Quiz-wrong answers
C -The Project Manager should take this opportunity to mentor the Product owner on the role of the team[Product Owner being a part of the team] in Agile projects
Since the beginning of a project, the product owner keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself. What should the project manager have done earlier to change the product owner's behavior? A. Worked on different approaches of estimating to give confidence of the cost spent in each product increment B. Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies D. Worked on a fixed-price contract to switch the product owner's attention to value instead of money
Risk register
The opening of a new overseas office faces potential delays as the required permit has not yet been issued by the local government. The project team met to evaluate the appropriate course of action as outlined in the risk register. After a thorough assessment, the team decided to postpone the opening to another date. Which document should the project manager use to update the project management plan? A. Risk management plan B. Risk report C. Risk register D. Lessons learned register
C. Identified risks, risks owners and potential risks responses
The risk register is a document that records details of all identified individual risks to a project. What is the minimal content of this document? A. Identified risks, risk categories and effects on objectives B. Risks owners, potential risks responses and risks triggers C. Identified risks, risks owners and potential risks responses D. Issues log, metrics & trends and distribution of risks across risk categories
D- The project manager must apply the change management practice in his organization before taking a decision to move / not move forward with the project. In this respect, he/she should log the change, and then assess the impact of the change request, and submit it to the CCB for review.
The sponsor for a multimillion-dollar project has just called the project manager for a crisis meeting. The client submitted a formal request to drastically compress the schedule in order to meet a legal deadline. What should the project manager do to prepare for the meeting? A. Initiate procedures to fast-track the project. B. Implement the required changes to the project schedule. C. Analyze tools to crash the project activities. D. Prepare a change impact assessment report for review.
B -As stakeholder identification continues throughout the project, new stakeholders, or new information about stakeholders, may result in a change request to the product, project management plan, or project documents.
Two stakeholders inform the project manager that the status of a critical project phase was not communicated to them. Although the project phase is in these stakeholders' area of interest, the stakeholders have only recently been identified. What should the project manager do first? A. Review the communications management plan. B. Perform a stakeholder analysis and update the stakeholder register. C. Identify new ways to send project status reports to all stakeholders. D. Schedule a status meeting and invite the two new stakeholders.
Risk report, risk register, and project documents updates
What are the main outputs of the risk identification process? A. Risk report and risk register B. Risk report, risk register, and project documents updates C. Risk management plan, risk register, and risk responses D. Risk report, probability, and impact matrix
technique to help you better accommodate resource constraints by adjusting the start and finish dates of a project
What is resource leveling?
D- Logging the deployment falls under the release into production during the transition.
Which of the following is not part of the Validate Release in Transition phase? A. Production deployment testing. B. Active stakeholder participation. C. Stakeholder satisfaction survey. D. Log the deployment.
A-Effective issue management requires increased communication and should include stakeholders whenever necessary. All relevant stakeholders should be made aware of the issue and contribute to its resolution.
While executing a critical iterative phase of a project, a problem previously identified as a risk just became a confirmed issue, which has halted progress. After entering the new item in the issue log, what should the project manager do next? A. Increase communications and involve stakeholders in the resolution whenever necessary. B. Change the communications management plan and assign ownership to a team member. C. Escalate the issue within the team during the next project retrospective meeting. D. Add the issue to the product backlog to bring it into focus during the current sprint.
C- Performing a change control process ensures that the issue is formally addressed and corrected in a structured manner.
While validating deliverables, a project manager realizes that one of the project team members used an older version of the scope definition document, causing substantial errors. What should the project manager do to manage this situation? A. Discuss the latest deliverables during the next meeting. B. Update the project document register. C. Perform a change control process. D. Share the updated scope definition document with the team.
Diagramming techniques
n The project team members are dispersed across different countries. Suddenly, travel restrictions do not allow team members to collocate. When analyzing project risks, which risk analysis tool should the project manager use? A. Context diagram B. Meetings C. Data representation D. Diagramming techniques
B-If the scope increases without increasing the schedule, the crashing technique achieves compression by adding more resources.
