Thusday 2:45pm

A project manager is reporting the project performance as 25 days worth of work completed against 13 days originally planned. What is the schedule variance (SV)? 1.15 -12 38 12

** +12 ** To calculate Schedule Variance (SV), you use the formula: SV = EV - PV Where: EV (Earned Value) is the value of the work performed, which in this case is 25 days of work completed. PV (Planned Value) is the value of the work planned, which in this case is 13 days. SV = 25 - 13 = 12

An adaptive team schedules 20 story points in the upcoming sprint. Historically, the team completes 25 story points on average per sprint. Each sprint is two weeks, and there is one day of float. What is the likelihood the team will complete all 20 story points in the upcoming sprint? 50-75% 25-50% 0-25% 75-100%

** 75-100% ** Based on the historical average of completing 25 story points per sprint, scheduling 20 story points for the upcoming sprint suggests the team has planned slightly below their average capacity. Given this, the likelihood that the team will complete all 20 story points in the upcoming sprint is **75-100%**.

​​A business case is being assembled. Which two elements are necessary to complete this process? (Choose two) Risk register Project management plan Business goals and objectives Requirements traceability matrix Product roadmap

** Business goals and objectives, Requirements traceability matrix ** 1. **Business goals and objectives**: These are crucial to understanding the purpose of the project, its alignment with the organization's strategic objectives, and the benefits it aims to achieve. 2. **Requirements traceability matrix**: This document helps in ensuring that all requirements, whether they are functional, technical, or business-related, are linked back to the business objectives. It ensures that the project is meeting the specified requirements and delivering value to the business. The risk register, project management plan, and product roadmap are essential project management documents, but they are not specific components of the initial business case.

A company is moving from a predictive to an adaptive approach. How should the company now translate the already planned work breakdown structure (WBS) to adaptive iterations? Save the WBS in the historical data as the information can only be used for educational purposes and not as inputs for creating user stories. Create a product backlog with the information depicted in the WBS and prioritize the newly developed user stories into iterations. Consider reforming the structure of the company first as it is difficult for a company to transition from predictive to adaptive methods. Accept this limitation and perform accordingly since the WBS can only be used in Scrum iterations.

** Create a product backlog with the information depicted in the WBS and prioritize the newly developed user stories into iterations.** When transitioning from a predictive (traditional) project management approach to an adaptive (agile) approach, the company should consider creating a product backlog based on the information depicted in the Work Breakdown Structure (WBS). The product backlog serves as a prioritized list of user stories, features, and tasks that need to be developed. This backlog can then be used to plan and organize work into iterations or sprints in an agile framework like Scrum. By breaking down the work into user stories and prioritizing them, the team can incrementally deliver value in iterations, ensuring adaptability and flexibility throughout the project.

Which three of the following interpersonal skills does a project manager rely on when developing the project management plan? (Choose three) Interviews Conflict management Focus groups Facilitation Meeting management

** Interviews, Facilitation, Meeting Management ** 1. **Interviews:** Conducting interviews with stakeholders and team members helps in gathering valuable information and understanding their perspectives, requirements, and expectations. 2. **Facilitation:** Facilitation skills are essential when leading discussions, brainstorming sessions, and workshops with stakeholders and team members. A skilled facilitator can guide the group toward consensus and effective decision-making. 3. **Meeting Management:** Effective meeting management skills are crucial when coordinating discussions, reviews, and planning sessions related to the project. Managing meetings efficiently ensures that the project planning process runs smoothly and that decisions are made promptly. Conflict management and focus groups are also important interpersonal skills for project managers, but they might not be specifically related to the initial development of the project management plan as directly as interviews, facilitation, and meeting management.

Why is working in iterations usually more time consuming than using a predictive life cycle? Timeboxing increases the time needed to accomplish tasks. It takes time to understand what the project needs to deliver. Iterations are longer than the execution phase of a traditional project. Having a minimum viable product first can take more time.

** It takes time to understand what the project needs to deliver. ** This is the reason why working in iterations might be more time-consuming than using a predictive life cycle. In adaptive approaches like Agile, the iterative process allows for ongoing feedback and adaptation. This iterative nature involves continuous collaboration with stakeholders, which may take time as the project team refines their understanding of the requirements and adjusts the project scope based on the feedback received. While this process helps ensure that the project aligns closely with stakeholder needs, it can result in a longer overall timeline due to the ongoing iterations and feedback loops.

While working in an adaptive environment, a business analyst is collaborating with other roles in drafting a product roadmap. Which three roles are involved in establishing the product roadmap? (Choose three) Portfolio manager Internal inspector End user Project sponsor Program manager

** Portfolio manager, End user, Program manager ** 1. **Portfolio Manager:** Portfolio managers are responsible for overseeing a collection of projects and programs within an organization. They provide strategic direction and align projects with organizational objectives, making their input valuable in drafting the product roadmap. 2. **End User:** End users are the individuals or groups who will use the product. Their input is crucial to understanding user needs, preferences, and expectations. Incorporating end user feedback helps in creating a product roadmap that aligns with user requirements. 3. **Program Manager:** Program managers manage a set of related projects and programs, ensuring they align with the organization's goals. Program managers provide insights into the dependencies and interactions between different projects, helping in the creation of a realistic and achievable product roadmap. While project sponsors play a significant role in project funding and high-level decision-making, they might not always be directly involved in the detailed drafting of the product roadmap. Internal inspectors are not a typical role involved in establishing a product roadmap in an adaptive environment.

What is the equation to calculate the schedule variance (SV)? SV = EV - PV SV = EV / PV SV = EV - AC SV = EV/AC

** SV = EV - PV ** SV = Schedule Variance EV = Earned Value (the value of the work actually performed) PV = Planned Value (the value of the work planned to be done)

Which three of the following are the most widely used techniques that a business analyst should implement to gather requirements? (Choose three) Scheduled interviews Brainstorming sessions Shop floor observation Current state analysis Facilitated workshops

** Scheduled interviews, Facilitated workshops, Brainstorming sessions ** 1. **Scheduled interviews:** Conducting interviews with stakeholders and subject matter experts to gather detailed information about their requirements, expectations, and constraints. 2. **Facilitated workshops:** Organizing workshops where stakeholders collaborate, brainstorm, and discuss requirements and ideas in a structured and facilitated environment. This technique encourages active participation and helps in gathering collective insights. 3. **Brainstorming sessions:** Hosting brainstorming sessions where stakeholders generate creative ideas, suggestions, and potential requirements. Brainstorming encourages open discussion and can lead to innovative solutions. While "Shop floor observation" and "Current state analysis" are valuable techniques in specific contexts, they are not as universally applicable as the three techniques mentioned above. The selection of techniques depends on the project's nature, requirements, and stakeholders' preferences.

An adaptive team is performing the kickoff meeting and planning the project management approach. After defining project events, one team member argues that the artifacts are missing. The project manager coaches the team to complete the planning. Which two of the following items should be included in the planning? (Choose two) Sprint retrospective Increments Daily scrum Sprint backlog Sprint review

** Sprint Backlog, Increments ** 1. **Sprint Backlog:** The sprint backlog is a list of tasks and user stories selected for the current sprint. It outlines the work to be done during the sprint and helps the team to plan their work effectively. 2. **Increments:** Increments refer to the sum of all the completed user stories and tasks at the end of each sprint. Each sprint's work should result in a potentially shippable product increment, demonstrating tangible progress and delivering value to stakeholders. The other items mentioned (Sprint Retrospective, Daily Scrum, and Sprint Review) are important Agile events, but they are not typically part of the initial planning phase of the project. The sprint retrospective occurs at the end of the sprint to reflect on the sprint and identify improvements. The daily scrum is a daily standup meeting for the team to synchronize and plan their work within the sprint. The sprint review is held at the end of the sprint to demonstrate the completed work to stakeholders and obtain feedback. These events occur during and after the sprint, whereas sprint backlog and increments are directly related to the planning phase.

In the project charter process, which three of the following are discussed during meetings held with stakeholders? (Choose three) Cost Project objectives High-level deliverables Success criteria Phase transitions

*** Project Objectives, High-level deliverables, Success criteria *** 1. **Project Objectives:** Stakeholders discuss and agree on the project's objectives, defining what the project is expected to achieve. Clear project objectives provide a shared understanding of the project's purpose and goals. 2. **High-Level Deliverables:** Discussions revolve around the major deliverables or outcomes the project is expected to produce. High-level deliverables provide stakeholders with an understanding of the tangible results the project will deliver. 3. **Success Criteria:** Stakeholders identify and agree upon the criteria that will determine the project's success. Success criteria serve as benchmarks against which the project's performance and outcomes are measured. While cost, phase transitions, and other details might be discussed during project charter meetings, the project objectives, high-level deliverables, and success criteria are fundamental elements that are typically highlighted and agreed upon during these discussions.

