Hybrid Exam

When a change in the baseline requirements is needed during the execution phase of a project, the project manager should:

1. Invoke the project's change management procedure: This is the primary step to manage any changes in a controlled and systematic manner. 2. Re-estimate the impacts on cost and schedule: While not the first action, it's a subsequent step that's essential once the change has been approved. 3. Validate among stakeholders: This is indeed part of the change management process, ensuring that all stakeholders agree with the proposed changes. 4. Root cause analysis: Typically used for problem-solving, RCA isn't necessary for changes unless the change is to address a specific issue.

Any changes to baseline requirements must be done by ________.

Invoking the Change Management Procedure

A project manager is working on a new project that is expected to take 12 months to complete. Due to the condensed timeline, the team must ensure that the small group of stakeholders is actively engaged throughout the project. What should the project manager emphasize as the most important activities in effective stakeholder engagement? (Choose 2) A. Building the stakeholder map and maintaining it as the project progresses. B. Prioritizing stakeholders and revisiting assumptions annually. C. Creating more hierarchical structures among stakeholders. D. Engaging key stakeholders and building their commitment to the project.

Solution: A and D. Building the stakeholder map and maintaining it as the project progresses and Engaging key stakeholders and building their commitment to the project. Building a stakeholder map is important because it helps the project manager to identify all of the stakeholders, understand their interests and needs, and determine how they can be engaged throughout the project. Engaging key stakeholders is important because they can have a significant impact on the success or failure of the project. By engaging them early and often, the project manager can build their support and ensure that they are committed to the project's success. The other options are incorrect because they are not as important in this case. Prioritizing stakeholders and revisiting assumptions annually is a good practice, but it is not as critical for a small group of stakeholders with a condensed timeline. Further, the project is only intended to take 12 months to complete, so revisiting assumptions annually is not necessary. Creating more hierarchical structures among stakeholders can be helpful in some cases, but it is not necessary in this case. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199 [Item https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199] PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]

Which two decision-making styles are quickest and would be used when there is little time to make a decision? (check two choices) A. Command Style B. Consultative Style C. Consensus Style D. Majority Vote Style

Solution: A and D. Command Style and Majority Vote Style The correct choices are command style and majority vote style. In command style, the leader unilaterally makes a decision. In majority vote style, the group decides with a vote. Consultative style and consensus style are more time consuming and thus are not the correct choices. In consultative style, the leader makes the decision, but with advice from the group. In consensus style, the leader guides the group to a decision. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/project-group-decision-making-process-6797 [Item https://www.pmi.org/learning/library/project-group-decision-making-process-6797]

The degree to which risk management is pursued can be the difference between success and failure. In an attempt to avoid project failure, what risks should be assessed and categorized? A. All identified risks B. Only risks identified as high probability of occurrence C. Only risks identified as high potential impact D. All risks identified as high probability of occurrence and high potential impact

Solution: A. All identified risks The correct answer is all identified risks.Risk management allows organizations and teams to increase the predictability of outcomes, both qualitatively and quantitatively. The project manager should assess and categorize all possible risks. Project team members should proactively identify risks throughout the project to avoid or minimize the impacts of threats and trigger or maximize the impacts of opportunities. Both threats and opportunities have a set of possible response strategies that can be planned for implementation should the risk occur. The remaining options are incorrect because failing to assess and categorize all risks leaves the team unprepared and vulnerable.

A project manager is leading a complex initiative with diverse stakeholders and must cultivate strong stakeholder relationships. The project manager also has to build a shared understanding of the project with all stakeholders. What should the project manager do? A. Facilitate interactive workshops to discuss goals and expectations. B. Conduct detailed stakeholder mapping exercises. C. Deliver formal presentations summarizing project updates. D. Distribute comprehensive project documentation for individual review.

Solution: A. Facilitate interactive workshops to discuss goals and expectations. By facilitating interactive workshops, the project manager can cultivate strong stakeholder relationships and build a shared understanding of the project. The other answer choices are incorrect. While stakeholder mapping is crucial for identifying and understanding stakeholder interests, it primarily serves as a preparatory step. It doesn't directly address building understanding or relationships. Formal presentations may be one-way and may limit engagement and understanding, as stakeholders have fewer opportunities to clarify doubts or contribute input. This can also lead to a more passive relationship with the project. While providing project documents is valuable, relying solely on individual review lacks the direct interaction and discussion necessary for building shared understanding and strong relationships. Stakeholders might have different interpretations or questions that wouldn't be addressed in this format. This question and rationale were developed in reference to:

What leadership quality must a project manager have? A. Honesty B. Aggressiveness C. Powerful D. Servant leader

Solution: A. Honesty Honesty is a leadership quality that a project manager must possess. Project managers must report the realities of the project and should be transparent. Aggression and power are to forceful, and servant leadership is more for agile practices. This question and rationale were developed in reference to: https://www.projectmanagement.com/blog-post/67865/How-Will-Citizen-Development-Impact-Leadership--Decision-Making-and-How-Projects-are-Run--Part-1 [Item https://www.projectmanagement.com/blog-post/67865/How-Will-Citizen-Development-Impact-Leadership--Decision-Making-and-How-Projects-are-Run--Part-1 How Will Citizen Development Impact Leadership, Decision-Making and How Projects are Run? Part 1

During the execution phase of a project, a change in the baseline requirements needs to be done. As the project manager, which of the following is necessary to be performed? A. Invoke the project's change management procedure. B. Re-estimate the impacts on cost and schedule. C. Validate among stakeholders. D. Root cause analysis.

Solution: A. Invoke the project's change management procedure "Invoke the..." (Correct option). Any changes to baseline requirements must be done using the change management procedure. "Re-estimating..." this option is not the first option that is followed. "Validation..." this option forms part of the change management procedure. "Root..." This is not a problem therefore there is no need for RCA. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/requirements-management-planning-for-success-9669 [Item]

Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly. This requires some action so that project performance is not impacted. Which project document will be used to record and track this? A. Issue log B. Risk register C. Lessons learned D. Project management plan

Solution: A. Issue log The correct answer is the issue log. The issue log is a project document where all the issues are recorded and monitored. An issue is a current condition or situation that may have an impact on the project objectives. An issue log is used to record and monitor information on active issues. Issues are assigned to a responsible party for follow up and resolution. A risk register is a repository in which outputs of risk management processes are recorded. The project management plan is the document that describes how the project will be executed, monitored and controlled, and closed. Lessons learned is the knowledge gained during a project, which shows how project events were addressed or should be addressed in the future, for the purpose of improving future performance.

