validate project alignment with the organization's strategy and ensure the expected business value is doable D Ensure all stakeholders have been identified with the appropriate strategies defined for engaging them effectively
C Perform a benefit analysis to validate project alignment with the organization's strategy and ensure the expected business value is doable Process - Task 9 - Integrate Planning A is done in the Identify Risks and Plan Risk Responses processes, although some risks could have been identified during the develop project charter process. B is the Create work breakdown structure (WBS) and Define Activities processes. D is the Identify Stakeholders and Plan Stakeholder Engagement processes. PMBOK Guide Sixth Edition (2017) PMI/PMI/3.4.3 Strategic and Business Management Skills/pp. 58-60
Who is responsible for approving the project management plan? A Project manager and stakeholders B Project manager and sponsor C Project manager, sponsor and key stakeholders D Sponsor only
C Project manager, sponsor and key stakeholders Process - Task 9 - Integrate Planning The project management plan is the master plan from which a predictive project will be executed. It is the responsibility of all key parties (project manager, sponsor, and key stakeholders) to approve the project management plan. PMBOK Guide Sixth Edition (2017) PMI/PMI/1.2.6.3 Project Charter and Project Management Plan/p. 34; 1.2.6.4 Project Success Measures/p. 34
In which meeting(s) would issues be typically reviewed? A Daily stand-up meetings B Sprint review meetings C Retrospectives and daily stand-ups D Sprint backlog meeting
C Retrospectives and daily stand-ups Process - Task 15 - Manage Issues Option C is correct. Project issues are reviewed during retrospectives and daily stand-up meetings. Issues in agile, like in any other project, need to be tracked and dealt with as soon as possible. The Agile Practice Guide (2017) PMI/PMI/5.2.1 Retrospectives/pp. 50-51; 5.2.4 Daily Standups/p. 53
Team performance can be enhanced when agile practitioners apply emotional intelligence. Which of the following is not a component of emotional intelligence? A Self awareness B Relationship management C Social evaluation D Self management
C Social evaluation People - Task 14 - Emotional Intelligence Option C is correct. Emotional intelligence is comprised of four components; (1) self-awareness; (2) self-management (3) social-awareness; and (4) relationship management. Emotional intelligence is a social skill used to improve self and team performance. PMBOK Guide Sixth Edition (2017) PMI/PMI/9 Project Resource Management/Trends and Emerging Practices in Project Resource Management/Emotional Intelligence/p. 310
A project manager is creating an agenda and presentation materials for a kick-off meeting that will involve stakeholders across multiple geographic regions who will be working on a global project. Which of the following would be the MOST important step for the project manager to ensure that the stakeholders are engaged? A Create slides for the kick-off meeting to address stakeholder involvement. B Survey stakeholders' preferred meeting dates and times to accommodate the teams in different time zones. C Verify that all required participants or their delegates will be available to attend. D Review the kick-off session agenda and materials for overall clarity and concision.
C Verify that all required participants or their delegates will be available to attend. Process - Task 2 - Manage Communications None of the other options are viable without ensuring that all stakeholders are attending the project kick off meeting. PMBOK Guide Sixth Edition (2017) PMI/PMI/13.3 Manage Stakeholder Engagement/p. 524
What are the primary benefit of the sprint review meeting? 1 - The analysis of what the team did well, and could be improved 2 - Elicit feedback on the work that has been completed 3 - Updating the sprint backlog 4 - The evaluation and delivery of project value 5 - Meeting daily to discuss the team's impediments A 1 and 3 B 2 and 3 C 4 and 5 D 2 and 4
D 2 and 4 Business Environment - Task 2 - Evaluate/ Deliver Benefits Option D is correct. The sprint review meeting focuses on demonstrating and delivering working software from the prior sprint that meets the acceptance criteria defined by the product owner. The Agile Practice Guide (2017) PMI/PMI/5.2.5 Demonstrations/Reviews/p. 55
Which of the following would not typically be included in a team charter for an agile project? 1 - Group norms for meeting times, durations and formats 2 - Core and flexible work hours 3 - Project vision 4 - Working agreements 5 - Corporate mission 6 - Team member behavior expectations A 1, 2, and 4 B 2 and 4 C 3, 5, and 6 D 3 and 5
D 3 and 5 People - Task 12 - Ground Rules The project vision is typically included in the project charter - not the social contract for the agile team (team charter). The Agile Practice Guide (2017) PMI/PMI/5.1 Charter the Project and the Team/pp. 49-50
During a retrospective, your team determines the most of their impediments stem from a single stakeholder who is abusing their authority. The project lead notes this particular stakeholder has never been fond of this project and has been very vocal about it being a bad decision on the sponsor. He also states this will lead the company in the wrong strategic direction. How could this have been avoided? A Conducted a stakeholder analysis and created a stakeholder engagement assessment matrix B Created a salience model and inform the stakeholder that we are here to do a job regardless of our personal feelings C Informed the sponsor at the first instance and have them get buy-in from the stakeholder D After conducting an analysis, determined their engagement and build a relationship with the stakeholder to get their buy-in
