PMP Practice Exam

Over the past six months, the cost per story in agile project A has risen by more than 250% due to a faulty platform which is no longer supported. The project will exceed the budget increment threshold at the next iteration. Who should decide If project should be canceled? a. The head of business control b. The product owner c. The procurement manager d. The project manager

b. The product owner

A medical equipment vendor is running a hybrid project which includes some custom software development by an agile team. The team progress is good, but slow customer approval causes unnecessary delays. The customer insists that approval can only be given after repeating all the test cases in the target environment. How can the project manager accelerate the approvals and builld trust at same time? a. Invite the customer to send representatives to witness the teams testing to pre-approve the tests. b. Work out an arrangement with the customer to defer as many tests as possible to the final release. c. Propose new terms for team members to work aside the customer testers to run tests in their environment. d. Allow the team to progress at their pace while the customer continues to test and approve earner builds.

c. Propose new terms for team members to work aside the customer testers to run tests in their environment.

A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, some team members have NOT had the appropriate agile training. How should the project manager respond to the lack of agile training? a. Transition some of these team members to other teams and replace them with resources with agile training. b. Ensure the projects contingency reserve can cover agile training for all team members. c. Create virtual training sessions for key team members, covering the main agile topics. d. Identify and implement the most cost-effective agile training for the team members.

d. Identify and implement the most cost-effective agile training for the team members.

Although the sponsor and project team say that the new project has an adequate budget and realistic schedule, the project manager worries that unplanned events could threaten the project's success. What should the project manager do first? a. Engage in identification of project risks, then assess those risks. b. The project sponsor for additional funding to cover project planning. c. Schedule a meeting with the functional manager to address the potential impact of unplanned risks. d. Execute the project as planned and handle any risks as they arise.

a. Engage in identification of project risks, then assess those risks.

A project team learns about a new compliance requirement from an international entity that may impact the baseline business case for the project. They learn this right after the project charter is completed and the project sponsor has signed. How should the project manager proceed? a. Research the requirement and possible consequences, then give the sponsor a recommendation b. Address the requirement through the creation of a quality management plan. c. Ignore the issue, as the new requirement is NOT part of the projects documented scope. d. Ensure that the requirement is documented in the risk register, then ask for further guidance from all stakeholders.

a. Research the requirement and possible consequences, then give the sponsor a recommendation

A retiring project manager hands over all materials to a new project manager. The project appears to be running smoothly until a critical component fails during testing. What Is the appropriate first step when responding to this issue? a. Review the risk management plan to identify whether this risk and accompanying response strategies have been captured. b. Check with other local team project managers to see how they would respond to the issue. c. Revise the timeline to account for slippage due to the additional time needed to implement mitigation. d. Communicate with stakeholders, describing the issue, proposed costs, and potential changes to delivery dates related to the project.

a. Review the risk management plan to identify whether this risk and accompanying response strategies have been captured.

A project manager is uncertain about the duration of a new project and consults several groups of subject matter experts (SMEs). The first group advises that development can be finished in 29 days. The second group identifies some risks that could make the duration up to 46 days. The third group proposes a new development method that can shorten the time to 18 days. Using the Triangular estimation technique, what Is the estimated development duration for the new product? a. 28 days b. 31 days c. 32 days d. 36 days

b. 31 days

A new regulation requires consumer warnings on labels, but a company's product package is too small to fit the additional information. The regulatory specification does NOT provide a solution, so the agile team decides to solve the problem by displaying the information on a fold-out flap. The start of mass production of the new labels, the project's next milestone, is scheduled to begin in five days. What should the agile team do next? a. Update the sprint backlog to reflect the additional product label requirement b. Contact the compliance team to determine validity of the selected format c. Request approval from the steering committee to proceed with the change d. Develop a prototype and submit it to the label manufacturer for approval

b. Contact the compliance team to determine validity of the selected format

A new project manager needs to deliver a high-stakes agile project. The vendor working with the team is in another country. Though this vendor has delivered excellent quality work on time in the past, they are currently behind schedule. The team explains to the project manager that their attempts to get the vendor back on schedule have failed. They have sent emails and phoned, but the vendor only gives vague, noncommittal responses. The project sponsor insists that this vendor is essential to the success of the project and an important partner of the business. Which action should the project manager take? a. Contact the vendor and be direct about the consequences of their actions and delays. b. Create a virtual workspace for the team so that everyone is aware of and accountable for their tasks and aware of due dates. Include the project sponsor. c. Work with procurement to amend the vendors service agreement, with specific terms and conditions for work. d. Ask the project sponsor to use personal influence to get the vendor back on schedule.

b. Create a virtual workspace for the team so that everyone is aware of and accountable for their tasks and aware of due dates. Include the project sponsor.

A company is constructing recycling plants in 15 countries around the world. The lead in the project management office (PMO) wants more timely progress reporting and experience sharing between project managers in each of the geographically distant projects. Which two agile practices might the PMO use to fulfill this need? (Choose TWO). a. Definition of Done b. Electronic Kanban board c. Backlog refinement d. Virtual daily stand-up meetings e. 2-week retrospective

b. Electronic Kanban board e. 2-week retrospective

A new product development project has the following characteristics: • There are three (3) main tasks. • Task A must be delivered four (4) weeks before Task C starts • Once Task B is finished, Task C will start. What Is the relationship between tasks A and B? a. Finish-to-start (FS) b. Finish-to-finish (FF) c. Start-to-start (SS) d. Start-to-finish (SF)

b. Finish-to-finish (FF)

Before the next iteration begins, project team B meets about an unexpected challenge which threatens to delay the current phase. The task in the next iteration CANNOT be completed because of this challenge. Another team within the project is depending on timely completion of Task 1 in order to fulfil their work. How should the project manager resolve this Issue? a. Meet with both teams separately and ask them to figure out a way to meet the required deadlines and complete the project on time. b. Meet with the product owner to prioritize the iteration backlog, so that it does NOT impact other teams or obligations. c. Increase the number of team members for the project team and increase the iteration length, ensuring that the work will be completed according to schedule. d. Let team members know you want them to do their best under difficult circumstances, and make sure to note the iteration's challenges in the next retrospective.

b. Meet with the product owner to prioritize the iteration backlog, so that it does NOT impact other teams or obligations.

A project manager begins to prepare the project management plan after receiving the project charter. There is currently NO historical information in the project management office (PMO). What next step should the project manager take in this scenario? a. Utilize analogous estimating b. Seek advice from experts in the field. c. Organize an initial kick-off call. d. Request that the project sponsor provides input.

b. Seek advice from experts in the field.

A project is in the execution stage. Based on the originally approved blueprint, 1000 products were developed. The project team randomly chooses 100 products to evaluate against the quality plan. What Is the project team undertaking? a. Control procurement b. Statistical sampling c. Process audit d. Quality assurance

b. Statistical sampling

Project A is developing a customer service prototype for a company's marketing department. The customer stakeholder group includes franchise owners and direct customers of the company. The prototype scores 95% on fulfilment of the functional requirements defined in the scope, which is a passing score in the project's agreed quality metrics. The franchise group is unwilling to approve the prototype since it does NOT fulfill a particular functional requirement, but the direct customer group gives. How can the project manager handle communications with the diverse stakeholder group? a. Send a survey to each group asking for specific feedback on the prototype b. Thank the customers for their approval; review the WBS and verify the requirements documentation with the franchise group. c. Hold a consultation with the franchise group, show them the direct customer approval, and negotiate for the approval. d. Check the RACI matrix for which group's approval is needed and if still unclear, ask an executive stakeholder to make the final decision.

b. Thank the customers for their approval; review the WBS and verify the requirements documentation with the franchise group.