A project manager conducts a lessons learned meeting and project team members mention that they are not always aware of the progress occurring during sprints. What can the project manager do to address this concern? A. Mentor the team about how to use the project iteration board. B. Assign a project team member to prepare daily status reports and distribute to all team members. C. Coach the team about how to use the project backlog report. D. Establish a process to address the confusion at the next retrospective session.

Solution: A. Mentor the team about how to use the project iteration board "Mentor the team..." (Correct option). The project iteration board shows the project's status. All project members should know how the iteration board can assist in their tasks. "Assign a project team..."This approach does not assist the individual team members to learn how to find the project status on their own. "Coach the team..."The project backlog report is generally used for stakeholder communication whereas the project iteration board is used by the team. "Establish a process..." Establishing a new process when existing best practice processes exist will confuse the team. This question and rationale were developed in reference to: Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Understanding project management processes and practices/556 [Item] | The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item]

You are managing a project with significant regulatory aspects. A vendor responsible for a core module is undergoing an organization-wide transformation and it is unlikely that the deliverable will be ready on time. Your risk mitigation plan is to use paper forms until the module is implemented but this strategy is likely to slow down the frontline interactions. What kind of risk might you introduce to the project? A. Secondary risk B. Residual risk C. Primary risk D. Compliance risk

Solution: A. Secondary risk A secondary risk can be defined as a risk created by the response to another risk. In other words, the secondary risk is a consequence of dealing with the original risk. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/overall-project-risk-assessment-models-1386 [Item]

A project approval committee is concerned about a project plan that will take three years to complete. The committee is concerned that the deliverable may not meet industry needs and may be less valuable than anticipated. What can the project manager do to demonstrate the value of the deliverable to stakeholders? A. Add an additional sprint to the timeline for potential modifications. B. Have the project team build a prototype to share with stakeholders. C. Record the committee's expressed concerns in the issue log. D. Add the committee to the communication management plan.

Solution: B. Have the project team build a prototype to share with stakeholders. Building a prototype is one of the best ways to demonstrate the value of a deliverable to stakeholders. Prototypes provide a tangible representation of the final product, allowing stakeholders to visualize how it will work and look, which helps them understand its functionality and usability. By sharing the prototype with stakeholders, the project team can gather early feedback and make necessary adjustments to align the deliverable with industry needs and expectations. It also helps mitigate risks related to delivering a final product that may not meet stakeholders' requirements. The other options are incorrect because they do not directly address the committee's concerns. Adding an additional sprint may allow the project team to make modifications to the deliverable, but it does not guarantee that the deliverable will meet industry needs or be valuable to stakeholders. Extending the timeline can increase project duration and costs, which might not be acceptable to stakeholders or necessary to address the value concern. Recording the committee's concerns in the issue log captures the concerns but doesn't actively address them or provide a tangible demonstration of value. Adding the committee to the communication management plan will ensure that they are kept informed of the project's progress, but it doesn't inherently address the committee's specific concerns about the deliverable's value.

A project approval committee is concerned about a project plan that will take three years to complete. The committee is concerned that the deliverable may not meet industry needs and may be less valuable than anticipated. What can the project manager do to demonstrate the value of the deliverable to stakeholders? A. Add an additional sprint to the timeline for potential modifications. B. Have the project team build a prototype to share with stakeholders. C. Record the committee's expressed concerns in the issue log. D. Add the committee to the communication management plan.

Solution: B. Have the project team build a prototype to share with stakeholders. Building a prototype is one of the best ways to demonstrate the value of a deliverable to stakeholders. Prototypes provide a tangible representation of the final product, allowing stakeholders to visualize how it will work and look, which helps them understand its functionality and usability. By sharing the prototype with stakeholders, the project team can gather early feedback and make necessary adjustments to align the deliverable with industry needs and expectations. It also helps mitigate risks related to delivering a final product that may not meet stakeholders' requirements. The other options are incorrect because they do not directly address the committee's concerns. Adding an additional sprint may allow the project team to make modifications to the deliverable, but it does not guarantee that the deliverable will meet industry needs or be valuable to stakeholders. Extending the timeline can increase project duration and costs, which might not be acceptable to stakeholders or necessary to address the value concern. Recording the committee's concerns in the issue log captures the concerns but doesn't actively address them or provide a tangible demonstration of value. Adding the committee to the communication management plan will ensure that they are kept informed of the project's progress, but it doesn't inherently address the committee's specific concerns about the deliverable's value. This question and rationale were developed in reference to: PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES - Page 53]

A real estate organization conducts a monthly review of its strategic project portfolio. Project A Project B Start date March 2016 May 2017 Expected completion date April 2019 July 2020 Project manager PM-A PM-B During a review in March 2018, it was found that Project B is experiencing problems that had previously not been identified in its risk management process. With Project A starting approximately one year prior, what information should be requested from Project A so that Project B may take preventive and/or corrective actions? A. Work performance reports B. Lessons learned repository C. Issue log D. Activity list

Solution: B. Lessons learned repository This portfolio contains a set of projects that are structured to achieve the organization's strategic objectives. Since both projects are within this portfolio, the projects have similar external factors. Thus the lessons learned from Project A may benefit Project B. The lessons learned repository contains what went well, and what did not. All projects should update their lessons learned registry throughout the lifecycle of the project so that other projects may benefit. The issue log will not list the challenges that Project B is facing since they are different projects. The activity list for the two projects is different and will not contain what went well or not. The work performance reports are high-level reports that will only provide variance analysis, earned value data, and forecasting information.

A project manager is overseeing a project with an extremely tight schedule. During a meeting, the project stakeholders express concerns about the project's ability to meet critical business demands. What should the project manager do in response to these concerns? A. Work with the sponsor to revise the project scope to address stakeholder concerns. B. Meet with the project team and stakeholders to identify the minimum viable product (MVP). C. Assure the stakeholders that the project is on schedule and will meet all business demands. D. Update the schedule and the communication plans to ensure the stakeholders are updated.