Which tool should a project manager use to calculate cost variance for a project? Actual cost Expert judgment Review lessons learned from similar projects Contingency analysis

**Actual cost**. Cost variance (CV) is calculated using the formula: CV = EV - AC Where: CV = Cost Variance EV = Earned Value (the value of work performed) AC = Actual Cost (the actual costs incurred) By comparing the earned value with the actual cost, the project manager can determine the cost variance, which indicates whether the project is under or over budget at a specific point in time. This information is crucial for project cost management and helps the project manager track the project's financial performance.

A new project was approved by the project management office (PMO), and the scope of the project is to build a new detachable classroom. What delivery method and artifacts should the project manager use to deliver this project? Adaptive project management; project schedule and work breakdown structure Linear project management; project schedule and work breakdown structure (WBS) Linear project management; project schedule and project backlog Adaptive project management; project schedule and project backlog

**Adaptive project management; project schedule and project backlog** Given the nature of the project to build a new detachable classroom, which likely involves uncertainty and evolving requirements, it's advisable to use **Adaptive project management** methods. In an adaptive or Agile approach, the delivery method typically involves iterative and incremental development, allowing for changes and adjustments as the project progresses. - **Project Schedule:** A high-level schedule helps in planning the overall project timeline and setting milestones for iterative deliveries. - **Project Backlog:** The project backlog consists of a prioritized list of features, functionalities, and tasks to be completed. It's a dynamic document that evolves as the project progresses, allowing flexibility in adapting to changing requirements. Using Agile or adaptive methods like Scrum or Kanban, the project manager can work closely with stakeholders, continuously gather feedback, and adjust project priorities, leading to a more responsive and successful project delivery.

An organization is faced with increasing demand from the board of directors. They say budgets are flexible as long as the work gets completed. What project management approach should the organization use? Predictive Adaptive Iterative Hybrid

**Adaptive** In an adaptive (or Agile) approach, the project adapts to changing requirements and circumstances. It allows for flexibility and can handle evolving demands and priorities effectively. In this scenario, where budgets are flexible as long as the work gets completed, an adaptive approach provides the necessary flexibility to adjust priorities, allocate resources dynamically, and respond to changing needs without compromising the project's overall success.

A team is feeling pressured to begin development work due to tight project deadlines. There are stakeholders with similar functions located in multiple countries. To accelerate the process, the business analyst has limited the requirements elicitation sessions to times that work for stakeholders in one time zone. To reduce the risk with this approach, which step should the business analyst take? Add the risk to the risk register so other stakeholders are aware of the approach Ask the stakeholders in the elicitation sessions to speak on behalf of stakeholders in other time zones. Request the project sponsor to approve this requirements elicitation approach for this project. Distribute the documented requirements to relevant stakeholders in all time zones for review and comment.

**Add the risk to the risk register so other stakeholders are aware of the approach.** By adding the risk to the risk register, the team acknowledges the potential challenge of limited requirements elicitation sessions due to time zone constraints. This action ensures that stakeholders, including those in different time zones, are aware of the approach being taken and the associated risk. It allows the team to be transparent about the limitation and provides an opportunity for stakeholders to raise concerns or suggest alternative solutions. Keeping stakeholders informed is essential for effective communication and managing expectations, especially when facing constraints such as tight project deadlines and global stakeholder locations.

In one of the project meetings during a project execution, a new stakeholder attends and highlights a new risk. What should the project manager do next? Ignore the risk from this stakeholder as this stakeholder never showed up at the start of the project. Make sure proper testing gets completed to minimize the risk highlighted. Add this risk to the lessons learned register on project completion. Add the stakeholder to the stakeholder register and add the risk to the risk register.

**Add the stakeholder to the stakeholder register and add the risk to the risk register.** When a new stakeholder highlights a new risk during a project meeting, it's important to acknowledge the input and ensure that the risk is properly documented. Adding the stakeholder to the stakeholder register allows the project team to track their involvement and manage communication effectively. Additionally, the identified risk should be added to the project's risk register. This formalizes the risk, allowing the project team to assess its impact, likelihood, and develop appropriate risk response strategies. Properly managing and documenting the risk helps the project team to be proactive in addressing potential issues and uncertainties, enhancing the project's overall risk management process.

A project is in its final stages when a competitor releases a similar product. This could make the project redundant. What should the project manager do next? Address risk mitigation. Initiate project closure. Escalate this to the project sponsor. Initiate change control.

**Address risk mitigation.** If a competitor releases a similar product that could potentially make your project redundant, it's crucial to assess the situation and take proactive steps to mitigate the risk. This might involve revisiting the project scope, identifying unique selling points, enhancing features, reducing costs, or speeding up the project to market. By addressing risk mitigation, the project manager can strategize and adapt the project to remain competitive in the market. If significant changes are required, initiating change control could also be necessary to ensure that modifications are properly evaluated and documented.

An international company that is starting to practice an adaptive approach has several development teams located globally. They are having problems with multiple time zones and repetitive project schedule slippage. What effective tools should the project teams use to collaborate? Focus on developing products by only using teams that are colocated. Adopt an iterative development approach and conduct virtual meetings. Arrange frequent colocated meetings and let the teams work together. Benchmark and adopt best practices that are being used by the competition.

**Adopt an iterative development approach and conduct virtual meetings.** Using an iterative or Agile approach allows teams to work in shorter cycles (iterations/sprints), focusing on delivering small, manageable pieces of work. Virtual meetings, supported by collaborative tools and technologies, enable real-time communication and collaboration among geographically dispersed teams. This approach fosters continuous feedback, transparency, and adaptability, addressing the challenges associated with global collaboration. While arranging some face-to-face meetings can be beneficial, relying solely on colocated meetings may not be practical for globally distributed teams due to the cost and logistics involved. Instead, leveraging virtual collaboration tools, conducting regular virtual meetings, and maintaining open communication channels can significantly enhance collaboration and help teams work together effectively despite different time zones.

During a retrospective, the team finds that all of the user stories are not complete. What should be done with the incomplete user stories? Complete these user stories in the current sprint and extend the sprint length. Advance these user stories to the top of the next sprint backlog. Move these user stories back to the product backlog for reprioritization. Remove these user stories as they are not important.

**Advance these user stories to the top of the next sprint backlog.** By advancing the incomplete user stories to the top of the next sprint backlog, the team acknowledges the work that still needs to be done on these items. It ensures that these stories are prioritized for the upcoming sprint, allowing the team to address any outstanding work and complete the stories in the subsequent iteration. This approach promotes transparency, accountability, and continuous improvement within the Agile framework.

Which of the following is part of the project sponsor's responsibility? Monitoring the business value Advocating the business value Tracking the business value Auditing the business value

**Advocating the business value** One of the key responsibilities of a project sponsor is to advocate for the business value of the project. The sponsor champions the project within the organization, ensures that the project aligns with the strategic goals, and communicates the value of the project to stakeholders and other members of the organization. While monitoring and tracking the business value are important aspects of project management, advocating for the business value is specifically the responsibility of the project sponsor.

A technical project manager uses a directive approach with the team. Some team members are growing increasingly frustrated when their recommendations are not adopted by the project manager. What should the project manager do to address this issue? Apply emotional intelligence (El) skills, such as active listening, to understand the team's issues. Encourage the team to follow the project plan that was developed with team input. Instruct the team members to self-organize and resolve any outstanding issues. Ask the team members to record their concerns in the lessons learned log for future action.

**Apply emotional intelligence (EI) skills, such as active listening, to understand the team's issues.** By actively listening to the team members' concerns and frustrations, the project manager demonstrates empathy and understanding. This helps in building rapport and trust within the team. Understanding the underlying issues allows the project manager to address the concerns appropriately, fostering a more collaborative and open work environment. Applying emotional intelligence in this situation can help in resolving conflicts, improving communication, and ensuring that team members feel heard and valued.

A business analyst needs to ensure the project team understands the most critical roles and responsibilities within the requirements change process. Which responsibility is the most important? Reviewing the change Discussing the change Analyzing the change Approving the change

**Approving the change.** Approving the change is crucial because it involves making a decision about whether the proposed change is accepted or rejected. This decision significantly impacts the project, its scope, timeline, and budget. Without the approval, changes may not be implemented, which can affect the project's success. While reviewing, discussing, and analyzing the change are important steps in the change management process, the final decision (approval or rejection) is the key responsibility as it determines the course of action for the project.

A business analyst sent multiple meeting requests via instant message to a subject matter expert (SME) working in another country but did not receive a response. What should the business analyst do to reduce the likelihood of this occurring in the future with other stakeholders distributed across multiple locations? Ask each stakeholder for their preferred communication method. Confirm the time zone and work days in each location. Check with the IT department to see if there is a technical issue. Assume the meeting request is accepted unless declined

**Ask each stakeholder for their preferred communication method.** Different stakeholders may have different preferences for communication methods and tools. Some may prefer emails, others might prefer instant messaging, while some may prefer phone calls or video conferences. By understanding the preferred communication methods of individual stakeholders, the business analyst can tailor their approach, increasing the chances of successful communication and collaboration, especially in a global or distributed team setting.