At the end of an agile project, all stories are completed on schedule and all tests passed, but the customer does NOT consider the product a success. Which Is most effective way to prevent this outcome in future projects? a. Ensure that the product vision is approved by the customer before developing the backlog. b. Agree with the customer on success criteria to be included in the Definition of Done. c. Collect customer feedback on incremental release demos and user tests. d. Ensure that the test plan includes non-functional requirements in the backlog.

c. Collect customer feedback on incremental release demos and user tests.

Most of an agile team's members are away for a month, but the project needs to make progress. The project manager outsources the work to overseas contractors to work remotely on the stories. In their first sprint, the overseas team did NOT understand certain usability requirements, but still managed to complete five (5) stories that were previously blocked because the original team could NOT handle the algorithmic complexity of the work. What should the project manager do in this situation to make progress on the project? a. Engage an interpreter to translate all the requirements. b. Assign all the usability stories to the remaining local team member. c. Reprioritize the backlog to match the remote team's skills. d. Find another remote team with better linguistic skills.

c. Reprioritize the backlog to match the remote team's skills.

The agile team is tasked with building a version of a smartphone shopping application suitable for older people. Marketing has NOT been able to find any volunteer test users fitting the profile. Which option would be most effective to ensure the best product value is delivered? a. Examine evaluations of similar competitor products. b. Ask older relatives about the price point they want. c. Remove eyeglasses when testing the user interface. d. Ask the product owner to run friendly tests with older relatives.

d. Ask the product owner to run friendly tests with older relatives.

Over the past six months, the development cost per story has risen by more than 250% due to a faulty platform which is NO longer supported. The product vision highlights that unique features of the platform are a pre-requisite for the product. What should the project do to determine next steps? a. Cancel the project due to exceeding the budget constraint b. Ask the product owner to select an alternative platform. c. Cancel the project as the product vision CANNOT be fulfilled. d. Run what-if cost impact scenarios with the product owner

d. Run what-if cost impact scenarios with the product owner

A project is comprised of three highly dependent parts, each being completed by its own project team. The team leader, worried that conflicts might arise when the outputs from the three teams are combined, asks for advice. What advice should the project manager provide? a. Identify potential conflicts, and then arrange for a weekly joint meeting with the members of the three teams to review each other's work. b. Decide which team's work should be prioritized, then delay the work from the other two teams to ensure there are NO conflicts. c. Document conflicts as they occur, and take action to remedy any problems that arise. d. Continue to let all three teams work simultaneously, recognizing that conflicts can be addressed at the testing phase

a. Identify potential conflicts, and then arrange for a weekly joint meeting with the members of the three teams to review each other's work.

During estimating, the team is discussing an item in the backlog. It becomes clear that the work item can be completed in different ways but the best way is NOT obvious. What should the team do to progress on this Item? a. Add ranked alternatives to the backlog. b. Select the cheapest alternative to build c. Add a new spike item to the backlog. d. Select the fastest alternative to build.

c. Add a new spike item to the backlog.

After three agile iterations showed a trend of increasingly prolonged test work, the team performed an intensive backlog refinement. What metrics would show that the problem was effectively addressed? a. Increase in value per story b. Speed of impediment resolution c. Stories completed per iteration d. Decrease in backlog item count

c. Stories completed per iteration

During one daily stand-up meeting, team members suggest that rework is being caused because there seems to be too much work. How should the project manager respond to this? a. Try using a Kanban board for reviews. b. Request that team members explicitly implement time boxing or spikes. c. Replace the under-performing team members. d. Investigate to determine whether this is a time or quality issue.

d. Investigate to determine whether this is a time or quality issue.

A project that should have been 90% complete by now is only 84% complete. The total project budget is $IIO,OOO and the actual cost to date is $82,000. What Is the schedule performance Index (SPI) and cost performance Index (CPI) for this project? a. The SPI is 0.93, and the CPI is 1.13. b. The SPI is 1.07, and the CPI is 0.99. c. The SPI is 1.15, and the CPI of 0.93. d. The SPI is 0.96, and the CPI is 1.18.

a. The SPI is 0.93, and the CPI is 1.13.

A client's employee asks the project for an additional, new product feature during a status meeting. To which document should the project manager first refer to determine who has the authority to approve this request? a. Change log b. Change management plan c. Responsible, accountable, consult, and inform (RACI) matrix d. Change request document

b. Change management plan

A marketing team is developing a new website for an existing product range. The team reads through some customer comments submitted on the current website: o "Too much clicking!" o "More and better please" o "Make it easier" Which tool or technique should the marketing team use to Identify the target audience's style preferences? a. Brainstorming b. Focus groups c. Product analysis d. Benchmarking

b. Focus groups

A project manager wants to know whether an agile team possesses a good combination of T-shaped skills. What can the project manager measure to determine this? a. Decrease in detected defects b. Reduction in reassigned tasks c. Less internal knowledge sharing d. More collaboration with SMEs

b. Reduction in reassigned tasks

The sales and marketing director at company A reports a 40% drop in revenue and significant increase in returns for Widget version 6.0. Customers are complaining directly to customer service and the social media teams report a high rate of negative feedback. The project team is already working on Widget version 6.1 which is a small set of upgrades and bug fixes. The director gets in touch with the team, requesting a full disclosure of the version 6.0 and 6.1 requirements. How should the project manager Interact with this stakeholder? a. Remind them that they were consulted about the agreed product requirements for versions 60 and 61; also remind the stakeholder and that the responsible and accountable stakeholders approved version 60 before release. b. Review the customer and market research—both qualitative and quantitative—that supported the business case for the 6.0 project. Begin by discussing the stakeholder's role in the research. c. Let them know that you also are disappointed, but this risk was documented and listed as a probable customer/market reaction for a major version release. d. Ask the team to perform the final demo for version 6.0 again for the director's information.

b. Review the customer and market research—both qualitative and quantitative—that supported the business case for the 6.0 project. Begin by discussing the stakeholder's role in the research.

A deliverable does NOT meet the agreed-upon quality specifications and is rejected by the customer. After investigation, the project team finds a fault with the vendor-provided parts. This fault caused the issue. The vendor says that they CANNOT correct the situation. What should the project manager review before deciding on next steps? a. The service level agreement (SLA) established with the vendor b. The procurement management plan and contract agreements c. The internal quality assurance reports d. The resource management plan

b. The procurement management plan and contract agreements

A company is struggling to define the scope of a new project that has multiple phases with a high level of dependency between the phases. How should the project manager approach this challenge? a. Contract with a third-party consultant that specializes in helping businesses define scope of work on large projects. b. Work with project stakeholders to recommend an iterative approach that will then help to define the projects scope c. Review the project management plan to ensure that it provides extra time within the schedule, then revise the scope of work. d. Move forward with the project but keep a daily check on the schedule to prioritize the dependency issues.

b. Work with project stakeholders to recommend an iterative approach that will then help to define the projects scope

The latest software build for a virtual reality headset release did NOT include urgent change requests already implemented by the electronics workstream. The product owner informed the software team about the change during a daily meeting, but NO ONE recorded it. What should the project manager to avoid this problem in the future? a. Refine the product backlog with the team and product owner before the next iteration. b. Increase the frequency of backlog refinement meetings and note the change in the retrospective c. Run an ad-hoc retrospective and add the agreed urgent change process to the team charter. d. Privately remind the team lead that the project requires fast and proactive problem solving.

c. Run an ad-hoc retrospective and add the agreed urgent change process to the team charter.