Solution: B. Meet with the project team and stakeholders to identify the minimum viable product (MVP). The project manager must address the stakeholders' concerns about the project's ability to meet critical business demands. Defining the minimum viable product would give the stakeholders an overview of the business value it will deliver within the timeline. By focusing on delivering the MVP first, the project team can increase the chances of meeting critical business requirements, even with a tight schedule. Meeting with the project team and stakeholders promotes collaboration, aligns priorities, and ensures that the project remains on track to meet key business objectives. The other options are incorrect because they do not appropriately address the stakeholders' concerns. Working with the sponsor to revise the project scope without understanding the minimum viable product would not resolve the issue. Before taking action, the project manager must understand the full scope of the stakeholders' concerns and the potential impact of any changes to the scope. It is also important to get input from the project team to ensure that any changes to the scope are feasible. Assuring the stakeholders that the project is on schedule and will meet all business demands does not address their concerns and may lead to mistrust. It's important to provide reassurance based on actions and strategies. Updating the schedule and communication plans does not directly address the stakeholders' concerns. Updating the schedule and communication plan may or may not be necessary, and can only be determined once the MVP is identified.

A project is experiencing delays because cultural differences are causing misunderstandings among some stakeholders. What should the project manager do to handle this situation? A. Review the stakeholder register to identify potential replacements for the stakeholders having difficulties. B. Review the stakeholder engagement plan to determine the strategies to improve stakeholder communication. C. Submit a change request to the change control board (CCB) to replace the stakeholders. D. Monitor the communication between the stakeholders to identify any misunderstandings.

Solution: B. Review the stakeholder engagement plan to determine the strategies to improve stakeholder communication.The project manager should review the stakeholder engagement plan to determine the strategies to improve stakeholder communication because the root cause of the delays is the cultural differences that are causing misunderstandings. By improving communication, the project manager can mitigate the impact of cultural differences on the project. The other answer choices are not as effective. Replacing stakeholders can be time-consuming and disruptive to the project, and it is not always necessary. Submitting a change request to the change control board (CCB) to replace the stakeholders is likely to be rejected by the CCB, as it is not a necessary change. Monitoring the communication between the stakeholders to identify any misunderstandings is important, but it is not enough to solve the problem as it is reactive. The project manager needs to be proactive and take steps to improve communication and address the root cause of the misunderstandings. By taking a proactive approach, the project manager can demonstrate their leadership and communication skills. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522 [Item] | Project Manager Competency Development Framework (1/1/2007) PMI/PMI/2.5/15 [Item]

Tools, such as checklists, brainstorming, SWOT analysis, and assumptions analysis are used for which of the following? A. Risk sharing B. Risk identification C. Risk analysis D. Risk enhancement

Solution: B. Risk identification Tools like checklists, brainstorming, SWOT analysis, and assumption analysis, are used to identify risks. The other options are incorrect because they do not typically use the tools listed. Risk sharing is a risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit of that opportunity. Risk analysis involves the activities related to defining the characteristics of a risk and the degree to which it can impact objectives. Risk enhancement is a risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/project-risk-management-issues-management-7267 PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project Risk Management/414-415 (11.2.2 Identify risks: tools and Techniques)

During nondestructive testing at a construction site, it was discovered that certain components are failing workability tests. The project team has identified the root cause of these failures and proposed a solution. However, the project deadline is tight and the solution would require an increase in the budget. What should the project manager do? A. Invite suppliers to submit bids for a lower-cost solution. B. Submit a change request to the change control board (CCB). C. Request additional funding from the project sponsor. D. Update the risk management plan to include the solution.

Solution: B. Submit a change request to the change control board (CCB) A CCB is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions. Submitting a change request to the CCB allows for a structured evaluation of the proposed solution, its cost implications, and its impact on the project's objectives. This will ensure that the change is properly evaluated and approved before it is implemented. The other options are incorrect because they do not ensure that the change is properly evaluated and approved before it is implemented. Inviting suppliers to submit bids for lower-cost solutions does not address the immediate need to resolve the failing workability tests and can introduce delays and uncertainty into the project. The team has identified the root cause of the failures, and exploring lower-cost options might not address the specific issue identified. Requesting additional funding from the sponsor without going through the formal change control process can lead to uncontrolled scope and budget changes. The project sponsor may be involved in approving the change, but it's essential to involve the CCB, requesting additional funds should typically follow the submission of a change request to the CCB. In this scenario, the primary issue is not related to risk management but to a change in project scope and budget due to failing workability tests and a proposed solution. Updating the risk management plan is a good practice, but it does not address the need to get approval for the change. This question and rationale were developed in reference to: e-Reads (No Date) //The Process of Change Management/Chapter 3 [Item] PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES]

A project manager is planning a worldwide product launch. Manufacturing the product is subject to rigid time constraints related to the production line and raw material availability. There are also uncertainties around regional labeling regulations that are expected to evolve within the launch period. How can the project manager integrate planning and development for the unknown labeling requirements? A. Use a hybrid approach, integrating predictive labeling work streams into an agile roll-out schedule. B. Use a hybrid approach, integrating an agile labeling workflow into a predictive roll-out schedule. C. Apply agile planning to both the manufacturing and labeling work streams to align the workflows. D. Apply predictive planning to the labeling work stream and streamline the change control process.

Solution: B. Use a hybrid approach, integrating an agile labeling workflow into a predictive roll-out schedule. The project manager has to balance the predictability needed for manufacturing with the flexibility required for adapting to unknown regulations. A hybrid approach allows for agile labeling workflow and a predictive roll-out schedule. Merging these approaches offers the best of both worlds: early preparation and predictive planning for activities where requirements are known ensures a timely launch; agile flexibility for labeling allows quick adjustments based on evolving regulations without disrupting the overall schedule. The other answer choices are incorrect. Applying agile planning for both lacks the necessary structure for manufacturing, potentially leading to delays and missed deadlines. Predictive labeling risks wasted effort if regulations change, potentially jeopardizing the launch date. Predictive planning and streamlined change control do not provide the flexibility needed to adapt to unknown regulations. This question and rationale were developed in reference to: Agile Practice Guide (2017) PMI/PMI/3.1.8/ | https://standardsplus.pmi.org/posts/Res_12/7d6a6ee4-1406-4567-850c-4de24db881c3

A company, which is conducting a critical bidding process, included a penalty clause in an agreement specifying that the selected supplier must pay a significant liquidated damages penalty in the event of non-performance. Given that this bidding process is extremely attractive to the supplier with a medium risk threshold, how should the supplier's project manager budget for it? A. Increase the quote to mitigate the risk and support the above clause. B. Advise management not to participate in the request for proposals (RFP) since it is a big risk. C. Advise management to purchase insurance coverage to transfer the risk and include it in the budget. D. Record it as a risk in the risk register and review it regularly to avoid the penalty.