A company outsources the execution of a project with a fixed-price contract to a supplier. During execution, the supplier agrees to deliver additional customer requirements that were not included in the contract. To fulfill the expanded scope, both parties add more resources to keep the project on the planned schedule. Which technique is being applied in this project? A. Fast tracking B. Crashing C. Resource leveling D. Lead and lag
A- By reviewing the stakeholder analysis, the project manager can identify any stakeholders who may have been overlooked or whose needs have changed.
A complex project has multiple participants. The project manager agrees with the team that they need to better understand the perspective of all project participants for the optimal success of the project. What should the project manager do? A. Review the stakeholder analysis. B. Create a communication plan. C. Conduct a SWOT analysis. D. Perform a risk analysis.
D- The risk management plan provides information on risk-related roles and responsibilities, indicates how risk management activities are included in the budget and schedule, and describes categories of risk, which may be expressed as a risk breakdown structure,
A customer's requested design change is approved by the change control board (CCB). The project manager then discovers that the change will cause a three-month project delay. What should the project manager have done to avoid this? A. Increased the authorized budget, and requested additional resources B. Redefined the project scope to include the new design C. Fast tracked and crashed the schedule D. Thoroughly assessed the request in accordance with the risk management plan
D- A summary budget will not help in transitioning the project to production. Quality should be managed throughout the project and quality criteria would be met and preventive actions would be completed before it has been determined that the project is ready for transition and closure.
A design project is ready to be transferred to production. What activity is required for phase closure? A. Determine summary budget. B. Manage quality. C. Ensure preventive actions are completed. D. Record impacts of tailoring to any process.
B- In the case that there is limited time, the team must prioritize the delivery-related tasks to get the product distributed on time. The project manager should handle this situation by aiding team members in prioritizing their personal tasks against the project's goals.
A goal has been set at four months for a project team to distribute a product. Unfortunately, it will be difficult to adhere to that time frame due to team members having individual tasks to complete. How should the project manager handle this situation? A. Encourage members of the team to alter their tasks in order to not impede with meeting the project deadline. B. Aid team members in prioritizing their personal tasks against the project's goals. C. Postpone the delivery date of the project to a later time so the team can complete their personal tasks. D. Request a delay to the teams' individual tasks and offer assistance finding alternative times to complete tasks outside of work hours.
A-Scheduling a team meeting to assess and manage priorities is correct because it allows the team to have a clear understanding of all individual and team priorities and commitments, and hence work on resource capacity, leveling, and smoothing.
A key resource approaches the project manager after the kick-off meeting and expresses concern that they will be unable to deliver their assigned tasks due to other priorities. What should the project manager do? A. Schedule a team meeting to assess and manage priorities. B. Document the lack of availability as a risk in the risk register. C. Escalate this issue to the project sponsor for executive support. D. Update the project management plan accordingly to reflect a potential delay.
B -The Project Management Plan defines how to handle changes, including submitting them to a change control board (CCB).
A key stakeholder requests a change that will solve a critical issue that might affect continuity of operations. However, the project is nearing completion and the change would increase the overall project cost and delay the completion date. What should the project manager do? A. Assign the decision regarding the critical nature of the change to a more knowledgeable stakeholder. B. Submit a change request to the change control board (CCB). C. Revise the work breakdown structure (WBS) and the project scope statement to include the change. D. Communicate the impact on the budget and schedule to the project sponsor.
D- Corrective actions are taken in Monitoring & Control Process Group
A large infrastructure organization is reviewing and standardizing project tools and techniques. Regarding the question "When should the decision be made to take corrective action?", which process group can this question come from? A. Initiating Process Group B. Planning Process Group C. Executing Process Group D. Monitoring and Controlling Process Group
D -The scope validation process is intended to confirm that a product meets the needs of the customer and other identified stakeholders. The customer reviews the criteria required to be met before they accept the deliverable. If the customer is complaining that the product functionality requirements were not met, it suggests that there are issues with the scope validation process.
A new product was accepted by the customer, but after two weeks the project manager received a complaint from the customer saying that the product's functionality requirements were not met. What should the project manager do first? A. Escalate the issue to the project sponsor. B. Review the scope validation process. C. Schedule an inspection of the product. D. Validate the scope with the customer.