D After conducting an analysis, determined their engagement and build a relationship with the stakeholder to get their buy-in People - Task 9 - Collaborate with Stakeholders By assessing their power, interest, and impact the project manager could then determine the appropriate engagement level required by the stakeholder. Then they must effectively engage them according to the stakeholder engagement plan and communication management plan. PMBOK Guide Sixth Edition (2017) PMI/PMI/13.1.2.3
You have just finished a release cycle on your agile project and things are going GREAT! The new features have been an instant success and the marketplace is waiting with high anticipation to see what you will bring them next. Which of the following is not true regarding the sprint planning meeting? A The sprint goal, which includes features and user stories in the sprint backlog, is created B Backlog items are prioritized, usually by the highest value C It is typically attended by the product owner and agile team D All tasks from decomposed user stories are created
D All tasks from decomposed user stories are created Process - Task 9 - Integrate Planning Option D is correct. Usually, only the highest priority stories are decomposed into tasks during the sprint planning meeting. These will be the initial tasks performed during the upcoming sprint. The remaining stories will be decomposed later during the sprint. Answers A, B, and C are all true regarding the sprint planning meeting. The Agile Practice Guide (2017) PMI/PMI/5.4.1 Agile Teams Measure Results/pp. 61-64
A project manager is working on a software development project. Two customers are repeatedly submitting new feature requests. The completed scope definition for the product's next version release has already been provided to stakeholders. What should the project manager do next? A Ask to meet with the product manager and discuss reducing the number of new requests. B Meet with the sponsor immediately to discuss project boundaries. C Meet face-to-face with stakeholders to set expectations. D Assess the scope management plan and iterate it through the scope definition process.
D Assess the scope management plan and iterate it through the scope definition process. Process - Task 8 - Manage Scope The scope management plan is needed to help control the scope of the project. PMBOK Guide Sixth Edition (2017) PMI/PMI/5.6 Control Scope/p. 167
You are collecting requirements from all stakeholders during a planning meeting when stakeholders start having conflicting requirements. During the meeting tensions began to rise and people become disruptive to the meeting. The project manager decided to end the meeting earlier than scheduled to maintain relationships. The meeting was rescheduled for the next business day. What is the best way to proceed? A Conduct a brainstorming session and establish ground rules B Establish ground rules and begin discussions again C Establish ground rules and use the Monte Carlo technique to collect requirements silently D Establish ground rules, then use an affinity diagram to collect requirements followed by discrete voting applications
D Establish ground rules, then use an affinity diagram to collect requirements followed by discrete voting applications People - Task 10 - Build Shared Understanding Establishing ground rules is a good practice, but without enforcement they are useless. Brainstorming could lead to the same results even with ground rules. Monte Carlo is a software application that calculates probability. An affinity diagram can be used as a silent information gathering technique that can be used with silent voting to prioritize requirements. PMBOK Guide Sixth Edition (2017) PMI/PMI/5.2.2.5 Data Representation/Affinity Diagrams/p. 144
Project team members are spending a lot of time helping maintenance and operations staff with a recently commissioned project component. The project manager needs to validate that the component was signed off and ownership transferred. Which three documents should the project manager use for this decision? A Final report, organizational process assets updates, and procurement agreements B Procurement agreements, project document updates, and organizational process assets updates C Procurement agreements, stakeholder engagement plan, and organizational process assets updates D Final report, project document updates, and organizational process assets updates
D Final report, project document updates, and organizational process assets updates Process - Task 17 - Manage Closure When closing the project, the project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives. The project documents are updated accordingly. PMBOK Guide Sixth Edition (2017) PMI/PMI/4.7.3 Close Project or Phase: Outputs/pp. 127-128
In which of the following team-building stages does the team begin to work together and build good working relationships? A Storming B Performing C Forming D Norming
D Norming People - Task 6 - Build a Team Tuckman's five stages of team development are Forming, Storming, Norming, Performing, and Adjourning. Forming is where the team is initially brought together; Storming is where the team has disagreements; Norming is where the team begins to work together; Performing is where the team reaches optimal performance; Adjourning is where the team disbands and is sometimes referred to as "mourning". PMBOK Guide Sixth Edition (2017) PMI/PMI/9.4 Develop Team/pp. 337-338
When building an agile team, which concept should be least considered? A Build projects around motivated individuals B Provide a supportive environment C Trust the team to meet the deadlines D Ensure a strong project manager is assigned for decisions and coordination
Option D is correct. Agile coaches are not decision makers and do not coordinate the work. Instead, they are focused on building projects around motivated individuals, providing a supportive environment, and trusting the team to meet project deadlines. People - Task 6 - Build a Team The Agile Practice Guide (2017) PMI/PMI/Figure 2-2. The Twelve Principles Behind the Agile Manifesto/Number 5/p. 9