Several interns remain in the Kanban blocked column despite the team's efforts to resolve the issues. The retrospective reveals that all of the impediments relate to mandatory corporate business processes. which introduce wait times. What should the project do next? a. Act as a servant leader to resolve the pending business process issues while the team attends a team-building event. b. Dedicate the next iteration to team training on the business processes to help them work more autonomously c. Work with process owners to streamline procedures and secure the team coaching on the processes. d. Work with the team to increase the story point estimates in the backlog to account for the business process delays.

c. Work with process owners to streamline procedures and secure the team coaching on the processes.

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. Which three (3) 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

A hybrid municipal waste management project combines many brief administrative tasks with small- scale public works. An agile track makes good progress on key objectives, but small tasks are accumulating in the backlog. Most tasks can be done in one day but are dependent on unpredictable triggering events. Which approach would be most effective to clear out these minor tasks faster? a. Combine multiple minor tasks to make story sizes consistent with key objectives. b. Reprioritize the backlog to favor the smallest stories and reassign them daily c. Reprioritize the backlog on a daily basis so that recent triggers boost story priority. d. Integrate the small tasks to either the Definition of Done or acceptance criteria.

d. Integrate the small tasks to either the Definition of Done or acceptance criteria.

An organizational change program has met with internal resistance, a risk which was previously identified. A logistics is particularly affected due to reduction of the team size and the rate of change driven by an agile planning of the predictive implementation. The manager's supervisor formally requests the change program to delay implementation for the logistics team. What should the project manager do next in response to this request? a. Work with the program sponsor to re-prioritize the program backlog sequence. b. Request that the sponsor escalate the strategic issue to the executive committee. c. Perform root-cause analysis on the key factors causing the managers resistance d. Review the risk register and implement the relevant risk response for the case.

d. Review the risk register and implement the relevant risk response for the case.

Company P's IT transformation project has three (3) deliverables, and they have the following characteristics, according to the project team: o Deliverable two has strictly scheduled milestones, with no expected variation in the timeline. o Requirements for deliverables 1 and 3 will change quickly during development. Which project lifecycle should the project manager use for this project? a. Select a fully agile project model, with a common user story and three-week sprints. b. Select a waterfall project model for deliverables, with firm milestones and change control procedures. c. Select a hybrid project model; position deliverable 2 as a single agile sprint embedded in an overall waterfall project. d. Select a hybrid project model; position deliverable 2 as a single waterfall phase embedded in an overall agile project.

d. Select a hybrid project model; position deliverable 2 as a single waterfall phase embedded in an overall agile project.

A Canadian startup company announces to the press its imminent launch in the European Union (EU) and Latin America. Soon afterward, the compliance team recommends delaying the launch by six (6) months to avoid substantial penalties related to a new set of EU regulations. Which approach could the project manager take to advance the launch project while preparing the compliance measures? a. Run a SWOT analysis to weigh priorities between compliance and consumer needs, and resume project if the result favors consumers. b. Estimate impact of penalties on the project, increase the contingency reserve accordingly and resume project as planned. c. Replan the predictive project as a Large-scale Scrum life cycle and use story points to estimate approval milestones. d. Split work affected by the regulations into an agile track and replan unaffected work in the predictive schedule.

d. Split work affected by the regulations into an agile track and replan unaffected work in the predictive schedule.

While reviewing the issue log the project manager notices that tasks assigned to two (2) team members are quite a bit behind schedule. What should the project manager do? a. Notify the responsible team members of the need to complete the overdue tasks quickly in order to avoid introducing extra project risks. b. Document the issue, escalate to the project sponsor, and ask how they would like it resolved. c. Tell the team members who are behind schedule that they should explain why tasks were delayed and how they will get back on schedule. d. Work with the relevant team members to review the delayed tasks and decide on strategies for resolution.

d. Work with the relevant team members to review the delayed tasks and decide on strategies for resolution.

A project has the following characteristics: o To determine what product should be created, a feasibility study was conducted. o A change request was approved to develop another product that contradicts the original requirements. o Data analysis was conducted before the change request was approved. Which action should the project manager take? a. Execute the change request. b. Decline the change request. c. Ask for a detailed report of the data analysis. d. Ask for a feasibility study of the new product.

a. Execute the change request.

A project manager has completed the following steps: o Finished a major IT deployment project o Confirmed with the release that all systems are working o Confirmed that functionality has been verified by the quality assurance team o Informed the customer Which next step should the project manager take? a. Add the lessons learned to the organization knowledge base. b. Update the risk register, stakeholders, and team members. c. Ensure that the procurement plan is closed out. d. Review, verify, and complete the release documentation.

a. Add the lessons learned to the organization knowledge base.

During work on a government project, stakeholders exert pressure on the project manager to comply with their preferred actions because they have extremely complex regulations and constraints. The project manager wants to build a successful relationship with these stakeholders because the company hopes to win more contracts with the government. Which two approaches should the project manager take? (Choose TWO.) a. Assess and categorize these stakeholders using the Salience model. b. Invite these stakeholders to team meetings to assure them that the project team takes their work seriously. c. Send a questionnaire out to this stakeholder group, asking about their needs. d. Use servant leadership to build a relationship based on stakeholder needs. e. Share the stakeholder engagement matrix with the team.

a. Assess and categorize these stakeholders using the Salience model. d. Use servant leadership to build a relationship based on stakeholder needs.

A planned task in a sprint was nearly NOT completed because of an issue that appeared three days prior but was NOT resolved. The team resolved it in the next daily stand-up meeting, but 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. Send an email to the team.

a. During the retrospective, examine the issue.

A project manager recently joined a new project with the following characteristics: o Tight deadlines o Global virtual team o Fixed budget During the planning stage, the project manager wants to avoid scope creep and keep the team focused on delivering a product that meets requirements. How can the project manager achieve this goal? a. Ensure that any changes to scope go through the formal approval process. b. Ensure that daily stand-ups occur, with all development teams. c. Ensure that the development team leads generate detailed requirements. d. Ensure that stakeholders do NOT directly interact with the development team leads.

a. Ensure that any changes to scope go through the formal approval process.

The team working on Project A has resolved a technical issue, 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 the project manager do first when responding to this warning? a. Ensure that the issue log is updated and update the lessons learned register. 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 and update the lessons learned register.