A- There is no reason for the new project manager to consider this to be a new issue. By reviewing the issue log, the project manager can be satisfied that the issue has already been accounted for, and if not, take the necessary steps to address it.
A new project manager resumes a project in its execution phase. During a project status meeting, a team member reports an issue shared by a stakeholder. What should the new project manager do? A. Review the issue log. B. Immediately address the issue. C. Review the stakeholder engagement plan. D. Update the risk management plan.
Lessons learned register
A pilot project is ready to close and the project team wants to capture the challenges that were overcome and the opportunities for future work. Where will they document this information? A. Organizational process assets updates B. Work performance report C. Project management plan D. Lessons learned register
D- In the control procurement phase, the project manager is responsible for monitoring the performance of the vendors and ensuring that they are meeting the agreed-upon requirements. This includes evaluating the vendors' deliverables, managing any changes to the contract, and resolving any issues that may arise.
A project has components that are outsourced and the project manager is in the control phase of the procurement process. What should the project manager focus on doing? A. Finalize the contract and pay the vendors. B. Develop a procurement plan and identify potential vendors. C. Issue requests for proposals and select vendors. D. Evaluate the performance of one of the major project vendors.
B Reject the team member's proposal
A project is in the execution phase, and product testing is almost complete. A team member proposes that the testing can be fast-tracked by removing some of the tests. The team member believes this will help to finish the job earlier and give the project more float. What should the project manager do? A. Request more information from the team member. B. Reject the team member's proposal. C. Discuss this proposal with the project team. D. Ask the quality manager to consider the proposal.
C- As the PM it is crucial to continuously and repetitively review the project deliverable to ensure that they are fit to achieve the project objectives and to be aligned with the organisation objectives
A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings. What is one of the key activities that the project manager should undertake to ensure company success? A. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables. B. Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome. C. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions. D. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.
D- The best strategy for handling a conflict between team members in a hybrid project is to review conflicts during daily Scrum so they are handled in a timely manner.
A project manager is acting as a scrum master in a hybrid project and is dealing with a conflict between team members. What strategy should be used to handle this conflict? A. Place conflicts on a shared conflict list and ensure it is visible. B. Sort conflicts into two groups: positive and negative. C. Sort conflicts into two categories: structural and interpersonal. D. Review conflicts during daily Scrum so they are handled in a timely manner.
D- Reluctance to use traditional practices is a common issue in hybrid projects. The best solution is to collaborate with all the stakeholders and compromise.
A project manager is assigned to a hybrid project. The organization uses a risk register, but the development team considers this concept as a predictive process and prefers to use a Scrum process. What should the project manager do? A. Manage and own the risk register, because this is an organizational requirement. B. Assign the responsibility of updating the risk register to the development team lead. C. Ask the developers to use the risk register because this is an organizational requirement. D. Add impediments as a new category and coach the developers on the role of the risk register.
C- The charter contains a high level definition of scope/deliverables that can be used to generate a top down decomposition in support of the development of the WBS.
A project manager is assigned to a project and the first task is to assist in creating the Work Breakdown Structure (WBS). Which tool, technique or document is used as starting point for an effective WBS creation? A. Scope baseline B. Activity list C. Project charter D. WBS dictionary
D- 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. **The others are deliverables earlier on the project and not during project closure.
A project manager is concerned that team members spend too much time assisting operations and maintenance staff with a recently completed and delivered project component. The project manager has referred to the organizational process assets document to validate that the component was signed off and ownership was transferred. To which additional documents should the project manager refer? A. Procurement statement of work (SOW) and work performance report B. Requirements management plan and change management plan C. Procurement management plan and project charter D. Final report and project document updates
C- The project manager should assess the current change control process to determine why the stakeholder's change requests are causing the project to fall behind schedule and go over budget.
A project manager is leading a project that follows the company's predictive approach. The project manager discovers that the project is behind schedule and over budget because a key stakeholder has been submitting an unusually high number of change requests. What should the project manager do to help the company achieve its desired project outcomes? A. Review the risk management plan to determine a mitigation plan. B. Use the contingency reserve to implement a fast-track activity. C. Review the change control process and implement improvements. D. Escalate the problem with the stakeholder to the project sponsor.