Solution: C. Advise management to purchase insurance coverage to transfer the risk and include it in the budget. Transferring a risk involves shifting ownership of a threat to a third party to manage the risk and to bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking on the threat. Transfer can be achieved by a range of actions including, but not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Agreements may be used to transfer ownership and liability for specified risks to another party. Transferring the risk is a preferable strategy for average risk threshold takers. Increasing the quote for this project may lead to not getting this project, especially when the bidding process is attractive for the vendor/supplier with an average risk threshold.Avoiding the risk solely based on penalty charges is incorrect because the project can't be eliminated, especially when it is attractive for the vendor/supplier with an average risk threshold. Recording the penalty charge as a risk in the risk register alone is not going to help. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/11 Project Risk Management/443 PMBOK Guide Seventh Edition (2022) ///[2.8.5.1 Threats] [2.8.5 RISK] [2.5.6 WORKING WITH PROCUREMENTS] The Standard for Risk Management in Portfolios, Programs, and Projects, 2019 [4.6 PLAN RISK RESPONSES] | PMI.org (1999) //https://www.pmi.org/learning/library/effective-project-risk-management-process-5311// [Item] | PMI.org (1999) //https://www.pmi.org/learning/library/effective-project-risk-management-process-5311// [Item]

A project manager is on a hybrid project. The project manager meets with the sponsor to get the project milestones. The sponsor requests for more specific information in the project charter. How should the project manager respond to this request? A. Provide the sponsor with a project charter from a similar project as a reference. B. Meet with the project stakeholders to get the project schedule approved first. C. Inform the sponsor that before detailed team planning can occur, the project charter needs approval first. D.Invite the sponsor to the team retrospective meeting so the sponsor can get the information requested.

Solution: C. Inform the sponsor that before detailed team planning can occur, the project charter needs approval first The project scope and objectives in the Project Charter document needs to be approved by the Sponsor before the team starts detailed planning. Milestones should be known before the schedule can be developed and approved. Providing a similar project charter as a reference may not be useful is the sponsor does not understand that it needs to be approved prior to detailed planning. Retrospective meetings check on the quality processes effectiveness, they would not be occurring prior to the Charter being approved. This question and rationale were developed in reference to: Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Importance of Planning/114 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/4.1.3.1/118 [Item]

An organization conducted an external audit in an Offshore Data Centre (ODC). The audit team noticed that the project manager is using an old version of the risk register template. The auditor raised a Non-Conformity (NC). How could the project manager have avoided this gap? A. It is not the project manager's mistake since they are using the risk register template provided by their organization B. It is always better to conduct one round of internal audit before allowing an external audit to avoid such a gap C. It is suitable to conduct a risk management plan before preparing the risk register D. It is appropriate to update the risk register with a new template and close the NC

Solution: C. It is suitable to conduct a risk management plan before preparing the risk register. The risk management plan may be developed as part of the project kick-off meeting, or a specific planning meeting may be held. Attendees may include the project manager, project team members, key stakeholders, or other team members who are responsible for the risk management process for the project. Others outside the organization may also be invited, as needed, including customers, sellers, and regulators. A skilled facilitator can help participants remain focused on the task, agree on key aspects of the risk approach, identify and overcome sources of bias, and resolve any disagreements that may arise. Additionally, as part of the risk plan, monitoring the risk process should be conducted periodically to ensure that the risk plan and risk register are properly updated. The other options are incorrect. It is not a matter of having the right template to secure updated registers. Project managers should comply with the risk plan to have an updated risk register, and reviewing it periodically is part of the monitoring risk process. Reactive actions do not guarantee to avoid the problem again.

During a meeting with stakeholders, the project manager received multiple concerns about the quality of the project's deliverables. The customer feels so strongly about these concerns that they decide they will not approve any future deliverables. What should the project manager do in this scenario? A. Inform the sponsor that the project has ended explaining the reason for the project termination. B. Leveraging notes from the meeting, work with the project team to improve the deliverables. C. Meet with the stakeholders to identify how to address the identified issues and how to proceed with the project. D. Document the concerns presented and send them to the change control board (CCB) for guidance on how to proceed.

Solution: C. Meet with the stakeholders to identify how to address the identified issues and how to proceed with the project. The most important thing for the project manager to do first is to meet with the stakeholders to identify how to address the identified issues and how to proceed with the project. This will help to ensure that the project can be brought back on track and that the customer's concerns are addressed. The other answer choices are not as important as meeting with the stakeholders. Informing the sponsor that the project has ended and explaining the reason for the project termination should be a last resort. The project manager should try to work with the stakeholders to resolve the issues before terminating the project. Leveraging notes from the meeting and working with the project team to improve the deliverables should be done after meeting with the stakeholders to understand their priorities and concerns. Documenting the concerns presented and sending them to the change control board (CCB) for guidance on how to proceed should be done after meeting with the stakeholders and developing a plan to address the issues. By meeting with the stakeholders first, the project manager can show that they are committed to resolving the issues and that they value the customer's input. This will help to build trust and confidence with the stakeholders and increase the chances of a successful project outcome. This question and rationale were developed in reference to: PMBOK Guide Seventh Edition (2021) / 14 [Section 2.1.1.5]

A project manager is leading Project A, which is a project to update a customer's database. The project manager is monitoring international business news and reads of pending legislation that would require companies to maintain a strict level of protection regarding customer personal data. This new level of protection is stricter than what Project A currently achieves. What should the project manager do in this scenario? A. Meet with the customer to immediately update the level of customer data protection in the project contract. B. Bring this information to your organization's legal department requesting that they renegotiate the customer's contract. C. Note this information in the project risk register and work with the customer and the sponsor to develop a mitigation plan. D. Work with the organization's legal department to update the contract to include protections against the pending legislation.