A project manager read the initial contract when a project was started. The contract states a house has to be built in one year, and the foundation has to be completed in 30 days. What should the project manager do? Add the milestones to the risk register, as time is short. Calculate the duration of the two milestones stated in the contract. Add the two milestones to the project plan, as they are mandatory. Start the project as soon as possible, as time is short.

**Calculate the duration of the two milestones stated in the contract.** In project management, understanding the contract terms and milestones is crucial. By calculating the duration of the two specified milestones (building the foundation within 30 days), the project manager can plan the project schedule accordingly. This involves determining when the work on the foundation needs to start, ensuring that it aligns with the contractual requirement, and then scheduling the subsequent tasks to meet the overall project deadline of completing the house within one year. Understanding and planning according to the contract terms is essential to fulfill the project's obligations and meet stakeholder expectations.

Following a project planning meeting with the team, a few team members approach the project manager to follow up on actions required. How can the project manager assess the effectiveness of the meeting? Consult the communications management plan to determine the success criteria for meetings. Send the meeting minutes to all team members to verify that the required information is readily available. Review the actions from the meeting with each of the project team members to ensure their understanding. Ask the team members to provide feedback for meetings in the phase retrospective.

**Ask the team members to provide feedback for meetings in the phase retrospective.** Conducting a retrospective meeting, also known as a lessons learned or post-mortem meeting, at the end of a project phase is a best practice in project management. During this meeting, team members reflect on the project phase, discussing what worked well, what didn't, and identifying areas for improvement. Asking for feedback on meetings, including the planning meeting in question, during the retrospective allows the project manager to gather insights directly from the team members. This feedback can be invaluable for assessing the effectiveness of the meeting, understanding team members' perspectives, and making improvements for future meetings and project phases.

A project team for a marketing company is acquiring leaflets and materials from competitors. The team is working on a project to release new products, and they are trying to get ideas on how to most efficiently market these new products. Which activity is the project team conducting? Project initiation Brainstorming Benchmarking Project execution

**Benchmarking** Benchmarking involves comparing the processes, practices, and outcomes of your project or organization against those of other similar projects or organizations. In this scenario, the project team is acquiring leaflets and materials from competitors to gather ideas and insights on how to efficiently market their new products. This activity aligns with the concept of benchmarking, where the team is comparing their marketing strategies and materials with those of competitors to identify best practices and improve their own marketing efforts.

A project team is meeting to seek solutions on a new problem that occurred recently. The meeting is comprised of two parts: the first is a generation of ideas and the second is an analysis. Which technique is the team using? Interview Checklists Brainstorming Focus group

**Brainstorming.** Brainstorming is a group creativity technique used to generate a large number of ideas quickly. In this technique, participants in the meeting gather to generate creative ideas without any immediate evaluation or criticism. The first part of the brainstorming session involves generating ideas, and the second part, which involves analyzing the generated ideas, can be considered the analysis phase of the brainstorming process. During the analysis phase, the team evaluates, discusses, and refines the generated ideas to find potential solutions to the problem.

A new project manager is assigned to a high-visibility project. The project manager starts with the requirements analysis process. Who should the project manager onboard to assist with the requirements traceability matrix or analysis? Systems analyst Project sponsor Business analyst Technical consultant

**Business Analyst** Business Analysts are specialists in analyzing and documenting requirements. They play a crucial role in requirements analysis, including creating and maintaining the requirements traceability matrix. This matrix helps link requirements throughout the project life cycle, ensuring that each requirement is traced back to its source and forward to its implementation, validation, and verification. By collaborating closely with the Business Analyst, the project manager can ensure a thorough understanding of the project requirements and their implications for the project scope, schedule, and deliverables.

A key project team member complains about being left out of the communication loop. In order to ensure that each key member is involved, who should review the business analysis communications management plan? Business analyst and project manager Business analyst, project manager, and stakeholders Business analyst, project manager, and sponsor Only the business analyst

**Business analyst and project manager** The business analyst and project manager are typically responsible for managing communication within the project team and with stakeholders. In this scenario, involving both the business analyst and project manager ensures a comprehensive review of the communications management plan, addressing the concerns of key project team members and stakeholders, and making necessary adjustments to improve communication and collaboration among the team.

How can emotional intelligence (El) be effective in project management? By reducing tension and increasing cooperation among team members By establishing project resource allocation By planning for user acceptance testing By preparing a project plan and managing the team members

**By reducing tension and increasing cooperation among team members.** Emotional intelligence involves the ability to recognize, understand, manage, and effectively use emotions in oneself and others. Project managers with high emotional intelligence can navigate complex interpersonal situations, resolve conflicts, and build strong relationships among team members. This leads to reduced tension and increased cooperation, creating a more positive and productive project environment. Emotional intelligence helps project managers handle sensitive issues, communicate effectively, and inspire trust and confidence within the project team, all of which are essential for successful project management.

An adaptive team's velocity dropped significantly in the last sprint due to the planned vacation of two team members. The project sponsor wants to know how many more sprints it would take to complete the remaining project. How should the project manager calculate the anticipated velocity for future sprints? Use the velocity of the last sprint, as it is the most recent one to share Calculate the average of the past five sprints to predict future velocity. Add a 30% buffer to the velocity to calculate future velocity. Change the adaptive tool that the team is using to calculate velocity.

**Calculate the average of the past several sprints (excluding outliers) to predict future velocity.** To calculate the anticipated velocity for future sprints, it's generally best to use the average velocity from several past sprints, excluding outliers like the one caused by team members' planned vacations. Averaging the velocities over multiple sprints provides a more stable and reliable estimate of the team's capacity.

During the requirements verification process, stakeholders are finding many errors in the requirements definition. What could the business analyst have done to avoid these errors? Asked the stakeholders to write the requirements themselves Included the project manager in the elicitation sessions Updated the requirements traceability matrix Confirmed the elicitation results after sessions

**Confirmed the elicitation results after sessions.** By validating and confirming the elicited requirements with stakeholders after the elicitation sessions, the business analyst ensures that there is a shared understanding of the requirements. This validation step allows stakeholders to review the gathered information, provide feedback, and correct any misunderstandings or inaccuracies, reducing the likelihood of errors in the requirements definition.

A project manager engages a highly specialized resource who is in a different location and cannot join the regular team meetings. This is leading to delays in productivity. How can the project manager assist the team to resolve the issue? Consult the communications management plan to review available options, such as special virtual meetings, with the new resource. Ask the team to identify possible options to resolve the issue with minimal impact to the new resource. Request the new resource be relocated with the rest of the team and document a change request for the project. Log this issue in the issue log and escalate it to the management team, asking them to replace the new team member.

**Consult the communications management plan to review available options, such as special virtual meetings, with the new resource.** By consulting the communications management plan, the project manager can explore alternative communication methods or tools specifically tailored to accommodate remote team members. Special virtual meetings, different time slots for meetings, or asynchronous communication methods could be viable solutions to address the challenges posed by the specialized resource's remote location. It's essential to leverage the available communication options and find a solution that ensures effective collaboration and minimizes delays in productivity.

A team member, who is close to an influential stakeholder, has joined the project team. The stakeholder is routing requests for multiple reports through the new team member, and the team member reaches out to the project manager regarding this. What should the project manager do first? Update the communications management plan. Manage stakeholder engagement. Forward the status reports to the stakeholder. Consult the communications management plan.

**Consult the communications management plan.** Reviewing the communications management plan is essential when there are changes in the communication flow or when new stakeholders are involved. By consulting the plan, the project manager can ensure that the current situation aligns with the predefined communication strategies and protocols outlined in the plan. Once the communications management plan has been consulted, the project manager can then assess the situation, manage stakeholder engagement, and update the plan if necessary to accommodate the new communication channel involving the influential stakeholder and the team member.

During project execution, a key resource leaves the team for another job. What should the project manager do in this situation? Distribute work to other team members to reduce impact to the project schedule Consult the risk register for an appropriate risk response. Submit a change request for additional budget to secure a project resource. Consult with the functional manager for a replacement resource.

**Consult with the functional manager for a replacement resource.** When a key resource leaves the team during project execution, the project manager should consult with the functional manager or the relevant department head to find a suitable replacement resource. This is the appropriate course of action to ensure that the project can continue without significant disruptions. The functional manager can assist in identifying and assigning a replacement resource with the necessary skills and expertise to fulfill the role of the departed team member.