C- The team member approaching the Scrum Master is the correct choice, as it is the role of the Scrum Master to make sure that any obstacles and impediments are removed from the team.
A project manager is managing a hybrid project. A stakeholder has directly contacted a team member and has requested a change. Due to the request, the team member was distracted from their work, which caused a loss in productivity. What should the team member do? A. Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager. B. Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the change control board (CCB). C. Inform the scrum master regarding the stakeholder's request for a change and the impact this has had on productivity. D. Inform the scrum master so that the change can be discussed directly with the stakeholder.
A -Effective issue management requires increased communication and should include stakeholders whenever necessary. If progress is halted, the project manager cannot wait for the next retrospective meeting. In agile, items from the backlog are not added to a current sprint once it has started.
A project manager is managing an agile project which has many risks identified in the risk register. The current sprint deals with a critical aspect of the project. During the iteration, an identified risk occurs which ceases project development. The project manager logs the risk occurrence. What should the project manager do next? A. Raise the frequency of communications and leverage stakeholders to assist in resolving issues. B. Assign responsibility for the communication management plan to a senior team member. C. Invite the stakeholders to the next retrospective meeting and inform them of the issue. D. Delay development of the critical aspect to the next sprint and work on items currently in the backlog
D- When team members are arguing over user stories, it is important to ensure that everyone is aligned on the business values and capabilities that the stories are intended to deliver.
A project manager is overseeing a project aimed at providing customers with real-time shipment tracking capabilities. The project team has encountered ongoing disputes primarily revolving around differing interpretations of how user stories contribute to the project's success. Some team members believe the user stories should prioritize speed, while others emphasize accuracy as the top priority. What should the project manager do to address the team members' disagreements over user stories? A. Ask the product manager to meet with the team and clarify the requirements of the user stories. B. Schedule a meeting with the business sponsor to obtain clarification regarding the user stories. C. Consistently revisit the project charter together with the team members to ensure alignment. D. Verify that the user stories align with overall business objectives and project goals.
A- In the early stage of a project, during the preparation of the project charter, the first thing to do is review the Statement of Work (SOW) with all the stakeholders.
A project manager is preparing the charter for a software development project that will outsource 33 percent of user interface (UI) evaluation. The project manager needs software developers to identify the parts of the UI that a third-party can evaluate. However, the software functional manager believes that the project will reduce staff in the software development department and refuses to cooperate. What should the project manager do first? A. Meet with the functional manager to review the statement of work (SOW). B. Ask the project sponsor to explain the rationale for third-party evaluation to the functional manager. C. Provide a cost/benefit analysis of third-party evaluation to the functional manager. D. Explain the intent of the UI evaluation to the functional manager.
C- Since one of the completed deliverables was not formally accepted, it may require a change request for defect repair.
A project manager is reviewing work performance data in preparation for the Close Project process. The data reveals that one of the deliverables was not accepted. The estimated work required to complete acceptance of the deliverable will delay the project completion date by two months. What should the project manager do next? A. Allocate the contingency reserve to procure resources needed for completion. B. Update the schedule and perform the work. C. Issue a change request for review by the change control board (CCB). D. Update the watch list in the risk register.
B-This option provides an opportunity for the stakeholders to review the way in which it works and to suggest changes to improve processes and efficiency.
A project manager just completed a project in an organization that values lessons learned. Leadership encourages all the project stakeholders to use the process, tools, and results from the lessons learned repository in future projects. Preparing to update the lessons learned repository, the project manager has gathered relevant project data and feedback. What should the project manager do next? A. Store all the comments and recommendations received for future reference. B. Analyze and organize the findings with the stakeholders to extract insights. C. Document and share the findings with the stakeholders for review and feedback. D. Retrieve all of the comments and recommendations received in the past.