Solution: C. Note this information in the project risk register and work with the customer and the sponsor to develop a mitigation plan The risk register should be regularly reviewed and as such, including the risk in the risk register with a mitigation plan will ensure that this risk is regularly monitored and mitigated. There is no need to update the contract immediately since the legal requirements are not yet certain. Parking this risk till the next contract negotiation or waiting until the legal requirements are certain might be too late to act. The risk can potentially turn out to be a non issue. This question and rationale were developed in reference to: Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 2.9/133 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/11/417 [Item]

A project manager is leading Project A, which is a project to update a customer's database. The project manager is monitoring international business news and reads of pending legislation that would require companies to maintain a strict level of protection regarding customer personal data. This new level of protection is stricter than what Project A currently achieves. What should the project manager do in this scenario? A. Meet with the customer to immediately update the level of customer data protection in the project contract. B. Bring this information to your organization's legal department requesting that they renegotiate the customer's contract. C. Note this information in the project risk register and work with the customer and the sponsor to develop a mitigation plan. D. Work with the organization's legal department to update the contract to include protections against the pending legislation.

Solution: C. Note this information in the project risk register and work with the customer and the sponsor to develop a mitigation plan The risk register should be regularly reviewed and as such, including the risk in the risk register with a mitigation plan will ensure that this risk is regularly monitored and mitigated. There is no need to update the contract immediately since the legal requirements are not yet certain. Parking this risk till the next contract negotiation or waiting until the legal requirements are certain might be too late to act. The risk can potentially turn out to be a non issue. This question and rationale were developed in reference to: Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 2.9/133 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/11/417 [Item]

A project manager is halfway through a project using a predictive methodology when the organization announces a transition to a hybrid approach. The project sponsor instructs the team to transition to this new hybrid approach immediately, even though the team has no prior experience with hybrid projects. What is the best course of action for the project manager to take? A. Finish project delivery with the predictive methodology. B. Extend the project timeline to accommodate the change. C. Reevaluate project scope and prioritize critical tasks. D. Request a complete overhaul of the project plan.

Solution: C. Reevaluate project scope and prioritize critical tasks. Transitioning from a predictive methodology to a hybrid approach involves incorporating adaptive and flexible elements. Reevaluating the project scope is crucial because hybrid approaches often require more flexibility and adaptability. When transitioning to a new methodology, it is important to focus on the most critical tasks that need to be completed in order to achieve the project goals. This helps the team navigate the change and empowers them to effectively embrace the principles of hybrid project management, including adaptability, collaboration, and delivering value to the customer. The other options are incorrect Finishing the project with the predictive methodology is not ethical or feasible, as the project sponsor has already instructed the team to transition to a hybrid approach. Disregarding this instruction may lead to misalignment with the organization's strategic goals. Extending the project timeline might be necessary in some cases but, it's not the best initial course of action. It's more effective to first reevaluate and then consider timeline adjustments as needed. Requesting a complete overhaul of the project plan is disruptive and could lead to significant delays and potential confusion among the project team. This question and rationale were developed in reference to: | The Agile Practice Guide (No Date) PMI/PMI/4/33 [Item] PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [2.3.4 CONSIDERATIONS FOR SELECTING A DEVELOPMENT APPROACH]

A project manager works at a private aerospace company. Risk management has become one of the top priorities of the company. Which is the first step the project manager needs to take while doing risk management? A. Risk analysis B. Risk acceptance C. Risk identification D. Risk register

Solution: C. Risk identification The correct answer is risk identification. Once the risk management scope and objectives are agreed upon, the process of identifying risks begins, with care taken to distinguish genuine risks from nonrisks, such as concerns and issues. It is unlikely that all risks are, or even can be, identified at the outset. Over time, the level of risk exposure may change as a result of the decisions and actions taken previously and of externally imposed changesRisk analysis happens after risk identification.Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.The risk register is an output of the risk identification process that captures the details of identified individual project risks. This question and rationale were developed in reference to:https://www.projectmanagement.com/articles/421532/Effectively-Managing-Risks-During-Project-Execution [Item Effectively Managing Risks During Project ExecutionSaleh Wadei - December 4, 2017]The Standard for Risk Management in Portfolios, Programs, and Projects (2019)

In a hybrid project, the project manager receives a notification that, in response to a recent court decision, a new project requirement must be incorporated into the project scope. What should the project manager do? A. Accept the new requirement as part of the project scope. B. Exclude the new requirement from the project scope. C. Submit a change request to the change control board (CCB). D. Incorporate the new requirement after meeting with stakeholders.

Solution: C. Submit a change request to the change control board (CCB). The CCB is responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. In a hybrid project, it is important to balance the need for agility and adaptability with the need for control and predictability. Following a formalized change control process and submitting a change request to the CCB will help to achieve this balance by providing a structured way to assess and approve changes to the project scope. The CCB will evaluate the impact of the new requirement on both the predictive and agile aspects of the project and make an informed decision. The other options are incorrect because they lack a structured evaluation process and may lead to uncontrolled scope changes. It's crucial to avoid hasty decisions and assess the impact of the new requirement before accepting or excluding it from the scope. In a hybrid project, maintaining agility and adaptability is essential, and outright exclusion without evaluation can limit these qualities. Bypassing the formal change control process can lead to uncontrolled scope expansion. Incorporating the new requirement after meeting with stakeholders does not follow the formal change management process. After the CCB reviews and approves the change request, the project manager can then involve stakeholders to ensure alignment and understanding. This question and rationale were developed in reference to: | Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10.1/ [Item] PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES]

In a hybrid project, the project manager receives a notification that, in response to a recent court decision, a new project requirement must be incorporated into the project scope. What should the project manager do? A. Accept the new requirement as part of the project scope. B. Exclude the new requirement from the project scope. C. Submit a change request to the change control board (CCB). D. Incorporate the new requirement after meeting with stakeholders.