A project manager is newly assigned to a project. Which document can help the project manager understand the project scope? User interface flow Process flow diagram Context diagram Data flow diagram

**Context Diagram**. A context diagram provides a high-level view of a system or a project. It shows the interactions between the system and external entities, giving a clear understanding of the boundaries and scope of the project. By illustrating the relationships between the project and its external environment, the context diagram helps the project manager comprehend the scope of the project and its connections to other entities.

Which three of the following are key traits of a project leader? (Choose three) Rely on control. Convey trust and inspire trust in other team members. Focus on the horizon. Focus on near-team goals. Challenge the status quo and do things differently.

**Convey trust and inspire trust in other team members, Focus on the horizon, Challenge the status quo and do things differently.** Effective project leaders inspire trust in their team members, focus on long-term goals and vision (horizon), and are not afraid to challenge the status quo, encouraging innovative thinking and adapting to change. They promote a positive and collaborative team environment, driving the project toward success.

A project manager is responsible for delivering new software for their company. Based on previous experiences, the project manager decides to use the dynamic systems development method (DSDM). The project manager will use this method to prioritize the scope to meet project constraints. Which elements are included in the DSDM framework? Schedule, risk, integration, add features Cost, requirements, schedule, and outputs Cost, time, quality, and functionality Time, integration, cost, and deliverables

**Cost, time, quality, and functionality.** In the DSDM (Dynamic Systems Development Method) framework, the four key parameters that are focused on are: 1. Cost: The budget available for the project. 2. Time: The project's schedule and deadlines. 3. Quality: The expected level of quality in the delivered product. 4. Functionality: The features and capabilities of the software to be developed. These parameters help in prioritizing the scope and making decisions to meet project constraints effectively.

Which of the following activities are included as part of a project manager's responsibilities? Problem solve, achieve the bottom line, and focus on success. Inspire, engage, and build relationships with people. Direct, control, and focus on structure. Control, maintain project status, and develop.

**Direct, control, and focus on structure.** Project managers are responsible for directing the project team, controlling project activities, ensuring adherence to project plans and schedules, and maintaining the project's overall structure. They also need to problem-solve, inspire, engage, build relationships, maintain project status, and work towards achieving project success. Project management is a multifaceted role that involves a combination of technical, interpersonal, and organizational skills.

A project team is evaluating criteria to determine project viability. Which of these activities will provide insight into making a go/no-go decision to start the project? Cost-benefit analysis Cost of quality (COQ) Benchmarking Lessons learned

**Cost-benefit analysis** Cost-benefit analysis (CBA) is a systematic approach to evaluating the strengths and weaknesses of alternatives by comparing the costs associated with the project to the benefits it is expected to bring. By conducting a cost-benefit analysis, the project team can assess whether the benefits of the project outweigh the costs, providing valuable insights for making a decision to proceed with the project (go) or cancel it (no-go). This analysis helps organizations make informed decisions about investing resources in a particular project based on its potential return on investment.

A project team working on an automobile manufacturing project is detailing the parts needed for a car door design. The door is composed of several parts that have to be developed in sequence, as the frame is needed before other parts can be designed and built. What activity is the team involved in? Identifying risks and issues in the project Creating a work breakdown structure (WBS) Developing a communications management plan Developing a stakeholder engagement plan

**Creating a work breakdown structure (WBS)**. A Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. It organizes the project into phases, deliverables, and work packages, allowing for a more manageable and structured approach to project planning and execution. In this scenario, detailing the parts needed for a car door design and understanding the sequence in which these parts need to be developed is a classic example of creating a WBS. The team breaks down the overall project (designing a car door) into smaller, more manageable components (parts), ensuring that they are developed in a logical and sequential manner (frame before other parts).

A project sponsor has asked the project manager to determine how soon the project can be completed. Which of the following methods can a project manager use to find this information? Decomposition Critical path method (CPM) Scope baseline Work breakdown structure (WBS)

**Critical Path Method (CPM)** CPM is a project management technique used to identify the longest sequence of activities in a project plan, which determines the shortest time needed to complete the project. By identifying the critical path, the project manager can calculate the earliest possible project completion date, considering the dependencies and durations of tasks.

In a demonstration meeting with a customer, the project team presented deliverables that were considered ready for customer use. The team based the results on a checklist of all the required criteria for the project. Which of the following elements is the team using? Burndown chart Definition of done (DoD) Backlog refinement Definition of ready (DoR)

**Definition of Done (DoD)** The Definition of Done is a clear and concise list of criteria that a deliverable must meet for it to be considered complete and ready for customer use or deployment. In this case, the team used a checklist of all the required criteria to assess the deliverables presented to the customer. The Definition of Done helps in ensuring that the team and the customer have a shared understanding of what constitutes a completed and acceptable deliverable.

During a sprint demo, the customer says that one of the user stories is not ready for customer use. Which checklist should the team look at to find out what has been missed for the user story? Burndown chart Velocity chart Definition of ready (DoR) Definition of done (DoD)

**Definition of Done (DoD)** To determine what criteria or tasks might have been missed for the user story. The Definition of Done is a checklist of criteria that must be fulfilled for a user story to be considered complete and ready for release to customers or stakeholders. It outlines the specific conditions, tests, and quality standards that need to be met for a user story to be accepted as done and ready for customer use. By referring to the Definition of Done, the team can identify what aspects of the user story might have been overlooked or not adequately addressed, allowing them to address any gaps and ensure the story meets the necessary requirements before the next sprint.

All testing on a project has been performed successfully and all acceptance criteria have been met. What is the next step? Set up a meeting with the sponsor. Deliver the product. Set up a go/no-go meeting Wait for the next sprint.

**Deliver the product.** Once testing has confirmed that the product meets the required standards and acceptance criteria, it is ready to be delivered to the stakeholders or the end-users. Delivering the product involves making it available for use or deployment, allowing stakeholders to benefit from the project's outcomes. This step marks the completion of the project and the transition to the product's operational or implementation phase.

An adaptive project team is grooming the backlog for the next iteration. What does the team need to document in the user stories to determine the work needed to complete each story? Product owner's priorities Related epics of each story Detailed acceptance criteria Team velocity in past iterations

**Detailed acceptance criteria** Acceptance criteria define the specific conditions that a user story must meet to be considered completed and accepted by the Product Owner. These criteria describe the behavior and functionality of the user story from the end user's perspective. They are crucial for the development team to understand the expectations and requirements associated with each user story, enabling them to effectively plan and execute the work needed to complete the story during the iteration. Detailed acceptance criteria provide clear guidelines on what needs to be implemented and tested, ensuring that the user story meets the desired outcome and satisfies the stakeholders' needs.

Which of the following is a goal of the project charter? Develop a business case to support the project. List all tasks the team should perform in the project. Empower the project manager to manage the project. Detail requirements for the project tasks.

**Develop a business case to support the project.** The project charter serves several purposes, one of which is to develop a business case that justifies the need for the project. It outlines the project's objectives, purpose, scope, stakeholders, and high-level project requirements. By developing a business case, the project charter provides a rationale for the project's existence, demonstrating its value to the organization and helping stakeholders understand the project's importance and expected benefits.

A project manager has the task of determining the deliverables for a six-month project using a predictive approach. How should the project manager determine which processes to include in the project management plan? Discuss the processes and deliverables needed to meet the project objectives with the team. Integrate hybrid approach processes and deliverables to meet the short delivery time line. Identify the processes and deliverables for only the current phase first. Follow organizational methodology and produce all required deliverables.

**Discuss the processes and deliverables needed to meet the project objectives with the team.** In a predictive (or traditional) project management approach, it's important to engage the project team and stakeholders in discussions to identify the processes and deliverables needed to meet the project objectives. Project requirements, constraints, and stakeholder needs should be thoroughly analyzed and discussed collaboratively to determine the appropriate project management processes and deliverables for the entire project duration. This collaborative approach ensures that the project plan aligns with the project's specific requirements and objectives.

A project manager is seeking assistance from the business analyst for an IT project. What assistance can the business analyst provide? Manage the project schedule. Elicit product requirements. Verify product functionality. Allocate project resources.

**Elicit product requirements.** Eliciting requirements is a core responsibility of a business analyst. They work closely with stakeholders to gather, analyze, document, and validate requirements, ensuring that the project team understands what needs to be delivered. Business analysts use various techniques such as interviews, surveys, workshops, and observations to elicit detailed and accurate requirements, which are crucial for the successful completion of the project.

A key stakeholder has left the project management team. The team now has a new key stakeholder who is requesting project reports from team members out of sequence. What should the project manager do first? Extend an iteration review invite to the new stakeholder. Engage with the new stakeholder. Allow team members to share project status reports. Perform qualitative risk analysis.

**Engage with the new stakeholder.** Engaging with the new stakeholder involves initiating communication, understanding their expectations, and discussing the project reporting requirements. By proactively engaging with the new stakeholder, the project manager can gather necessary information, align expectations, and ensure that the reporting process is organized and coherent. This initial engagement is crucial for establishing clear communication channels and addressing any concerns or specific reporting preferences the new stakeholder might have.