Mitigate
A project manager learns that in-house resources are insufficient to produce a critical component of a deliverable. This poses a significant threat. The quality of the component is integral to the project, and the in-house resources cannot guarantee high-quality output. The project manager decides to outsource the production of the component by contracting a third-party vendor.Which threat response strategy did the project manager use? A. Accept B. Mitigate C. Enhance D. Escalate
B- The finance department is the only one in this scenario that can provide proof if a payment was made. The PM should not close the project until this is confirmed
A project manager needs to formally complete a project, but a supplier says an invoice has been paid twice. The project manager knows that the invoice was approved, but cannot find evidence of a duplicate payment. The project manager needs to close out this project in order to start a new project. What should the project manager do? A. Inform the supplier that payment was made only once, begin the close project process, and begin work on the new project. B. Postpone project closure until the accounts payable department can document that the invoice was paid correctly. C. Complete all final project documents, delay work on the new project, and update the documents after payment is verified. D. Meet with the sponsor of the existing project to obtain approval to begin the new project before the existing project is closed.
C- The first step that the project manager should take is to conduct a training needs assessment to identify the specific agile techniques that the team needs to be trained on.
A project manager notices that conflicts between team members are occurring in every sprint. After an investigation, the project manager discovers that the team needs to be trained in agile techniques in order to address these conflicts. What should the project manager do first? A. Develop a training plan for the team. B. Schedule training sessions for the team. C. Conduct a training needs assessment for the team. D. Instruct the team to begin using agile techniques.
D- In complex turnkey projects, effective communication is crucial for managing frequent changes and ensuring successful outcomes.
A project manager works for a company that is involved in complex turnkey projects. During a close assessment of the team, the project manager finds that the team does not have experience in adjusting to frequent changes with project requirements and communications. What should the project manager do to ensure great team performance? A. Let the sponsor communicate with the team to improve performance. B. Communicate with stakeholders regularly to avoid frequent changes. C. Provide training to the team on using a hybrid approach. D. Encourage increased communication within the team.
A-The requirements management plan should be implemented at the start of the project not in the planning phase or prior to executing or after customer contract signature
A project manager works for a global company and understands the importance of the requirement management plan. When should the requirement management plan be implemented? A. At the start of the project B. Prior to executing C. After customer contract signature D. During the planning phase
C. Brainstorming, affinity diagrams, and mind mapping
A project team completes the identification of project and product requirements. Which of the following were used to accomplish this? A. Benchmarking, network diagram, and trend analysis B. Work breakdown structure (WBS), trend analysis, and observation/conversation C. Brainstorming, affinity diagrams, and mind mapping D. Affinity diagrams, benchmarking, and observation/conversation
A- When the project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor, they should review all contracts with the project team and suppliers.
A project to develop a new product is nearing its closing phase after 6 months of contributions from the project team and vendor. The project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor. What should the project manager do next? A. Review all contracts with the project team and suppliers. B. Disband the project team and return resources to their functional location. C. Ensure customer care teams have the training to perform their role. D. Document lessons learned for future reference.
C. -For any project success its critical to initially define vision and mission of the overall initiative even before focusing on detailed planning.
A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success? A. Start developing the project management plan based on a previous project template from the project management office (PMO). B. Conduct an impact analysis of the new initiative to determine how the project should be rolled out. C. Plan a working session focusing on the scope, vision, and mission of the initiative. D. Conduct benchmarking to determine the business viability of the initiative.
C- The project manager should have performed integrated change control procedures to seek approval for the change to the equipment before purchasing it. This would have prevented the stakeholder's concern from arising in the first place.
A stakeholder learns that the equipment purchased for a project is of higher quality than originally agreed upon. The stakeholder is concerned that this deviation has negatively impacted the budget. The stakeholder contacts the project manager and demands clarification. What action should the project manager have taken to avoid the situation? A. Updated the communications management plan. B. Shared results of risk analysis for the equipment. C. Performed integrated change control procedures. D. Conducted regular equipment quality assessments.
A. Identify a supplier that can provide the component within the amount of the reserve
A supplier of a critical component for a construction project notifies the project manager that the component will be significantly late. Because this risk had been identified during project planning, the cost baseline contains an adequate contingency reserve. What should the project manager do next? A. Identify a supplier that can provide the component within the amount of the reserve. B. Order the component from another supplier and submit a change request to the change control board (CCB). C. Review the risk response plan and the statement of work for the next steps and a penalty clause for late delivery. D. Update the project schedule and the lessons learned repository.