6. A project is preparing the charter for a project. The project aims to automate 30 percent of product testing. The project sponsor advises the project to assign senior test engineers to identify the tests that can be automated. The test department manager, however, is NOT cooperative because they believe that the project will lead to downsizing in their department. Which two actions are suitable In this scenario? (Choose TWO.) a. Have a meeting with the test department manager to discuss mutual expectations. b. Request for the project sponsor to provide a rationale for test automation. c. Present data-driven, cost-benefit evidence of test automation to the test department manager. d. Raise the risk that the senior testing engineers will NOT be available for the testing. e. Work with the project sponsor to create a project charter that the test department manager will NOT perceive as threatening

a. Have a meeting with the test department manager to discuss mutual expectations. c. Present data-driven, cost-benefit evidence of test automation to the test department manager.

A project manager is working on multiple projects. One project has new team members and is in early stages. The other projects are in various states of execution for the next few weeks. How can the project manager develop the new project team over the next few weeks? a. Help the team members create a set of agreed rules for working, or social contract, that encourages team cohesion. b. Suggest that the team engage in multiple team-building events to normalize the team. c. Keep the team informed by sending short daily project status updates. d. Engage in face-to-face personal conversations with each team member to build relationships.

a. Help the team members create a set of agreed rules for working, or social contract, that encourages team cohesion.

Three project teams are working on parts of a single project. The parts are highly dependent on each other. The leader of the team indicates that this might create conflicts when the outputs from the three teams are combined. What guidance should the project manager offer to the team lead? a. Identify potential conflicts and arrange for a weekly joint meeting with the members of the three teams to monitor each other's work. b. Decide which teamwork should be prioritized, then delay the work from the other two teams to ensure there are no conflicts. c. Document conflicts as they occur and take action to remedy any problems that arise. d. Tell all three teams to continue to work simultaneously, recognizing that conflicts can be addressed at the testing phase.

a. Identify potential conflicts and arrange for a weekly joint meeting with the members of the three teams to monitor each other's work.

The agile team will take over from another supplier to maintain a client's website. The team notices that recent browser changes imply that most of the website's existing content would now require users to install a plug-in. How should the agile team move forward? a. Inform the client and propose an impact analysis. b. Update all pre-existing code to remove plug-in dependencies. c. Inform the client about the previous supplier's negligence. d. Deliver the code updates as defined in the contract.

a. Inform the client and propose an impact analysis.

Project D is working virtually because of a recent natural disaster. Several activities are delayed because a project team member has NOT been working for the past week. This impacts the critical path. How should the project manager respond to this problem? a. Obtain a new resource to complete the needed tasks until you can speak to the team member directly. b. Discuss the situation with the team member's functional manager and enable them to manage the team member. c. Remind the team member about responsibility and accountability. d. Ask a team member who knows this person well to try and find the missing team member and report back to you

a. Obtain a new resource to complete the needed tasks until you can speak to the team member directly.

A week prior to the project kick-off call, a project manager meets with a key project resource to gain a deeper understanding of the complexity of the project deliverables. The resource expresses concern and worry regarding the deliverables. How can the project ensure that the deliverables are realistic? a. Perform a feasibility study and then assess the results. b. Discuss the resources concerns with the sponsor and modify the project charter. c. Note the concerns in the issue log to review at a later date. d. Identify threats and preventive actions by conducting a risk assessment.

a. Perform a feasibility study and then assess the results.

A project manager develops a project management plan and schedule based on an agreed-upon project lifecycle of 16 months. Later, due to changing business requirements. the project sponsor requests completion within nine (9) months. How should the project respond to this proposed change? a. Perform an impact evaluation of this change request and evaluate the change in scope b. With key stakeholders and project team members to discuss the business requirements. c. Modify the original project schedule to meet the revised deadline. d. Meet individually with project team members to discuss which aspects of the project can be removed from the scope.

a. Perform an impact evaluation of this change request and evaluate the change in scope

A project manager realizes that stakeholder interests will conflict on a project and decides to utilize a stakeholder engagement assessment matrix. The matrix pinpoints an influential stakeholder who is resistant to the project. The project manager needs to align this stakeholder's expectations with the goals of the project. How can the project manager accomplish this goal? a. Produce a stakeholder engagement plan. b. Convey the stakeholder engagement plan. c. Gain consensus on project objectives by meeting with all stakeholders. d. Ensure that the stakeholder register is complete and updated.

a. Produce a stakeholder engagement plan.

A project manager receives the following for a new project: · Assumptions · Restrictions · Preliminary scope After receiving this information what should the project do first? a. Review and understand the business case and project goals. b. Put together the project team and assign project tasks. c. Build the project schedule and determine the critical path. d. Ensure project charter approval is obtained from the sponsor.

a. Review and understand the business case and project goals.

An informal and unofficial blog was set up to enhance communication and morale among project team members. The project manager was NOT previously aware of the blog but has discovered that team members are using it inappropriately. It has caused some offense. What should the project manager do? a. Review the blog and assess the communications management plan. b. Reprimand all individuals involved, and report the issue to the compliance office c. Close down the blog, as it is NOT part of the communications management plan. d. Identify an administrator who can monitor communications on the blog.

a. Review the blog and assess the communications management plan.

An innovative product fails to satisfy targeted consumers despite significant investments in quality control and marketing campaigns. Which agile practice would best prevent future failures of this nature? a. Run continuous consumer usability testing on product releases. b. Align objectives between the product owner and marketing c. Broaden the persona type definition of the target consumer. d. Add more features and tests to the minimum viable product (MVP).

a. Run continuous consumer usability testing on product releases.

The initial draft of a project management plan is completed. The project manager plans to show the draft to staW-10ders for approval. The project has limited time to gain approval, the project management plan is lengthy and stakeholders are located all over the world. The project manager needs to ensure that the review of the plan is completed on time. Which action should the project manager take? a. Send the plan for the stakeholders to review, and then meet with them all of them to discuss it. b. Ask each stakeholder to review the plan individually, adding their comments, and then update the document accordingly. c. Ask select stakeholders to review particular sections of the plan based on their areas of expertise d. Organize individual meetings with the stakeholders who are available during this time frame

a. Send the plan for the stakeholders to review, and then meet with them all of them to discuss it.

A project to start building an ecology-focused resort complex is planned. and the contract is ready for signature. The client now asks the prime contractor to suspend planned development work on a parcel of land while the team runs a consumer study—the team needs to know what kind of structures to build on the parcel. What should the prime contractor do to quickly close the deal, given the new client requirements? a. Subtract the parcel development work from the quoted price and plan the parcel development as agile iterations paid based on time and materials. b. Add a risk premium to the agreed price of the full and add a clause to renegotiate the new scope when it is fully defined c. Raise a change request to examine the impact on scope and price, and close the deal when all information is available d. Exclude all work on the parcel from the project plan and pricing, and propose a separate contract when the scope becomes clear

a. Subtract the parcel development work from the quoted price and plan the parcel development as agile iterations paid based on time and materials.

An agile project is structured without timeboxing. Tasks are grouped by high-level goal but CANNOT be predictably scheduled. In which three ways can the work be distributed for efficient execution? (Choose THREE.) a. Track readiness status to help the team initiate tasks at the right time. b. Set deadlines to ensure that the team completes the work in acceptable limits c. Use a task board to group tasks into rows and track progress across columns. d. Maintain a to-do task pool to limit the number of tasks in progress. e. Pre-identify blockers to determine the order of execution.

a. Track readiness status to help the team initiate tasks at the right time. c. Use a task board to group tasks into rows and track progress across columns. d. Maintain a to-do task pool to limit the number of tasks in progress.