A project team is reviewing project performance. During the execution phase, the project team discovers that there is an off-the-shelf (OTS) product, which could reduce the time line for development. What should the project manager do next? Update the project management plan. Evaluate the risk with the project team. Add the discovery to the assumptions. Conduct an opportunity analysis with team.

**Evaluate the risk with the project team.** When discovering an off-the-shelf (OTS) product that could potentially reduce the project timeline, it's essential to assess the risk associated with integrating or using the OTS product. The project team should evaluate factors such as compatibility, customization requirements, licensing, and potential dependencies on the vendor. By evaluating this potential solution as a team, the project manager can make an informed decision on whether to incorporate the OTS product into the project plan. This evaluation helps in understanding the associated risks and benefits, allowing the project manager to make a well-informed decision.

A team has been tasked with designing a product to address a problem they have never faced before. The project team is struggling to get traction as the solutions are not clear. What should the project manager do next? Meet with the project sponsor to understand their vision on how to address the problem. Add the risk to the project risk register, as the lack of solutions could impact how the product is built. Add the issue to the project issue log, as it will impact the project performance. Facilitate a brainstorming session for the team to discuss ideas to solve the problem.

**Facilitate a brainstorming session for the team to discuss ideas to solve the problem.** In this situation, where the team is facing an unfamiliar problem without clear solutions, facilitating a brainstorming session is a proactive step. Brainstorming allows team members to openly discuss ideas and explore potential solutions collaboratively. This approach promotes creativity and can lead to innovative solutions to the problem at hand. It engages team members and leverages their collective knowledge and expertise, which can help in finding viable solutions.

Which method should be used to elicit a cross-functional requirement? Prototyping Facilitated workshops Focus groups Interviews

**Facilitated workshops** Facilitated workshops bring together stakeholders from different functions or departments to collaboratively define and prioritize requirements. In such a setting, participants can share their perspectives, discuss their needs, and work together to identify common requirements that cut across different areas of the organization. This method encourages active participation, collaboration, and ensures that cross-functional requirements are captured comprehensively.

During a kickoff meeting, the project sponsor presents a very ambitious project. Unfortunately, the stakeholders are not very excited as the work associated with the new project seems inefficient. What could be missing from the business case? Work breakdown structure (WBS) Feasibility study of the solution Approval from the stakeholders Root cause analysis of the problem

**Feasibility study of the solution** A feasibility study evaluates the practicality and potential success of a proposed project. It assesses the technical, economic, legal, operational, and scheduling aspects to determine whether the project is feasible and worth pursuing. If a feasibility study is missing from the business case, stakeholders may be skeptical about the viability and efficiency of the project, leading to a lack of enthusiasm and support. Conducting a thorough feasibility study helps in identifying potential challenges, risks, and opportunities, providing stakeholders with essential information to make informed decisions.

Construction of a building has stopped due to a supplier's failure to deliver concrete. The project schedule is behind by three months. What should the project manager do to overcome this problem and put the project back on track? Consult the legal department and subject matter experts (SMEs) regarding what to do to avoid failure. Follow the risk response plan and allocate resources, if needed, to overcome the issue. Extend the time of product delivery and use management reserve to cover any losses. Accept any penalties that might occur and continue working as initially planned.

**Follow the risk response plan and allocate resources, if needed, to overcome the issue.** In project management, risks are anticipated, and response plans are developed to address potential issues. If a supplier's failure to deliver concrete is causing a delay, the project manager should refer to the risk response plan. Depending on the plan, the project manager might allocate additional resources, find an alternative concrete supplier, adjust the schedule, or use other means to mitigate the delay. Consulting legal departments and subject matter experts might be necessary if contractual or legal issues arise due to the supplier's failure. However, the immediate action should be based on the risk response plan to minimize the impact on the project schedule and put the project back on track.

What can a requirements traceability matrix enable regardless of the project methodology being used? Creation of a solid business case Evaluation of solution and system performance Investigation of the viability of a new product Identification of missing and superfluous requirements

**Identification of missing and superfluous requirements** A Requirements Traceability Matrix (RTM) is a project management tool that captures, tracks, and links requirements throughout the project lifecycle. It helps in identifying missing requirements (ones that were not included) and superfluous requirements (ones that are unnecessary or redundant). By using an RTM, project teams can ensure that all necessary requirements are addressed while avoiding unnecessary features or functions, thereby enhancing the efficiency and effectiveness of the project.

A project manager has a project schedule baseline. How can the critical path be determined from the finalized schedule? Identify the longest activity path in the schedule with the shortest possible duration. Identify the tasks with float duration, which do not impact the duration of the project. Identify the path through the schedule with leveled resources and the shortest duration. Identify the crashed project schedule to find the shortest duration to complete the project.

**Identify the longest activity path in the schedule with the shortest possible duration.** The critical path is the longest sequence of activities in a project that must be completed on time for the project to finish on schedule. Activities on the critical path have zero float, meaning they cannot be delayed without delaying the project's completion date. By identifying the longest path with the shortest duration, you can find the critical path, which represents the minimum time required to complete the project.

The handoff of the first version of a software application to the operational team has taken a month longer than anticipated. How could this extended transition time have been avoided? If the end-user documentation was more thorough If the transition process was agreed upon during the build If the operations manager was invited to all sprint reviews If the operation team members were trained externally

**If the transition process was agreed upon during the build.** Having a well-defined transition plan agreed upon during the build phase ensures that the operational team and other stakeholders are aware of their roles and responsibilities once the software application is ready for deployment. This includes understanding the deployment process, configuration requirements, training needs, and any other operational aspects. By having a clear transition plan in place, potential issues and delays can be identified and addressed proactively, ensuring a smoother handoff from the development team to the operational team and minimizing unexpected delays during the transition phase. Proper communication and collaboration between development and operations teams are essential to successful software deployments.

A project manager has joined the sponsor to verify the last deliverable of the project. The sponsor is measuring and examining the deliverable to determine whether it meets the requirements and product acceptance criteria. Which activity is being performed? Prototyping Decision making Inspection Brainstorming

**Inspection.** Inspection involves examining a deliverable or work product to identify defects, issues, or discrepancies by comparing it against predetermined criteria such as requirements and acceptance criteria. In this case, the sponsor and project manager are reviewing the last deliverable to determine if it meets the specified requirements and acceptance criteria, making it an inspection activity.

​​A practitioner is using an observation technique to elicit requirements. During the observation, the practitioner interrupts the activity, asks questions, and seeks clarification about what the worker is doing. What observation technique is being used? Active observation Passive observation Interactive observation Participatory observation

**Interactive observation** In this technique, the practitioner interacts with the person being observed, asking questions and seeking clarification. This allows for a deeper understanding of the observed activities and helps in eliciting detailed requirements.

During a project team meeting, one of the team members suggested a product functionality that would immensely benefit the customer. The project manager documents the request for later analysis. What is this an example of? Managing the scope Maintaining the product backlog Managing the cost benefit Monitoring the traceability matrix

**Maintaining the product backlog.** In Agile project management, the product backlog is a dynamic, prioritized list of features, functionalities, enhancements, and bug fixes for a product. Team members, stakeholders, or customers can contribute ideas or requests to the product backlog. The product owner, with the guidance of the project manager and the team, evaluates these suggestions and decides whether to include them in the backlog based on their value, priority, and alignment with project goals. The project manager documenting the team member's suggestion for later analysis indicates it's being added to the product backlog for consideration in future iterations or releases.

An adaptive project manager is migrating the company's new website. The project manager must work with the team to invest full capacity on this project because it is the company's top-ranked project in the portfolio. In order to increase throughput and provide consistent delivery, the project manager needs to assign members who are currently involved with other projects. How should the project manager assign the team members to this project? Prediction Multitasking Task switching Full allocation

**Multitasking** Multitasking involves working on multiple tasks or projects simultaneously. However, it's essential to manage multitasking carefully, as it can lead to decreased productivity and efficiency if not handled properly. Project managers need to balance the workload and prioritize tasks effectively to ensure the success of all projects involved.

An employee was hired to work on ongoing, repetitive activities in the accounting department. The employee's duties are managing and controlling day-to-day activities. Which type of managing is the employee performing? Finance Operations Strategic Project

**Operations management.** Operations management involves overseeing the ongoing, repetitive activities within an organization, ensuring that processes are efficient, resources are utilized effectively, and day-to-day tasks are carried out smoothly. It focuses on managing the production and delivery of an organization's products or services, making it distinct from the other types mentioned (Finance, Strategic, and Project management).