B -The project sponsor refused to approve the budget, so the project manager should work with the stakeholders to develop flexible budgeting approaches for this iteration.
A team is working on a new project and the sponsor refuses to approve a budget increase needed for the current iteration. What should the project manager do to address this situation? A. Submit a change request to get formal approval for a budget increase. B. Work with the stakeholders to develop flexible budgeting approaches. C. Explain to the sponsor the risk of not having the budget approval. D. Spend the extra money and plan to compensate in the next sprint.
C- The scrum master is referring to all the listed options, except supporting more features.
After a review meeting, a scrum master repeats the importance of quality, focusing especially on the Cost of Change. Which of the following is the scrum master not referring to? A. Shorten the defect cycle time. B. Fix escaped defects. C. Support more features. D. Reduce the technical debt.
B- If a new quality change has been approved after the project deliverable is ready, the deliverable will not meet the new quality requirements and should not be released to the customer. The new quality criteria should be used for all deliverables, not only future ones.
All quality controls have passed, and a project deliverable is ready to be released to the customer. However, a change request to add new quality criteria has been approved. What should the project manager do first? A. Update the project management plan. B. Stop the release of the deliverable to the customer. C. Use the new quality criteria for future deliverables. D. Update the risk register.
A-After the project team creates the contingency plan, the project manager should discuss it with and seek approval from the product owner.
An agile project is in its last iteration. During the daily standup, the team realizes that they will not be able to complete all the activities that were planned for the sprint. The team members create a contingency plan. What should the project manager do next? A. Discuss the contingency plan with the product owner. B. Discuss the contingency plan with stakeholders. C. Discuss the contingency plan with the project sponsor. D. Execute the contingency plan immediately.
A-In order to avoid this situation, the user story should have been made available in detail to capture the requirement for foreign credit card acceptance.
An application developer took a story card to work that read "Customer can pay using credit card". After the implementation, the functionality was rejected because the application could not accept foreign credit cards. What should the project manager have done to avoid this issue? A. Described the user story in more detail. B. Scheduled the user story for the next iteration. C. Performed iterative backlog grooming with the team. D. Gathered more detailed requirement specifications from end users.
C- As this is a time-critical project, it is not a good idea to allocate mentoring responsibility to a Senior Engineer in a short period of time. Mentoring requires the allocation of additional time which was not planned properly.
An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month. What should the project manager have done to avoid this scenario? A. Convinced the critical resource to remain on the project. B. Requested an experienced resource as a replacement. C. Negotiated additional time to complete the project. D. Allocated additional time for mentoring.
D -In a project with a high degree of change and uncertainty, it is important to keep stakeholders informed of the potential impact of the new IT security team. This includes understanding the team's goals and objectives, communicating their impact on the project schedule, budget, and scope, and working with them to develop a plan to mitigate any risks.
An ongoing project has a high degree of change. In order to evaluate how the IT security team will influence the performance of the project, what should the project manager do? A. Update the stakeholder engagement assessment matrix. B. Analyze corporate political and power structures. C. Create a project communications management plan. D. Manage stakeholders' expectations.
C. The team should take advantage of the organization's existing assets, when appropriate, rather than procuring new ones
An organization is under a business transformation. The project manager has been assigned to a project related to one of the new business lines. What should the project manager and team do before defining the scope of the project? A. Lead a procurement meeting. B. Create a work breakdown structure (WBS). C. Adapt and tailor existing assets. D. Sign off on the business case.
A- The alignment of project and organizational goals is essential. The project manager should review and revise the project charter to ensure that the project is operating in alignment with the new organizational strategy.
An organization recently updated its strategic plan and some of the changes were substantial. During a meeting for an ongoing project, an important stakeholder questioned how the project aligned with the new strategic plan. What should the project manager do first to address this concern effectively? A. Review and revise the project charter to ensure alignment with organizational strategy. B. Schedule a follow-up meeting with the stakeholder to discuss their concerns. C. Remind the stakeholders that the project was initiated prior to the strategy change. D. Assure the stakeholder that the project is aligned with the new organizational strategy.