Solution: C. Submit a change request to the change control board (CCB). The CCB is responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. In a hybrid project, it is important to balance the need for agility and adaptability with the need for control and predictability. Following a formalized change control process and submitting a change request to the CCB will help to achieve this balance by providing a structured way to assess and approve changes to the project scope. The CCB will evaluate the impact of the new requirement on both the predictive and agile aspects of the project and make an informed decision. The other options are incorrect because they lack a structured evaluation process and may lead to uncontrolled scope changes. It's crucial to avoid hasty decisions and assess the impact of the new requirement before accepting or excluding it from the scope. In a hybrid project, maintaining agility and adaptability is essential, and outright exclusion without evaluation can limit these qualities. Bypassing the formal change control process can lead to uncontrolled scope expansion. Incorporating the new requirement after meeting with stakeholders does not follow the formal change management process. After the CCB reviews and approves the change request, the project manager can then involve stakeholders to ensure alignment and understanding. This question and rationale were developed in reference to: | Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10.1/ [Item] PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES

A project is in progress and the project plan follows waterfall but deliverables are incrementally given to the customer in an agile manner. The project team is comfortable with the hybrid approach and has successfully made important decisions for previous projects. How should the project manager proceed? A. Take control of the decision-making process. B. Provide the team with a detailed process for making decisions. C. Support the team's choices and project decisions. D. Train the project team on decision-making techniques.

Solution: C. Support the team's choices and project decisions. The best way for the project manager to proceed is to support the project team's choices and allow them to assume control of project decisions. The project team has successfully made important decisions for previous projects, and they are comfortable with the hybrid approach. They are also familiar with the project plan, so they are well-positioned to make decisions that are aligned with the project's goals and objectives. The other answer choices are incorrect. The project manager taking control of the decision-making process would be a top-down approach that could stifle innovation and creativity. Providing the team with a detailed process would be rigid and could prevent the team from adapting to changes in the project's scope or requirements. Training the team members on decision-making would not be enough to ensure that the project team is successful. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //2. Theoretical, vicarious, and experience-based decisions./ [Item Business decision making ]

After the kickoff meeting for an industrial project, the assigned project manager must lead the team in identifying project risks. As team members are distributed in 6 countries, which risk identification method is best used in this situation? A. Affinity diagram B. Decision tree analysis C. The Delphi technique D. Monte Carlo analysis

Solution: C. The Delphi technique The correct answer is the Delphi technique. The Delphi technique uses facilitated anonymous polling to identify risks. The facilitator gathers the initial poll responses and circulates them without attribution to the entire group. The group members may then revise their contributions based on those of others. The process often generates a consensus after a few iterations. This makes it an appropriate method to use when participants can't meet in one place, like the team members in 6 different countries. The other answers are incorrect because they are not risk identification techniques, they are risk analysis techniques. Monte Carlo analysis is a quantitative risk analysis technique that computes or iterates the project cost or project schedule many times using input values, selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project costs or completion dates. Decision tree analysis is a quantitative risk analysis technique used to determine partial and global probabilities of occurrence An affinity diagram is a qualitative risk analysis technique used to organize specific ideas or factors that contribute to a risk. It helps to sort risks by similarities or generic risk categories. This question and rationale were developed in reference to: Agile Practice Guide (2017) PMI/PMI// [Item] | PMBOK Guide Sixth Edition (2018) /// [Item] | Practice Standard for Project Risk Management (7/1/2009) Project Management Institute/PMI// [Item]

Midway through a project, a project manager learns that the project management planning application is failing to record updates to the project. What should the project manager do in this situation? A. Task a project team member to manually update the project plan from now on. B. Inform the project management office (PMO) and have them resolve this issue. C. Update the project plan to allow the project team to focus on the project deliverables. D. Record this issue in the issue register and work with the sponsor to implement a new project management application.

Solution: C. Update the project plan to allow the project team to focus on the project deliverables The project manager should look at resolving any impediments, such as updating the project plan manually, and protecting the team in needing to be engaged in project deliverables. Assigning a team member to update the project plan will take them away from their other project tasks. Implementing a new project management application is a whole separate project. The project manager may inform the PMO and ask for the issue to be resolved but the main priority is to get the plan updated and keep the project team focused.

Midway through a project, a project manager learns that the project management planning application is failing to record updates to the project. What should the project manager do in this situation? A. Task a project team member to manually update the project plan from now on. B. Inform the project management office (PMO) and have them resolve this issue. C. Update the project plan to allow the project team to focus on the project deliverables. D. Record this issue in the issue register and work with the sponsor to implement a new project management application.

Solution: C. Update the project plan to allow the project team to focus on the project deliverables The project manager should look at resolving any impediments, such as updating the project plan manually, and protecting the team in needing to be engaged in project deliverables. Assigning a team member to update the project plan will take them away from their other project tasks. Implementing a new project management application is a whole separate project. The project manager may inform the PMO and ask for the issue to be resolved but the main priority is to get the plan updated and keep the project team focused. This question and rationale were developed in reference to: O'Reilly Platform (No Date) /// [Item The Agile Developer's Handbook, by Paul Flewelling, Published by Packt Publishing, 2018, Removing impediments;] | PMBOK Guide Sixth Edition (2018) PMI/PMI/4/97 [Item]

A project manager is assigned to a new environmental project. When reviewing a vendor's proposal, the project manager identifies a technical risk that will have an impact on the project manager's company's operational cost. What should the project manager do first? Consult with their functional manager. Accept the risk and move on. Update the project risk register. Assess the risk in a workshop.

Solution: C. Update the project risk register. The best course of action for a project manager who has identified a technical risk in a vendor's proposal that will impact the project's company's operational cost is to update the project risk register. By updating the project risk register with information about the technical risk, the project manager can begin to develop a plan to mitigate the risk. The other answer choices are incorrect. Consulting with the functional manager may be helpful, but the project manager should first update the project risk register with information about the technical risk. Assessing the risk in a workshop may be helpful, but it is not the first step that the project manager should take. Accepting the risk and moving on is not a good idea, as it could have a negative impact on the project's budget and schedule. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item] "Process Groups - A Practice Guide", section 5.19 - Identify Risks. An output of the "Identify Risks" process is updates to the risk register. Qualitative and quantitative risk assessments occur after risks have been identified and recorded in the risk register.