An organization's project management office (MO) has issued guidelines that require a specific template to be used for onboarding resources for a project. Where can the project manager find this template? Resources management plan Procurement management plan Organizational systems access Organizational process assets

**Organizational Process Assets**. Organizational Process Assets include the templates, guidelines, and standards used within the organization for managing projects. Therefore, the template specified by the project management office (PMO) for onboarding resources would be part of the Organizational Process Assets.

A quality management plan describes how the project and product scopes are managed in accordance with which of the following items? Organizational quality policies, standards, and methodologies Historical quality standards and past organizational projects Product sponsor's expectation of organizational quality Organizational quality policies, stakeholder expectations, and historical data

**Organizational quality policies, standards, and methodologies.** The quality management plan is a component of the project management plan. It outlines the quality policies, procedures, and processes that will be followed during the project. These policies are based on the organization's standards and methodologies, ensuring that the project is executed in alignment with the organization's quality objectives and industry best practices. By adhering to organizational quality policies, the project team can deliver a product that meets the specified quality standards and satisfies stakeholder expectations.

A community project with a large number of stakeholders is scheduled for delivery in six months. The project manager asked the business analyst to ensure an effective requirements elicitation. What should the business analyst do? Ask the project coordinator to facilitate some of the workshops. Engage a consultant that is familiar with the community needs. Organize a workshop with the sponsor and major stakeholders. Invite both internal and external stakeholders to the workshops.

**Organize a workshop with the sponsor and major stakeholders.** Organizing a workshop with the sponsor and major stakeholders is a fundamental step in effective requirements elicitation. This workshop allows for direct interaction with key project sponsors and stakeholders, ensuring their perspectives, needs, and requirements are understood thoroughly. Engaging with these essential parties at the outset of the project helps in gathering valuable insights, clarifying expectations, and aligning the project goals with the community needs. While inviting both internal and external stakeholders to the workshops is generally a good practice, focusing on the sponsor and major stakeholders first allows for concentrated attention on the most critical requirements. As the project progresses, the business analyst can continue to engage with a wider range of stakeholders as needed to ensure a comprehensive understanding of community needs.

A project team is working on a complex product and the work breakdown structure (WBS) is finalized. The team determines that the best approach is to use an adaptive delivery method and is now tasked with converting the WBS for adaptive delivery. How can the team manage the conversion of the existing WBS to an adaptive approach? Produce a release plan for each WBS element and organize them into iterations for delivery. Generate use cases for each WBS element and prepare a requirements document. Create themes for each WBS element and organize them into iterations for delivery. Organize the WBS into a set of related themes, epics, and user stories.

**Organizing the WBS into a set of related themes, epics, and user stories.** In adaptive or Agile project management, work is organized into themes, epics, and user stories. Themes are high-level business objectives, epics are large bodies of work that can be broken down into smaller tasks or user stories, and user stories are detailed descriptions of features or functionality from an end-user perspective. By organizing the WBS elements into themes, epics, and user stories, the team can break down the complex product into manageable, prioritized, and iterative components that can be delivered incrementally. This approach aligns with the adaptive project management methodology and allows for flexibility and continuous adaptation as the project progresses.

Which tool uses an algorithm based on historical data to calculate cost? Three-point estimating Parametric estimating Relative estimating Analogous estimating

**Parametric Estimating.** Parametric estimating uses statistical relationships between historical data and other variables (such as size, weight, complexity, etc.) to calculate project costs. It relies on historical information and applies mathematical models to estimate project costs. This method is particularly useful when there is a significant amount of historical data available and the variables in the current project can be quantified and correlated with past projects.

Based on a previous project that has been completed, a project manager decides the best way to estimate costs is through historical data. What kind of estimating is this? Analogous Three-point Bottom-up Parametric

**Parametric estimating**. Parametric estimating involves using statistical relationships between historical data and other variables (such as size, weight, complexity, etc.) to calculate an estimate for project costs. This method relies on historical data from previous projects, and it can be a valuable technique for estimating costs when the project manager can identify suitable parameters and accurate historical data for comparison.

At the end of the third iteration, the project team gathers to discuss the stories to be implemented in the next iteration. What should the team do during this session? Develop a user story analysis based on the work done, depicting the current status, S-curve, schedule variance (SV), and planned value (PV). Bring up all risks for implementing the user stories and discuss possible solutions. Plan the backlog by estimating and reprioritizing the user stories as new information becomes available. Run a spike to ensure all information available is correct and then decide which stories to implement.

**Plan the backlog by estimating and reprioritizing the user stories as new information becomes available.** In Agile methodologies like Scrum, the team conducts a session known as a Sprint Planning Meeting before each iteration or sprint. During this meeting, the team reviews and discusses the user stories that are prioritized for implementation in the next iteration. The team estimates the effort required for each user story and reprioritize the backlog based on the team's capacity and new information that has become available. The team may also consider dependencies, risks, and other factors when planning the backlog. Sprint Planning Meetings are essential for setting the goals and scope for the upcoming iteration, allowing the team to commit to a set of user stories they can realistically complete during the sprint.

A project manager is assigned to a new project with a defined scope. The project requires advanced planning at the start of the project. Which approach should the project manager select for the project? Kanban Predictive Adaptive Hybrid

**Predictive (or Waterfall) approach.** The predictive approach, also known as the traditional or waterfall model, is characterized by a detailed project plan developed upfront, with specific phases and activities planned sequentially. It is best suited for projects with well-defined requirements and where extensive planning and documentation are necessary before the project begins. In contrast, adaptive approaches like Agile and Kanban are more suitable for projects where requirements are expected to evolve, allowing for flexibility, iterative development, and continuous adaptation as the project progresses. Hybrid approaches combine elements of both predictive and adaptive methods, allowing organizations to tailor their approach based on the project's specific requirements and characteristics. However, given the emphasis on advanced planning and a defined scope, the predictive approach is the appropriate choice in this scenario.

Which project life cycle follows a plan reviewed and approved by the stakeholders? Predictive Adaptive Incremental Iterative

**Predictive (or Waterfall)** In the predictive project life cycle, also known as the Waterfall model, the project is planned extensively upfront, and the entire project scope, requirements, and objectives are defined in detail before the project execution begins. Stakeholders review and approve the plan before the project moves into the execution phase. Once the plan is approved, the project progresses through the planned stages in a linear and sequential fashion, with each phase building upon the previous one. In contrast, adaptive, incremental, and iterative life cycles allow for changes and adaptations during the course of the project, often based on feedback received during the project execution.

Recently, the government published a new tax law giving companies one year to implement the changes. A project was initiated to change the accounting system. Which delivery approach is most suitable in this context? Adaptive, because the changes have never been implemented before. Predictive, because of the high risk that the company can be fined. Adaptive, because the government will provide constant feedback Predictive, because the requirements are clearly defined up-front.

**Predictive, because of the high risk that the company can be fined.** Given the situation where the government has published a new tax law giving companies one year to implement the changes, an **Adaptive** delivery approach would be most suitable in this context. Given the situation where the government has published a new tax law with a one-year implementation period, the most suitable delivery approach would be **Predictive**. 1. **Predictive approach** is best when requirements are well-defined upfront, which seems to be the case as the new tax law has been published with clear guidelines. 2. **Adaptive approach** involves constant feedback and changes, which might not align with a situation where a specific law needs to be implemented according to set guidelines within a defined time frame. The government's regulations might not be adaptable within a short period. 3. The high risk of fines mentioned in option 2 supports the need for a **predictive approach** to ensure compliance with the law and avoid penalties. In a situation where there are clear and well-defined requirements and a regulatory deadline to meet, a predictive or traditional project management approach would be appropriate. The project can follow a structured plan to ensure that all the requirements of the new tax law are implemented accurately within the given timeframe, reducing the risk of fines due to non-compliance. Adaptive approaches (like Agile) are valuable when requirements are expected to change, and there is a need for flexibility and continuous adaptation, but in this case, the requirements are defined up-front by the new tax law, making a predictive approach more suitable.

A project team is tasked with decomposing the scope to enable detailed cost and duration estimates. What should the team do to achieve this requirement? Prepare a WBS to work package level to effectively manage duration and cost estimates. Prepare a WBS with task sequencing and detail the duration and cost estimates. Prepare a work breakdown structure (WBS) to include each deliverable with a target duration and cost estimate. Prepare a WBS for immediate tasks in the plan to work package level for duration and cost estimates.

**Prepare a WBS to work package level to effectively manage duration and cost estimates.** Creating a Work Breakdown Structure (WBS) to the work package level is the right approach for decomposing the scope to enable detailed cost and duration estimates. Work packages are the lowest level of the WBS and represent the smallest units of work that can be effectively estimated in terms of cost and duration. By breaking down the scope into work packages, the project team can accurately estimate the costs and durations associated with each work package, allowing for more precise project planning and management.