The project manager schedules an iteration review and learns that a few keg stakeholders do NOT approve of how a feature has been developed. What should the project manager do first to address this Issue? a. Invite project team members to a brainstorming session to identify an appropriate response b. Address the issue only after evaluating why these stakeholders are concerned c. Ask the project sponsor to act as a neutral party in negotiation with those stakeholders who are dissatisfied d. Determine the impact of the conflict by listing the pros and cons of the situation.

b. Address the issue only after evaluating why these stakeholders are concerned

During Project AS kickoff phase, the project manager provided training for the entire team regarding the specifics of the company operations that the project supports. A year later, project productivity is suffering because members who were added after in the project do NOT have the same level of understanding. How should the project respond to this challenge? a. Tell the newer team members to ask for help from the long-term members when they run into things they do NOT understand b. Ask current team members to provide training and support, and hold a second kick-off meeting for new team members. c. Add new members who have the relevant experience, reassign the newer team members, and log turnover issues in the lessons learned register. d. Recognize that this is a natural project progression, and revise the schedule to allow for the slight decrease in productivity.

b. Ask current team members to provide training and support, and hold a second kick-off meeting for new team members.

During an iteration, a project team working in country B encounters problems that may cause a delay in completion of task B. Teams in country A need task B to be completed on time in order to meet their schedules. These teams work together virtually. What can the project do to resolve this problem? a. Ask the team in country B to work harder to complete on time, in order to avoid delaying the work of other teams. b. Ask the teams to collaborate virtually to find a solution to avert the potential delay. c. Increase the iteration length, and add additional resources to the project team, so that they can meet the appropriate deadlines. d. Ask team members to perform to the best of their abilities during the iteration and engage in a retrospective after completion of the iteration.

b. Ask the teams to collaborate virtually to find a solution to avert the potential delay.

A merger of two companies results in combining an agile software project and a predictive electronics project into a single hybrid project. Two months later, requirements have changed in both tracks but NEITHER has a full picture on status or importance of the requirements How can the project best resolve the problem? a. Integrate the product backlog into the requirements specification and educate the software team on working with the new document b. Create a requirements traceability matrix by combining the product backlog with the requirements specification and define both documents as input. c. Integrate the revised work packages and updated product backlog items into a new master WBS for progress tracking. d. Integrate the requirements specification into the product backlog and educate the electronics team on working with the new document.

b. Create a requirements traceability matrix by combining the product backlog with the requirements specification and define both documents as input.

During a technical project, a well- liked manager is reassigned to a different project. The team has expressed disapproval regarding the reassignment. What action can mitigate team's disapproval? a. Notify the project sponsor regarding the team's disapproval, and brainstorm a response b. Employ leadership and emotional intelligence tools and techniques to inspire the team to continue working. c. Add a resource with the same skills to replace the key team member. d. Schedule a team-building day to keep the team happy.

b. Employ leadership and emotional intelligence tools and techniques to inspire the team to continue working.

An efficient, empowered agile innovation team does NOT understand why required approvals from the legal department are allowed to delay their progress. Eventually the team confronts the product owner in a heated exchange. The product owner replies that the approvals are needed to check for existing patents which would block the product from going to market. How should a project manager prevent such conflicts? a. Require that supporting department stakeholders attend the daily meetings to report progress. b. Ensure that the product owner can be easily approached to respond to team questions and concerns. c. Require the team to move a story to the Kanban blocked column if they have concerns about progress. d. Ensure that the product owner presents the team the rationale behind the refinement work flow

b. Ensure that the product owner can be easily approached to respond to team questions and concerns.

Project team members are busier than usual. They indicate that they do NOT have the time to update the lessons learned repository because of other project responsibilities How should the project manager respond? a. Require submission of lessons learned documentation after each project deliverable is accepted by the customer. b. Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings. c. File a change request to the project management office (PMO) to change how often lessons learned is collected d. Bring in a consultant to assist with collecting lessons learned to help reduce the burden on project team.

b. Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings

A cross-functional team on Project B reports a delay in developing a prototype. The project manager believes that the cause is lack of knowledge in a specific, required skill on the team. In which three ways can project manager prevent this situation on future projects? (Choose THREE.) a. Ask the team leader to recommend a solution. b. Identify required skills and organize the team based on the strength of those skills. c. Make a list of required, specific skills for the project d. Outsource the task to a skilled expert. e. Identify the skill deficiency as a project risk.

b. Identify required skills and organize the team based on the strength of those skills. c. Make a list of required, specific skills for the project d. Outsource the task to a skilled expert.

A customer requests a change in the technical approach for a product in development. The project manager learns about this request during a recurring project review. How should the project manager respond? a. Work with team members to immediately implement the new approach. b. Let the team decide on the appropriate approach, giving them authority to implement and validate their decision in talks with stakeholders. c. Discuss the and cons of the proposed approach with stakeholders, then select the approach that is best for the team and notify team members. d. In order to obtain sponsor buy-in, allow the team to benchmark the approach.

b. Let the team decide on the appropriate approach, giving them authority to implement and validate their decision in talks with stakeholders.

The IT integration team has a major setback in a hybrid project. Testing has confirmed that the hardware does NOT support the target operating system. The agile team's software releases must now run on a later operating system version. What should the project manager do next? a. Meet with the scrum master to determine if the product vision is still valid b. Meet with the product owner and team to update the product backlog during the sprint c. Work with the agile team to run root cause analysis on why the problem did NOT surface earlier. d. Inform the team at the daily meeting and update the Definition of Done and Definition of Ready.

b. Meet with the product owner and team to update the product backlog during the sprint

A project is being planned in a remote area with limited access to vehicles and equipment. Additionally, the road to the site goes through a protected area. and the government has required the company to sign a contract that they will protect the environment and road from damage. The project manager decides the best way to manage this risk is to deliver all heavy equipment themselves, despite the significant added expense. What type of risk response Is the project manager demonstrating? a. Transfer b. Mitigate c. Accept d. Avoid

b. Mitigate

Near the end of a manufacturing project, several team members are transferred to another project. To complete the work, the project manager needs to acquire additional resource support from a new supplier but is concerned about the cost risk of using a new supplier at this advanced stage of the project. Now, the project manager needs to work with the procurement team to establish specifications and type of contract to be used. What should be done? a. Recommend a time and material (TM) contract. b. Recommend a fixed price incentive fee (FPIF) contract. c. Recommend a cost plus incentive fee (CPF contract d. Recommend a firm fixed price (FFP) contract

b. Recommend a fixed price incentive fee (FPIF) contract.

The project sponsor is NOT convinced that an agile track should be used in a new R&D project because the company needs to be certain that specific features will be ready for mass production by a specific date Which three agile methods can ensure that the sponsor's needs can be fulfilled In a hybrid project approach? (Choose THREE.) a. A product roadmap can provide a detailed breakdown b. Requirement priorities are confirmed at each iteration. c. Incremental development reduces risk of quality delays. d. Impact mapping can be used to group related stories. e. Stories can be broken down into granular epics.

b. Requirement priorities are confirmed at each iteration. c. Incremental development reduces risk of quality delays. d. Impact mapping can be used to group related stories.