B- More resources than estimated need can be a risk mitigation strategy. It is neither internal or external dependency related to scope.
Common problems during project scope definition are internal and external dependencies. Which of the following is a dependency that can add complexity to the project? A. Non-dependency between a project and the overall program. B. Underfunded projects that are dependent upon external resources. C. Non-dependency of the project upon an environment in which it is designed to be functional. D. Over-staffed project with extra capacity.
C. Review the project management information system (PMIS) archives
Due to a recent incident, a dissatisfied stakeholder files a complaint about a project that has been closed. What can the project manager do to help resolve this? A. Execute the relationship management plan. B. Consult with the project sponsor to manage the dissatisfied stakeholder. C. Review the project management information system (PMIS) archives. D. Update the risk register.
A. Meet with quality assurance specialists to clarify the issue and seek resolutions.
During a retrospective meeting, the project team confirmed that all deliverables were completed according to the specifications provided in the product backlog. However, the number of errors found during testing increased dramatically. What should the project manager do? A. Meet with quality assurance specialists to clarify the issue and seek resolutions. B. Review the risk management plan to determine the mitigation strategy. C. Perform a Monte Carlo analysis to identify possible scenarios and actions. D. Register the risk in the risk register and monitor it during the next iteration.
C-Analyzed the project charter and developed a scope management plan is correct, because the question is about what Project Manager should have done to prevent this situation.
During acceptance testing of a deliverable, some senior stakeholders complain that a feature essential to their department was not included. What should the project manager have done to prevent this? A. Consulted lessons learned from similar projects to adapt processes B. Prepared a change management plan and logged changes during project implementation C. Analyzed the project charter and developed a scope management plan D. Prepared a prototype and conducted a product demo with stakeholders
A- In agile, it is important that the project manager coaches their team to self-manage their work and review the iteration board.
During an agile retrospective session, several team members mentioned that they were confused about the iteration's progress. What should the project manager do to avoid this confusion? A. Coach the team to review the iteration board. B. Prepare a daily project status report and share it with the team. C. Ask the team to refer to the iteration backlog report. D. Address the issue at the next retrospective session.
D-The team member's resignation could impact the project schedule, budget, and scope. The project manager should meet with the product owner to discuss the situation and plan a path forward.
During an iteration, a key project team member announces their resignation. The project manager realizes that one of the product features will be impacted by the resignation. What should the project manager do to address this situation? A. Submit a change request to modify the delivery date based on this unexpected situation. B. Request that human resources (HR) retain the team member until the end of the project. C. Accelerate knowledge sharing with the cross-functional team to ensure that this situation is understood. D. Discuss the situation with the product owner and determine if resources should be added to the team.
A. Preventive action
During testing of a project component, a senior tester discovers a functionality that will ensure the future performance of the project's solution. This will create a change in scope. Which type of change request should be made to include this functionality? A. Preventive action B. Corrective action C. Defect repair D. Scope update
B-The project manager should first assess the impact of requirements not being met
During the testing phase of a project, a team member finds that some requirements were not met. If the project now adds work to meet the requirements, it may cause a large time and cost overrun. What should the project manager do first? A. Escalate the issue to top management. B. Perform an impact analysis. C. Call for a stakeholder meeting. D. Update the risk register.
A-The team members are the ones who will be working on the deliverable, so they are the best people to clarify it.
In a review meeting, a project manager detects a misunderstanding about one critical deliverable. What should the project manager do first? A. Ask the team members to clarify the deliverable. B. Ask the customer to clarify the deliverable. C. Ask the product owner to clarify the deliverable. D. Ask the sponsor to clarify the deliverable.
C The project manager should create a risk item in the risk register and incorporate the thresholds according to the benchmarks.
In the planning stage of an upgrade project, a project manager benchmarked other recent projects that use the same technology. The project manager discovered that longer-than-planned outages occurred in most cases due to frequent maintenance activities. What will be the project manager's next step? A. Benchmark projects using other technologies to establish a more objective baseline. B. Compare other similar technologies and recommend the implementation of another technology. C. Create a risk item in the risk register and incorporate the thresholds according to the benchmarks. D. Discuss the probable downtime with the sponsor and obtain approval for outages.