A business manager wants to start a project to launch a new product and submits a business case to the Portfolio Steering Committee for review. The committee asks the manager for details about the expected business value of the project. How can the manager document the business value for the Portfolio Steering Committee? Conduct a feasibility study to determine the business impact of the new product. Execute a market study for similar products and demonstrate a market need. Prepare a benefits management plan to capture target benefits and strategic alignment. Create a presentation outlining the business benefits of the new product.

**Prepare a benefits management plan to capture target benefits and strategic alignment.** Preparing a benefits management plan is a systematic way to document the expected business value of the project. This plan outlines the specific benefits the organization expects to achieve from the project, including financial gains, strategic alignment, improved efficiency, or other positive impacts. It also includes the methods for measuring these benefits and the timeline for realizing them. A well-documented benefits management plan provides detailed information to the Portfolio Steering Committee, demonstrating how the project aligns with the organization's strategic objectives and outlining the expected business value that will be delivered. This approach helps in making a compelling case for project approval.

A business manager wants to start a project to launch a new product. How should the manager initiate the project? Assign a project manager to the project and ask them to document the project scope. Ask a small team to produce a prototype of the product before full-scale development. Prepare a detailed business case to document project objectives and success criteria. Discuss the project requirements with the team for alternative products in the market.

**Prepare a detailed business case to document project objectives and success criteria.** Creating a detailed business case is a fundamental step in project initiation. It helps in clearly defining the project's purpose, objectives, success criteria, risks, benefits, and estimated costs. This document provides a solid foundation for the project, guiding decision-making processes and ensuring that everyone involved understands the project's goals and expectations.

A dynamic systems development method (DSDM) practitioner receives a new high-priority feature request. What should the practitioner do first? Shorten the current work period and begin the new work. Ask a dedicated team member to complete it immediately. Develop the feature as a parallel work package Prioritize it in the requirements list for the next work period.

**Prioritize it in the requirements list for the next work period.** DSDM emphasizes the importance of prioritization and incremental delivery. When a new high-priority feature request is received, it should be added to the requirements list and prioritized according to its urgency and business value. Prioritization ensures that the most valuable features are addressed first and are delivered incrementally as part of the iterative development process. By prioritizing the new feature request, the practitioner aligns the development efforts with the project's overall objectives and ensures that the most critical requirements are addressed in a timely manner during the next work period.

During the project life cycle for a major product, a stakeholder asked to add a new feature. Which document should they consult for guidance? Product release plan Project management plan Product management plan Project release plan

**Product Management Plan** The Product Management Plan typically outlines the strategy, objectives, scope, and features of the product. It provides a detailed roadmap for the product's development, including planned features and enhancements. If a stakeholder proposes a new feature, referring to the Product Management Plan helps in evaluating how the new request aligns with the overall product strategy and objectives. It provides the necessary context for assessing whether the new feature fits within the project scope and aligns with the product's goals.

Which of the following does a portfolio combine? Projects, programs, and operations Projects, change management, and operations Operations, strategies, and business continuity Projects, programs, and risks

**Projects, programs, and operations.** Portfolios are collections of projects, programs, and operational activities managed as a group to achieve strategic objectives. They allow organizations to prioritize, monitor, and manage different initiatives to ensure they align with the overall business goals and objectives.

A project manager is in the process of onboarding resources to start work on a project. Which of the following components of a project management plan will the project manager update after completing this activity? Resource management plan and procurement management plan Resource management plan and lessons learned register Resource management plan and cost baseline Resource management plan and reassignment

**Resource management plan and lessons learned register** When a project manager onboards resources to start work on a project, they would typically update the resource management plan to reflect the addition of new team members, their roles, responsibilities, and any other relevant details. Additionally, the project manager might document any lessons learned during the onboarding process in the lessons learned register to improve future resource onboarding activities.

A project manager is working with the project sponsor to identify the resources required for the project. They use a RACI chart to ensure that the team members knows their roles and responsibilities. What are the four elements of a RACI chart? Recommend, approve, coordinate, and inform Responsible, accountable, coordinate, and inform Responsible, accountable, consult, and inform Recommend, accountable, consult, and inform

**Responsible, Accountable, Consulted, and Informed (RACI).** - **Responsible (R):** Describes the person or people responsible for performing the task or activity. - **Accountable (A):** Designates the person who is ultimately answerable for the correct and thorough completion of the task or decision-making process. - **Consulted (C):** Represents individuals or teams whose opinions are sought, and with whom there is a two-way communication. - **Informed (I):** Denotes individuals or groups who are kept informed about the progress of the task or decision but are not actively involved in the decision-making or task completion process.

A project manager oversees a project in an adaptive environment. After each iteration, which type of meeting should the project manager conduct? Retrospective Iteration planning Backlog refinement review Daily standup

**Retrospective** In an adaptive or Agile environment, a retrospective meeting is conducted at the end of each iteration or sprint. During this meeting, the project team reflects on the iteration that just ended, discusses what went well, what didn't, and identifies opportunities for improvement. Retrospectives are crucial for continuous improvement and learning within the team, making them an essential part of the adaptive project management process.

A few project team members are having issues understanding the requirements as described. Which action should be taken to resolve this issue? Review the requirements traceability matrix and set up a meeting with the business analyst and key stakeholders. Review the project management plan and set up a meeting with the project manager and key stakeholders. Review the requirements traceability matrix, the business analysis communications management plan, and set up a meeting with the business analyst and key stakeholders. Review the business analysis communications management plan and set up a meeting with the business analyst and key stakeholders.

**Review the business analysis communications management plan and set up a meeting with the business analyst and key stakeholders.** By reviewing the business analysis communications management plan, the project team can understand the planned communication methods and processes. Setting up a meeting with the business analyst and key stakeholders allows for direct communication and clarification of requirements. This approach ensures that any misunderstandings are addressed promptly, and the necessary information is provided to the team members, improving their understanding of the requirements.

When executing a project, a recently hired subject matter expert (SME) who reviewed the execution progress remarked that the schedule could be crashed and that the schedule was not assessed properly. What should the project manager do next? Update the risk register. Review the schedule baseline. Update the schedule baseline. Initiate a change request.

**Review the schedule baseline.** When a subject matter expert (SME) suggests that the schedule could be crashed and indicates issues with the current schedule, the project manager should review the schedule baseline to understand the concerns raised by the SME. This involves going back to the initial project schedule, assessing the assumptions, constraints, and the logic behind the sequencing of tasks. By doing so, the project manager can evaluate the validity of the SME's remarks and make necessary adjustments to the schedule if required. Initiating a change request might be necessary after this review, depending on the findings.

During project planning, team members seemed clear on deliverables. However, as the project progressed deeper into the execution phase, team members expressed the need for smaller components to better understand what must be delivered. What should the project manager do? Inform the stakeholders that the stakeholder register needs to be recreated, as the team does not understand the requirements. Schedule additional meetings with the customer to explain the requirements for each deliverable at length. Revisit the work breakdown structure (WBS) again during execution, as the WBS can be defined at different points in the project. Share the project management plan with the team members again to bring them up to speed on the requirements.

**Revisit the work breakdown structure (WBS) again during execution, as the WBS can be defined at different points in the project.** The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. If team members express the need for smaller components to better understand deliverables, revisiting the WBS during the execution phase can help break down the work into smaller, manageable tasks. By refining the WBS, the project manager can provide the team with a clearer understanding of the project's scope, allowing for better organization and communication of tasks and deliverables. This adjustment can enhance the team's understanding of what needs to be delivered and improve overall project execution.

A project manager is managing a small project that has a time constraint. What should the project manager do to ensure the delivery is on time? Schedule the tasks in parallel. Schedule the tasks in sequence. Expand the scope of the project. Increase quality review cycles

**Schedule the tasks in sequence.** Scheduling tasks in sequence means that one task is started only after the preceding task is completed. This approach ensures a logical flow of work and allows the project manager to manage dependencies effectively. By following a sequential schedule, the project manager can monitor progress, identify bottlenecks, and address issues promptly, helping to ensure that the project stays on track and is completed within the specified timeframe.

On a clinical trial project, the project manager is worried about maintaining control of the project. The project manager decides to use a requirements traceability matrix. What is the advantage of using this tool? Project closure will be established. Project costs will be controlled. Resource allocation will be kept to a minimum. Scope creep will be prevented.

**Scope creep will be prevented** A requirements traceability matrix is a document that links requirements throughout the validation process. By using this tool, the project manager can ensure that the project team is building what was originally planned and approved. It helps in tracking and managing changes to the project scope by providing a clear view of the project requirements and their source. This, in turn, helps in preventing scope creep, which is essential in clinical trial projects where adherence to specific requirements and protocols is crucial.

A project team is brainstorming about the best methods and practices to adopt for an upcoming project. What is the project team trying to follow? Standards Programs Concepts Portfolios

**Standards** In the context of project management, standards refer to established guidelines, best practices, and methods that are widely recognized and accepted within the industry. When a project team is brainstorming about the best methods and practices to adopt, they are seeking to follow industry standards that can help ensure the project's success. These standards encompass various aspects of project management, including processes, methodologies, and techniques that are proven to be effective in managing projects efficiently and effectively.