The project manager's company won a digital transformation project request for proposal (RFP) with clear scope, time and cost. As part of the RFP clause, the project manager's company also provided the number of resources required to complete the project. This is a very high investment project, and the customer wants to monitor the progress regularly. Since it is a fixed price project, what approach should the project manager use? A. Use a predictive approach and send the daily status report to the customer. B. Use an Agile approach and showcase each successful completion of the story. C. Use a hybrid approach and showcase each successful completion of each module. D. Use a predictive approach and showcase each successful completion of each module.

Solution: C. Use a hybrid approach and showcase each successful completion of each module. Waterfall Plan - Agile Execution many organizations seek the security of waterfall planning and a more deliberate approach to project initiation while also seeking the agility and opportunities for incremental and rapid value realization that exist with agile execution. These organizations recognize that there is value in planning, but that the plans themselves are less valuable and, in most projects, will change. They therefore embrace change by executing their planned projects using agile tactics. This is a fixed time and cost project with a clear scope. The PM needs to use the hybrid approach to provide the customer with details of completion ofeach module The customer wants to monitor the progress regularly NOT receive daily status reports nor wants to analyze the completion of each successful story This question and rationale were developed in reference to: oreilly (Nov 2020) Shawn Belling/Apress/1. Defining Agile Hybrids/ [Item WATERFALL PLAN - AGILE EXECUTION Many organizations seek the security of waterfall planning and a more deliberate approach to project initiation while also seeking the agility and opportunities for incremental and rapid value realization that exist with agile execution. These organizations recognize that there is value in planning, but that the plans themselves are less valuable and, in most projects, will change. They therefore embrace change by executing their planned projects using agile tactics.]

A project manager is assigned to join a several year project mid-way. The project was stopped years ago due to organizational change and a local financial crisis. It has now been restarted. 70% of the budget is already consumed. The performance indices are CPI= 0.42 and SPI= 0.2.During a meeting with stakeholders, the project manager also finds there are major scope changes that could lead to delay. What is the best course of action to take as project manager? A. Change the earned value management tracking technique. B. Change the contract according to new changes. C. Negotiate scope changes with stakeholders and keep it minimized as possible. D. Close this project and request a new project from the project sponsor

Solution: D. Close this project and request a new project from the project sponsor "Close this project...(Correct option)"Since there have been issues in the past and major scope changes are anticipated, its better to close this project and charter a new project. "Change the earned value management..." Changing the performance measurement technique will not affect the project performance and there is no issue with the adopted performance measurement technique i.e.; Earned Value Management. "Change the contract..." Change the contract is incorrect as the changes are yet to be evaluated and finalized. "Negotiate scope changes..." with stakeholders is incorrect as it will not rectify the issues that have occurred in the past and may lead to stakeholders disengagement.

A project manager is assigned to join a several year project mid-way. The project was stopped years ago due to organizational change and a local financial crisis. It has now been restarted. 70% of the budget is already consumed. The performance indices are CPI= 0.42 and SPI= 0.2.During a meeting with stakeholders, the project manager also finds there are major scope changes that could lead to delay. What is the best course of action to take as project manager? A. Change the earned value management tracking technique. B. Change the contract according to new changes. C. Negotiate scope changes with stakeholders and keep it minimized as possible. D. Close this project and request a new project from the project sponsor.

Solution: D. Close this project and request a new project from the project sponsor "Close this project...(Correct option)"Since there have been issues in the past and major scope changes are anticipated, its better to close this project and charter a new project. "Change the earned value management..." Changing the performance measurement technique will not affect the project performance and there is no issue with the adopted performance measurement technique i.e.; Earned Value Management. "Change the contract..." Change the contract is incorrect as the changes are yet to be evaluated and finalized. "Negotiate scope changes..." with stakeholders is incorrect as it will not rectify the issues that have occurred in the past and may lead to stakeholders disengagement.

A project manager is working on a critical project for which historical data is unavailable. This may put the project at risk. What should the project manager do? A. Plan project execution based on stakeholders' risk appetites. B. Develop the project management plan to identify and prioritize opportunities and threats. C. Inform the sponsor of the risk involved, then continue with project delivery. D. Develop a risk management plan and inform key stakeholders about the risks involved.

Solution: D. Develop a risk management plan and inform key stakeholders about the risks involved The correct answer is to develop a risk management plan and inform key stakeholders about the risks involved. Historical records and data from past projects help to identify common risks and prevent repeating mistakes. Historical data is used to identify systemic risks and automate their treatment. Without historical data, the project manager must start from scratch to create a detailed risk management plan. It is integral to the success of any project that stakeholders are kept engaged and aware. This is especially important given the lack of historical data. A risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. A risk management plan should align with the organization's risk tolerance. Planning the project based on stakeholders' risk attitudes is not effective on its own. Not all stakeholders will have the same risk appetite, risk management also needs to be aligned with the overall organization. Opportunities and threats are identified as part of the risk management plan, which is a component of the overall project management plan. Simply informing the sponsor will not provide a mitigation strategy should the risk occur. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/11/403 [Item] | Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/17/ [Item]

A project manager is managing the build of an off-shore data center. In addition, the project manager is the custodian of the assets procured by the project. The project manager is informed by a team member that an asset was lost, and the team member is ready to pay for the missing asset. How should the project manager handle this situation? A. Request your team member to purchase, replace and update the asset register with new asset tag B. Inform the customer, purchase the new asset and update the asset and risk register C. Inform management, replace the asset with the help of an insurance claim and update the asset register D. Inform customer and management immediately, launch an investigation, update the risk register and take action based on outcome

Solution: D. Inform customer and management immediately, launch an investigation, update the risk register and take action based on outcome This is an issue that may be repeated and apart from visibility to management it may trigger corrective actions to avoid a repeat. Risk responses should be appropriate for the significance of the risk, cost-effective in meeting the challenge, realistic within the project context, agreed upon by all parties involved, and owned by a responsible person. Selecting the optimal risk response from several options is often required. The strategy or mix of strategies most likely to be effective should be selected for each risk. Structured decision-making techniques may be used to choose the most appropriate response. For large or complex projects, it may be appropriate to use a mathematical optimization model or real options analysis as a basis for a more robust economic analysis of alternative risk response strategies. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/11 PROJECT RISK MANAGEMENT/439 [Item Risk responses should be appropriate for the significance of the risk, cost-effective in meeting the challenge, realistic within the project context, agreed upon by all parties involved, and owned by a responsible person. Selecting the optimal risk response from several options is often required. The strategy or mix of strategies most likely to be effective should be selected for each risk. Structured decision-making techniques may be used to choose the most appropriate response. For large or complex projects, it may be appropriate to use a mathematical optimization model or real options analysis as a basis for a more robust economic analysis of alternative risk response strategies.]