Prior to preparing a monthly project status report, a project team brings three risks to the project manager's attention. The project manager wants to reference additional information before presenting this as new risk information. Where can the project manager look to evaluate these risks? a. Issue log b. Risk register c. Risk management plan d. Lessons learned repository

b. Risk register

A smart grid project combines predictive and agile tracks. The agile team detected a major software defect after its release and began working on a correction. But the defective release was deployed by the predictive track, and this caused a field test to fail. Which measure would be most effective to prevent similar problems In the future? a. Run the same unit tests in the agile lab and in the field sites. b. Send project-wide issue log updates via instant messaging c. Ensure that retrospectives are shared with the predictive team. d. Replan the software track into the predictive schedule

b. Send project-wide issue log updates via instant messaging

In response to slippage on some scheduled tasks, the project reprioritized a number of subsequent tasks to try to fix the problem. This did NOT work, so the project manager needs to escalate the issue. Which two Items will the project manager need to consult? (Choose TWO) a. Change management plan b. Stakeholder engagement plan c. Communications management plan d. Risk management plan e. Configuration management plan

b. Stakeholder engagement plan c. Communications management plan

A customer indicates that they would like to add a functionality to a product in development. Although this request is made during the execution stage of the project, the project manager determines 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. Acknowledge that the functionality would offer a great opportunity, but determine that the proposed addition is out of scope b. Submit a change request and then evaluate the impact to the project c. Move forward, using the projects management reserve to add the requested functionality. d. Identify an already-developed feature that could be combined with the new functionality, and use the combination to meet the customer's request.

b. Submit a change request and then evaluate the impact to the project

The success of an ongoing agile project is measured as follows: 2-Week Sprint Stories Planned Stories Completed Planned V Earned V 1 15 10 450k 300k 2 20 18 600k 540k 3 20 25 800k 1000k 4 22 25 1100k 1250k What two conclusions can be drawn from these figures? (Choose TWO) a. The backlog was prioritized for time to value. b. The backlog was NOT prioritized for time to value. c. The team kept a steady rate of efficiency. d. The team worked more efficiently over time. e. The team worked less efficiently over time.

b. The backlog was NOT prioritized for time to value. d. The team worked more efficiently over time.

A project has the following characteristics: US $3 million budget Planned value of US$630,000 Actual cost of US$650,000 Earned value of US$540,00 Which statement Is true about the current status of the project? a. The project is ahead of schedule and under budget. b. The project is behind schedule and over budget c. The project is ahead of schedule and over budget. d. The project is behind schedule and under budget.

b. The project is behind schedule and over budget

A pharmaceutical project includes an agile team of doctors who analyze human tissue scans from drug trial patients. The CEO wants to leverage Machine Learning (ML) technology, because it is proven to be faster and more accurate than doctors in scan analysis. How should the product owner proceed In response to the CEO's wish? a. Record the risk in the register and plan for discussing a response in the b. Work with the team to plan how to use the ML resources and produce a business case c. Anticipate a negative response from the team and be ready to persuade them that their time and skill will be better spent elsewhere. d. Ask the team to produce a SWOT analysis supporting human-based validation.

b. Work with the team to plan how to use the ML resources and produce a business case

A project manager in an organization that uses traditional project management is assigned to an ongoing project. Recently, the organization has started to use agile methodologies for projects. The project manager hears that some team members think key subject matter expertise is missing and that the team does NOT collaborate enough. How should the project respond to these team members' concerns? a. Employ third-party specialists to fill the knowledge gap. b. At the next stand-up meeting, emphasize the importance of collaboration to the entire team. c. Add cross-functional internal resources and explain their value to the team. d. Start using Kanban boards instead of Gantt charts so that work co-dependencies become obvious to everyone.

c. Add cross-functional internal resources and explain their value to the team.

During sprint planning, some new backlog items are prioritized but NOT estimated. The product owner requires a new set of tests to verify the unique properties of the items. What should happen before adding It to the sprint backlog? a. Use analogous estimating based on similar tests on similar stories. b. The product owner defines a new epic to allow testing in the next sprint. c. Add the relevant acceptance criteria in the Definition of Ready before estimating. d. The product owner should provide the initial estimate to be refined by the team.

c. Add the relevant acceptance criteria in the Definition of Ready before estimating.

Project N is a business in a highly regulated industry. The project sponsor and a high-level executive have asked for changes that appear to disregard legal requirements. What should be the first step In the project manager's response? a. Immediately schedule a meeting with the stakeholders to review the situation. b. Send the change control board (CCB) a change request c. Check with the organizations relevant legal practitioner for guidance. d. Review the organization's lessons learned database for precedents and direction.

c. Check with the organizations relevant legal practitioner for guidance.

A project manager observes that team members are in a low mood after demos. Feedback from stakeholders is constantly causing concern for the team. As a result, the team rushes through product demos, and the interaction between the team and stakeholders is minimal. Which action should the project manager take? a. Meet with the stakeholders and find out the root cause of their feedback. Work with the stakeholders to rectify the problems. b. Verify that the project requirements are suitable and that the team members can do the work. c. Coach the team to be more confident in their work and communicate properly with the stakeholders. d. Consult the stakeholder matrix and identify whether any of these people are known to be difficult.

c. Coach the team to be more confident in their work and communicate properly with the stakeholders.

After missing two (2) consecutive major deadlines because of delayed glass deliveries, a manufacturing company changes its glass supplier to meet production deadlines. Three (3) months later, production reports quality problems with the new glass. The project manager determines that the supplier change caused quality problems. How should the project manager avoid this Issue In future? a. Update the risk information to the lessons learned register. b. Review the assumption log to revisit or change current assumptions. c. Confirm that an implemented risk response is effective. d. Evaluate new risks and update the probability and impact matrix.

c. Confirm that an implemented risk response is effective.

A multi-year, hybrid pharmaceutical project adds new fixed-date activities for the team to run Machine Learning (ML) processing of medical scans. The output from the ML analysis is used by an agile team of doctors to determine next steps in a patient case. The project has updated the scope statement and schedule. In which three other documents should the project record this new process? (Choose THREE.) a. Stakeholder Register b. Sprint Backlog c. Definition of Ready d. Risk Register e. Resource Management Plan

c. Definition of Ready d. Risk Register e. Resource Management Plan

An agile development team changes a design element in a project. Testing results improve dramatically over the next two iterations. At the third iteration retrospective, the product owner is unhappy to learn about the change to the original design and asks the team to redo the work based on the original design. How can the project prevent such situations? a. Set out all decision path conditions in the ground rules and correct any deviations as early as possible. b. Request additional funding from the product owner for re-work due to lack of collaboration with the team. c. Ensure regular engagement with the product owner and run catch-up meetings if necessary. d. As servant leader, help the team to focus by removing all impediments.

c. Ensure regular engagement with the product owner and run catch-up meetings if necessary.