An adaptive team is working on a mobile banking application. The team conducted their sprint demo, which included 12 stories that were completed. This was the last sprint before the product was to be launched in the beta phase. One of the attendees from marketing noticed that a requested enhancement to share on social media was still in the product backlog. Why was the product still determined to be ready for delivery? The social media story is a marketing priority and less important than other priorities. The development team ran out of time and did not pull the social media story from the backlog. The sprint demo went smoothly and the team did not find any open issues. The development team completed all of the stories identified by the product owner as having the highest customer value.

**The development team completed all of the stories identified by the product owner as having the highest customer value.** In Agile methodologies, what gets delivered is based on the product owner's prioritization of the backlog. If the product owner decided that other stories had higher customer value than the social media enhancement, and those stories were completed as planned, then the product can still be considered ready for delivery. The product owner's prioritization reflects the most critical features or user stories for the product's success.

Two resources are performing a peer review of an artifact. What should be the outcome of the peer review? All relevant business rules for each process are documented. All business rules and data requirements for each process are documented. The resulting documentation adheres to established organizational standards. The data requirements for each process are documented.

**The resulting documentation adheres to established organizational standards.** The primary outcome of a peer review of an artifact is to ensure that the resulting documentation adheres to established organizational standards. Peer reviews are conducted to identify issues, ensure accuracy, and verify that the work product aligns with the organization's guidelines, standards, and best practices. While it's important to document relevant business rules, data requirements, and other details, the fundamental purpose of a peer review is to maintain quality and consistency within the organization's standards.

A Scrum team has a product backlog and a sprint backlog. Which of the following is a correct statement related to these artifacts? The sprint backlog contains items to be completed during the current sprint. The product backlog does not contain a prioritized list of requirements. The sprint backlog contains the list of items prioritized by the product owner. The product backlog is a subset of the sprint backlog.

**The sprint backlog contains items to be completed during the current sprint.** The sprint backlog is a subset of the product backlog and contains the user stories or tasks selected for implementation during the current sprint. It is created during the sprint planning meeting and represents the work that the development team commits to completing within the sprint. The items in the sprint backlog are taken from the product backlog but are refined and selected specifically for the ongoing sprint. As the sprint progresses, items from the sprint backlog are completed, and new ones may be added if the team determines it can handle additional work within the sprint time frame.

Why is a project undertaken? To increase the understanding of project management To teach the discipline of program and portfolio management To achieve better management of resources To create a unique product, service, or result

**To create a unique product, service, or result** Projects are undertaken to create a unique product, service, or result. They are temporary endeavors with a specific goal, set of objectives, and timeline. Projects are initiated to deliver something new or to bring about a change within an organization or its external environment. The other options mentioned (increasing understanding of project management, teaching program and portfolio management, and better management of resources) are related to activities within project management but are not the primary reasons for initiating a project.

How does a requirements traceability matrix help to determine whether a product is ready for delivery? It confirms the completion of all stories in the backlog. It assesses the quality of test cases and expected results. It tracks links between the approved requirements and each work product. It captures assigned tasks and their estimated durations.

**Tracking links between the approved requirements and each work product.** The requirements traceability matrix is a tool used in project management to link project requirements to the work products that satisfy them. By establishing these links, the project team can ensure that every requirement has been addressed, validated, and verified. This process helps in verifying that all specified requirements have been met and that the work products align with the project's objectives. Checking these links through the requirements traceability matrix is essential to confirm that the product is ready for delivery, as it ensures that all requirements have been fulfilled as intended.

An adaptive project manager is handling a five-sprint cycle to deliver a minimum viable product (MVP). After the third sprint, the productivity of the team drops to 30% due to a change in the wav the team operates. Which of the following changes has caused this loss in productivity? Two of the team members have been working in silos using different methods to validate their performance. The team picked up technical debt items in the third sprint as technical debt can only be picked up after completing two sprints. Two of the team members were asked to do multitasking, which they did not do in the previous two sprints. The team velocity was measured in the third sprint since the tool to measure velocity was introduced only in the third sprint.

**Two of the team members were asked to do multitasking, which they did not do in the previous two sprints.** Multitasking can significantly reduce productivity as it divides a team member's focus and energy among multiple tasks, leading to inefficiencies and decreased overall performance. In an adaptive project environment, such disruptions to the team's working methods can impact productivity and should be carefully managed to maintain consistency and effectiveness across sprints.

A project manager has reached an agreement on the requirements and now needs to define the workflow for the end user. A critical step must be completed and validated by the end user before proceeding. Which modeling tool best describes this process? Use case Wireframe Traceability User interface design

**Use Case** The modeling tool that best describes the process of defining the workflow for the end user, especially emphasizing a critical step that must be completed and validated, is **Use Case** modeling. A **Use Case** is a description of the system's behavior under various conditions as the system responds to requests from its users. It outlines the step-by-step interactions between the user (actor) and the system to achieve a specific goal. In this scenario, creating a Use Case diagram would allow the project manager to visually represent the interactions, including the critical step, between the end user and the system, ensuring a clear understanding of the workflow and validation process.

A business analyst has encountered a conflict related to competing requirements on an existing project. What tool should the business analyst use to resolve this issue? Peer review Risk assessment Procurement management Weighted ranking

**Weighted Ranking.** Weighted Ranking is a technique used in decision-making processes. In this context, it can help assess and prioritize competing requirements based on their importance, impact, and alignment with project objectives. By assigning weights to different requirements criteria and ranking the requirements accordingly, the business analyst can provide a structured and objective way to resolve conflicts and prioritize requirements, ensuring that the most critical ones are addressed first.

A project team is working on relocating offices to another building and providing new furniture. The new furniture was purchased from an international vendor. The price was negotiated in a foreign currency, and due to changes in the exchange rate, the cost has increased by 10%. There is no contingency in the project budget. What should the project manager do? Escalate this issue to the project management office (PMO). Escalate this issue to the chief financial officer (CFO). Escalate this issue to the project sponsor. Escalate this issue to the procurement team.

**escalate this issue to the project sponsor.** The project sponsor is the person ultimately responsible for the project's success and has the authority to make decisions regarding budget changes and financial matters. Informing the sponsor about the increased cost due to changes in the exchange rate is important, as it might impact the project's budget and potentially require additional funding. The sponsor can then assess the situation and make decisions on how to proceed, which may involve seeking additional funds, revisiting the project scope, or finding alternative solutions within the existing budget constraints.

How can working in iterations increase the quality of the product being built? Less testing is required since it is done at the end of the project. Teams have to do less planning and focus more on quality. Requirements are frequently clarified by users of the product. The project manager has more time to document goals in advance.

*Requirements are frequently clarified by users of the product.** When working in iterative development, users and stakeholders have the opportunity to see and interact with partial versions of the product early and provide feedback. As a result, requirements can be clarified, refined, and adjusted based on this continuous feedback loop. This iterative feedback process ensures that the product aligns more closely with the users' needs and expectations, leading to a higher-quality end product. Iterative development allows for flexibility and adaptability, allowing teams to make necessary improvements and adjustments as the project progresses, ultimately enhancing the overall quality of the final product.

What are the five stages of team development, place them in sequential order. Stage of team development Norming Storming Adjourning Performing Forming

1. **Forming:** In this stage, team members come together, get to know each other, and understand the goals and objectives of the project. 2. **Storming:** During this stage, conflicts and disagreements may arise as team members express their opinions and vie for influence and control within the team. 3. **Norming:** In this stage, the team resolves conflicts, establishes norms and rules for collaboration, and starts to work together more harmoniously. 4. **Performing:** At this stage, the team is highly functional, cohesive, and able to work efficiently together to achieve common goals. 5. **Adjourning (or sometimes called Mourning or Transforming):** In this final stage, the team is disbanded after completing the project, and members transition to new tasks or projects. This stage may involve reflecting on achievements and learning from the project experience.

A project manager is calculating the current budget. The earned value (EV) of the project is lower than the actual cost (AC) of the project. How should the project manager report the status of the project? The project is within budget and within schedule. The project is at risk as the cost variance (CV) is negative. The project is within budget but is delayed. The project is tracking well as the cost variance (CV) is negative.

When the earned value (EV) is lower than the actual cost (AC) of the project, it means the project has **cost overruns**. In this case, the **the project manager should report that the project is at risk as the cost variance (CV) is negative.** Negative cost variance indicates that the project is over budget, and this situation needs to be addressed to bring the project back on track. Reporting it as a risk highlights the financial challenges the project is facing, allowing stakeholders to be aware of the issue and enabling the team to take corrective actions to mitigate the cost overrun.