Several team members are discussing the project manager's management techniques and the team cannot agree if the focus is on management or leadership. What is the valid option? A. Acts as a manager as it focuses on control, efficiency and effectiveness B. Act as Leader as you join People, Direction and Speed C. Act as a manager as you enter Command and Doing the right things D. None of the above

Solution: D. None of the above This question and rationale were developed in reference to: PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/1/66 [Item]

A new college graduate with a degree in computer science was recently hired by an organization. The new employee has been assigned to work on a short-term application development project. The employee is excited but nervous about the new assignment. What should the project manager do to better ensure success? A. Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success. B. Fast-track the new employee's new-hire training so that they better understand the organization. C. Assign the new employee to less important tasks on the project. D. Pair the new employee with a more experienced project team member so that they can work together.

Solution: D. Pair the new employee with a more experienced project team member so that they can work together Pair the new employee with a more experienced project team member so that they can work together" (Correct option) In short term projects, pairing is beneficial option to help keep on up the learning curve of the team members. "Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success", is not correct as new employees should be accepted into the organization and provided with guidance "Fast-track the new employee's new-hire training so that they better understand the organization", is not correct because because training does not provide experience. "Assign the new employee to less important tasks on the project", is not correct because the project manager should not deny a new employee the opportunity to progress and learn.

A new college graduate with a degree in computer science was recently hired by an organization. The new employee has been assigned to work on a short-term application development project. The employee is excited but nervous about the new assignment. What should the project manager do to better ensure success? A. Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success. B. Fast-track the new employee's new-hire training so that they better understand the organization. C. Assign the new employee to less important tasks on the project. D. Pair the new employee with a more experienced project team member so that they can work together.

Solution: D. Pair the new employee with a more experienced project team member so that they can work together Pair the new employee with a more experienced project team member so that they can work together" (Correct option) In short term projects, pairing is beneficial option to help keep on up the learning curve of the team members. "Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success", is not correct as new employees should be accepted into the organization and provided with guidance "Fast-track the new employee's new-hire training so that they better understand the organization", is not correct because because training does not provide experience. "Assign the new employee to less important tasks on the project", is not correct because the project manager should not deny a new employee the opportunity to progress and learn.

A new college graduate with a degree in computer science was recently hired by an organization. The new employee has been assigned to work on a short-term application development project. The employee is excited but nervous about the new assignment. What should the project manager do to better ensure success? A. Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success. B. Fast-track the new employee's new-hire training so that they better understand the organization. C. Assign the new employee to less important tasks on the project. D. Pair the new employee with a more experienced project team member so that they can work together.

Solution: D. Pair the new employee with a more experienced project team member so that they can work together Pair the new employee with a more experienced project team member so that they can work together" (Correct option) In short term projects, pairing is beneficial option to help keep on up the learning curve of the team members. "Request that the sponsor replace the new employee with someone more familiar with the organization to ensure project success", is not correct as new employees should be accepted into the organization and provided with guidance "Fast-track the new employee's new-hire training so that they better understand the organization", is not correct because because training does not provide experience. "Assign the new employee to less important tasks on the project", is not correct because the project manager should not deny a new employee the opportunity to progress and learn.

A company has been following a predictive approach and always waits for the preceding phase to be completed before evaluating the quality of their products. A new project manager with experience in hybrid approaches has been assigned to help increase the efficiency of the company's quality management process. What should the new project manager do to address the process improvements? Continue with the process as is, and wait until the next phase to suggest any improvements. Define a ground rule to comply with the quality standard and ask the team members to apply it. Discuss the process improvement with the project management office (PMO) lead to update the project delivery framework. Understand the context and interdependencies of the process from the team members and then define improvements.

Solution: D. Understand the context and interdependencies of the process from the team members and then define improvements In an hybrid approach, understanding the context and addressing problems together with the team members will help solve problems efficiently. Hence this option is the correct answer. Continuing with the existing process or asking the team to comply with the quality standard or discussing with the PMO lead to update the project delivery framework are predictive approach techniques which should be avoided as they do not help in increasing the efficiency of the company's quality management process. This question and rationale were developed in reference to: Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki///Location 3806 [Item Project Quality Management] | The Agile Practice Guide (No Date) PMI/PMI/3/30 [Item]

Operations for a new technology-based project are being transitioned to a new project team. Early in the execution phase, the project manager discovers major gaps in the documentation, which will hamper knowledge transfer. The solution launch date cannot be delayed, and the budget cannot be increased. How should the project manager structure the project to optimize the work within the project constraints? A. Double the team size by assigning less expensive, outsourced resources. B. Split knowledge transfer and knowledge testing to run in parallel. C. Eliminate all slack and re-plan the tasks using a rolling wave approach. D. Use agile sprints and Kanban to accelerate learning and fault-finding.

Solution: D. Use agile sprints and Kanban to accelerate learning and fault-finding "Use agile sprints..." (Correct Option) An agile team works together to remove impediments, through knowledge transfer, to achieve goals. "Double the team size..." Increasing team size does not increase the probability of project success. "Eliminate all slack..." Collapsing the schedule does not lead to knowledge transfer. "Split knowledge transfer..." This will not improve knowledge transfer. This question and rationale were developed in reference to: https://www.projectmanagement.com/articles/255949/Hyper-Productive-Agile [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/3 Life Cycle Selection/803 [Item Project Factors that influence tailoring Project factor - Demand pattern steady or sporadic Tailoring options - Many teams find that using a cadence ( in the form of a regular timebox) helps the demo, retrospect, and take in new work, in addition, some teams need more flexibility in their acceptance of more work. Teams can use flow-based agile with a cadence to get the best of both worlds ]