An agile innovation team is highly productive. However, the Head of Operations informs the product owner that the company is NOT getting sustainable return on investment from the team's work. How should the owner address the problem? a. Define a minimum viable product (MVP) with the team and prioritize relevant backlog items. b. Reduce the number of team members as necessary to guarantee a positive return on investment. c. Identify minimum marketable features (MMF) and prioritize relevant backlog items. d. Work with the project manager to run a retrospective and perform project cancellation.

c. Identify minimum marketable features (MMF) and prioritize relevant backlog items.

The project sponsor requires a project team composed of resources that live in four different time zones, working in four different locations. The project sponsor did NOT consider the challenges created by this requirement and believes that the dispersion will provide an ideal project team that will save costs. Where should the project manager document this In the project charter? a. As part of high-level requirements b. In the key stakeholder list c. In the overall project risks d. As part of the resource management plan

c. In the overall project risks

The quarterly results show that competitors are driving prices down. The company is losing market share and midway into a product development project it appears the sponsoring unit is NOT likely to get return on their investment. Which two actions should the project manager to adapt the project to these new conditions? (Choose TWO.) a. Incrementally replace local staff by outside expert staff who can work at half the hourly rate or less. b. Re-scope the project to deliver the same features as the competitors to match their pricing. c. Make a cost/benefit analysis of deliverables to optimize delivery cost and speed d. Fast-track the remainder of the project to deliver the intended scope with less overhead costs. e. Create an agile track to incrementally maximize value within a fixed budget.

c. Make a cost/benefit analysis of deliverables to optimize delivery cost and speed e. Create an agile track to incrementally maximize value within a fixed budget.

A project manager for a construction firm meets with stakeholders All stakeholders agree on a 20-month lifecycle for a project. After work has begun, the project manager learns that stakeholders would like project completion within no more than 16 months. Which step should the project manager NOT take? a. Negotiate with stakeholders to reduce project requirements. b. Add team members to work more quickly. c. Reduce the scope and crash the schedule d. Advise against modifying the timeline.

c. Reduce the scope and crash the schedule

User test results for a prototype release are ready. The test users describe the kind of smoother experience they want, the many missing features they desire, and the ways the product could be more visually appealing. What conclusion can be drawn from the user's Input? a. The tests are irrelevant: the prototype design is NOT complete b. The tests were a failure: most of the features will need to be re-designed. c. The tests were a success: the input will ensure a more targeted backlog. d. The test results are unusable: the users did NOT understand the goals.

c. The tests were a success: the input will ensure a more targeted backlog.

Project C is a partnership between a major city and a government contractor. Each of these entities have a different risk threshold. so it is the project managers role to ensure a risk approach that will satisfy both parties. Project C has a realistic schedule and an adequate budget, however, the project manager worries that unplanned events could threaten the project's success and cause the city sponsor to be concerned. How should the project manager handle this situation? a. Focus on the original project plan and focus on completing the plan on schedule. b. Ask the city sponsor for additional funding to uncover additional unplanned risks during planning. c. Work with representatives from both sides of the partnership to address the potential impact of unplanned risks. d. List and assess any project risks and present them to the city sponsor.

c. Work with representatives from both sides of the partnership to address the potential impact of unplanned risks.

During a challenging stakeholder meeting, one stakeholder indicates that they will reject an iteration's deliverable. What should the project manager do? a. Send a request to the project sponsor, asking them to update the project charter then reassign the responsibilities and authorities. b. Meet with the project team to add new and improved features to replace the features that were rejected. c. Work with that stakeholder to understand their concerns and address these together with the team. d. Request a private meeting with the stakeholder and a member of the project team to try and defuse the situation.

c. Work with that stakeholder to understand their concerns and address these together with the team.

While a project manager is preparing the monthly project status report, four (4) new risks are identified. These four (4) risks could affect key milestones. What should the project manager do before presenting this new risk information? a. Review the risk report and lessons learned repository. b. Review the organizational process assets and risk register. c. Refer to the risk management plan and the risk report. d. Add risks to the risk register, analyze them for impact to the project, and identify response plans.

d. Add risks to the risk register, analyze them for impact to the project, and identify response plans.

A worldwide product launch will likely be delayed by the lengthy analysis needed to assess the impact of new European Union (EU) regulations. Perishable ingredients and factory bookings are at risk of being lost. The executive committee decides to postpone the launch in the EU but maintain launch dates in all non-EU countries. How should the project manager re-plan the project to support both launches? a. Use the contingency budget to cover sunken costs for the EU launch and adjust plans for the non-EU launch. b. Re-plan the project as a fully agile set of iterations and ensure that fixed milestones are documented on the burn-down chart. c. Plan analysis activities and tollgates for the EU launch and crash the schedule for the non-EU launch. d. Embed a set of iterations to analyze and develop the EU product, while adjusting plans for the non-EU launch.

d. Embed a set of iterations to analyze and develop the EU product, while adjusting plans for the non-EU launch.

A project is completed, but the project manager and project team members are being asked to do the following: o Troubleshoot and resolve technical o Evaluate new requirements o Make minor adjustments The project manager needs to ensure that the product developed by the project now has operational support. What should the project manager do? a. Since the product is still under development, continue to fulfill the requests. b. Procure project acceptance c. Contact the project team, dismiss them from the project, and find a new project d. Execute the project hand-off

d. Execute the project hand-off

During the execution of a project, a key team member is concerned with the overall approach documented in the project management plan. The member surprises the project with negative comments about the approach during a weekly status meeting. How should the project address the team member's concerns? a. Continue with the meeting, and ensure that the concerns are added to the risk register after the meeting is finished b. Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations. c. Remember that a project should NOT go forward when key team members are in disagreement Use the meeting to discuss the members concerns. d. Make a short comment to acknowledge the team members concerns, continue with the meeting, and meet with the member in private to discuss their concerns.

d. Make a short comment to acknowledge the team members concerns, continue with the meeting, and meet with the member in private to discuss their concerns.

A small group of users complains during a projects user acceptance stage, stating that their expectations are NOT met. Which action could help avoid this Issue on future projects? a. Send more frequent updates to stakeholders. b. Engage in risk assessments throughout the project. c. Make use of conflict management techniques. d. Make use of stakeholder feedback during the project

d. Make use of stakeholder feedback during the project

The IT department of a glassware manufacturer enthusiastically approved the agile team's mid- project demo of quality-checking software for assembly line workers. However, the final product was considered UNUSABLE because the workers gloves are too thick to press the machinery's small buttons. What should the project do to avoid this kind of failure in the future? a. Contract directly with the customer department that defines the product requirements. b. Ensure that all software releases include adjustable accessibility features. c. Create a realistic simulation of end-user conditions for developers testing the software. d. Plan for end users to test prototypes and incremental releases in their production environments.

d. Plan for end users to test prototypes and incremental releases in their production environments.

The last three agile iterations showed a trend of increasingly prolonged test work. Which activity should the project manager plan to address the root cause? a. Adopt test automation tools. b. Plan an iteration of testing only. c. Practice a paired testing policy. d. Plan more backlog refinement.

d. Plan more backlog refinement.

30. Project manager A identifies three critical risks with probability of a high impact on the schedule and budget of project A—this project is producing critical deliverables for the company. The team meets to devise a solution for the risks and decides that three specific resources will be required to address the risks However, these resources are already committed to a separate project, which is managed by project manager B. Which party should the project manager work with first to find a solution? a. The project team members — to assist in training the new team members quickly so they can complete work on time b. The project sponsor — to request more funding for the budget in order to hire contractors c. The three resources — to convince them to join the team or, at least, agree to coach the existing team d. Project manager B — to negotiate reallocation or sharing of the three required resources

d. Project manager B — to negotiate reallocation or sharing of the three required resources

A technology development project has the following characteristics. It requires a highly skilled resource that is unavailable locally. The project manager has identified a resource who can do the work, but the resource lives in a different country and requires a work visa. The work visa process is taking more time than anticipated. What should the project manager do? a. Assign the existing team overtime work. b. Reduce the project scope. c. Delay the project by an equivalent duration d. Request that the resource work remotely.

d. Request that the resource work remotely.

During a conversation with a friend, a project manager hears that union action may occur within the next two weeks. The project manager knows that at this stage of the project, any project delays could cause substantial harm to both budget and schedule, and any union action will affect the project team. Earlier, the probability of a union action was considered minimal. Thus, it was unanticipated. Also, the project has worked successfully in the past with the union. How should the project manager respond to this Issue? a. Get more information through informal discussion channels and use that information to decide on next steps. b. Update the risk in the risk register with this new information and notify relevant stakeholders. c. Plan to reward those who do NOT participate and identify possible disciplinary actions for those who do participate. d. Schedule a meeting with the union's leader and use personal influence to attempt to resolve the problem.

d. Schedule a meeting with the union's leader and use personal influence to attempt to resolve the problem.

A trend of stories is INCOMPLETE, and this becomes apparent at the end of iterations. Several team members worked on these stories and NO blockers were identified. How can the agile team resolve the situation? a. Put the stories back into the product backlog and wait for a less intensive iteration to work on them. b. Use the next iteration for a team spike to determine feasibility of completing the stories. c. Put the stories in the blocked column and work with the product owner to remove impediments. d. Work with the product owner to further break down the stories in the backlog and update the Definition of Ready.

d. Work with the product owner to further break down the stories in the backlog and update the Definition of Ready.

A team member has taken unplanned leave during the execution of a project, causing the project team to reschedule some tasks. As a result, critical activities are now occurring at the same time. What Is the first thing the project manager should do? a. Assess the newly introduced risks with the project team. b. Mitigate risks by reverting to the original schedule. c. Revise the risk register and then rank the projects risks. d. Identify suitable responses for the newly introduced risks.

a. Assess the newly introduced risks with the project team.

A global organization sponsors a project that involves six (6) different companies. When the project is partially complete. the project learns that one stakeholder is ill and needs to decrease their level of involvement. What should the project manager do? a. Update the stakeholder register and then the stakeholder engagement plan. b. Revise the project charter with the new stakeholder information. c. Ask the project sponsor to replace the stakeholder. d. Update the stakeholder engagement plan

a. Update the stakeholder register and then the stakeholder engagement plan.

Leaders of high-performing project teams _____ team members' skills and knowledge and keep team members _____ throughout the project. Fill in the blanks with the correct set of responses. a. nurture, motivated b. reward, scheduled c. identify, aware d. leverage, rewarded

a. nurture, motivated

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

b. B, C, A, D

A projects workload is increasing significantly, and the resource level is NOT sufficient. In response, management outsources some major tasks to keep the project on schedule. What should the project manager do in this scenario? a. Review the communications management plan. b. Revise the procurement management plan. c. Escalate to the project sponsor. d. Revise the organizational chart.

b. Revise the procurement management plan.

A skincare company reports growing customer complaints about underweight product. A project manager needs to determine if something needs to be changed in the production line. Which tool or technique can the project manager use for this task? a. Scatter diagram b. Affinity diagram c. Control chart d. Histogram

c. Control chart

A project is utilizing a third-party contractor. A member of the contractor's team raises an issue with a member of the project team. The two individuals are NOT able to work out a solution. The project manager is aware of the disagreement. Which type of communication should the project manager use first when contacting the vendor about this Issue? a. Phone b. Contractual letter c. Email d. Face-to-face

d. Face-to-face

A project manager has assembled a project team. During initial meetings, the project manager observes that team members are getting to know other, feeling excited and positive about the project. and have NOT been told the specific details of the project. In what phase of development Is the team? a. Storming b. Norming c. Forming d. Performing

c. Forming

The agile team excels at solving technical problems, but when the product owner requests creative or business-related ideas, the team falls silent. Is this a problem? a. Yes, specialist teams are prone to higher error rates. b. No, specialist teams are more effective than generalists. c. Yes, lack of diversity will limit the team's adaptability. d. No, the team performs better without useless distractions.

c. Yes, lack of diversity will limit the team's adaptability.

A customer contemplates adding new features to a project deliverable. Which mandatory step must a project manager take before a project team member can start working on these new features? a. Verify requirements. b. Ensure approval from the responsible individual identified in the project management plan. c. Gain approval from the project sponsor. d. Ensure key subject matter experts (SMEs) approve.

b. Ensure approval from the responsible individual identified in the project management plan.

After six (6) iterations. significant variations have occurred to project scope and schedule. These are due to the customer's technology regulations and security policies, which are regularly reviewed. The project manager suggests taking 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 customers change requests in the discussion.

a. Rank the importance of each improvement item, then implement actions identified during the last retrospective.

A project involves six different companies. and the project sponsor is a global organization. At the midpoint of the project, the project learns that one stakeholder is experiencing difficulties and CANNOT provide their former level of involvement. The project manager needs to _____ and then _____. Fill in the blanks with the correct pair of answers. a. avoid the risk; update the stakeholder engagement plan b. avoid the risk; update the stakeholder register c. mitigate the risk; update the stakeholder engagement plan d. mitigate the risk; update the stakeholder register

c. mitigate the risk; update the stakeholder engagement plan

A security-classified, agile software project requires outside expertise and delivery to add a module based on machine learning. An approved supplier asks the project manager to join the daily meeting with the supplier's agile team, but the project manager's schedule is too full with internal meetings. How could the two teams synchronize Interactively but somewhat less frequently? a. Set up fishbowl windows at each site b. Share a common electronic Kanban c. Align iterations for common retrospectives. d. Add and execute a Scrum of Scrums layer.

d. Add and execute a Scrum of Scrums layer.

The product owner's schedule is very busy, and he wishes to delegate some of his tasks to the experienced agile team. Which task Is suitable to delegate to the agile team? a. Prioritize items to the backlog according to size. b. Initiate and run backlog refinement sessions. c. Select prioritized items for the sprint backlog. d. Add items to the backlog before prioritization.

d. Add items to the backlog before prioritization.

A project is being implemented. The research and development department communicates to the project manager that the products requirements have changed. These changes were NOT anticipated, may significantly influence potential sales numbers, and could impact project scope. Which action should the project manager take? a. Review the risk management plan to understand identify risk responses. b. Plan to use the contingency reserve and update the risk mitigation plan. c. Revisit the project charter. d. Evaluate the impacts to cost, stakeholders, quality, and risk using the Perform Integrated Change Control process.

d. Evaluate the impacts to cost, stakeholders, quality, and risk using the Perform Integrated Change Control process.