PMP Examples i got wrong

During a sprint retrospective meeting, Ken notices that his team member Kevin is on his phone and disengaged from the team. It is critical to the team's success that everyone participates in the retrospective meeting and openly and candidly shares their feedback. How can Ken ensure his team members and Kevin are not distracted during their retrospective meeting? Give each team member a specific task with a learning outcome to share. Update the team charter and include a clause not to have phones present in the meeting. Hire a trained facilitator to keep the team engaged. Facilitate a team discussion on team engagement.

Facilitate a team discussion on team engagement.

Management wants a histogram that demonstrates the number of defects caused by equipment failure, software errors, human errors, and drive conflicts. What type of histogram is management asking for of the following choices listed? A flowchart A control chart A Pareto chart A cause-and-effect diagram

A Pareto chart - A Pareto chart is a histogram that shows categories of failur

Risk identification and analysis include careful consideration of project requirements, scope objectives, the nature of the project work, and the project documentation. Based on this information, which one of the following statements must be examined for risk? The product requires a foil stamp of 0.32 millimeters. A building inspector must approve the product before August 1. The product must be constructed during the summer months due to the expected good weather. The product requires oak beams.

A building inspector must approve the product before August 1.

You are the project manager for your organization, leading a predictive project to create a new software application. In managing this software development project, you realize that your project is slipping behind schedule. There is a bottleneck in the project, waiting for specific tasks to be completed by three key developers. Funds are running low in the budget, but some scheduled activities are able to be completed in differing orders. What is the best option for getting this project back on schedule? Hire more software developers. The project cannot get back on schedule without extra funding for hiring. Cut scope out of the project. Fast-track some of the activities.

Fast-track some of the activities.

Mohammed is a project manager at Fantastic Faucets. Lately, he has been getting a lot of customer complaints about one of the company's best-selling faucets, which is manufactured in their own plant. The faucets are rusting after less than a year of use. To identify the cause of the problem, which tool should Mohammed and his team use? Experimental design Statistical sampling Flowchart Ishikawa diagram

Ishikawa diagram This diagram is a system of tools that identifies all possible causes of problems and puts them in a graphic format

Which of the following is the best display of George's agile leadership practices? Taking the team's estimates and adding a 50% buffer before ever providing them to management. Taking ten minutes before their daily standup to transparently discuss all upcoming project events. Openly admitting to a mistake he made in the project. Keeping an accurate project plan that he updates daily for reporting.

Openly admitting to a mistake he made in the project.

As the project manager for the Merchant Company, Nico is meeting with her project stakeholders to review the project plan and the different components needed as part of project execution. During project execution, which of the following will help Nico the best? PMIS Change control boards Scope verification Stakeholder analysis

PMIS (project management information system) is the correct answer. While it does not replace the project manager's role, it can assist the project manager the most during project execution.

Wendy is a project manager at the Solid Sugar Corporation, which is a strong matrix structure. Recently she was approached by a group of stakeholders about beginning a new project. After listening to various requirements, Wendy recommends that overall planning be performed in advance while specifics are handled in an agile manner. The project stakeholders do not understand the agile approach, and Wanda's proposal for a hybrid method has them confused. What component of agile would benefit the stakeholders the most in this project? Lower costs for the project work Prioritized product backlog Flexibility in requirements Easy to change scope

Prioritized product backlog

You are working with management on the project planning processes, and they want to know why you are spending time on risk management planning so early in the project planning. Which one of the following is the best response to management's concern? Risk management planning increases the probability of success for the other risk management processes. You believe, as the project manager, that the project has too many risks to be successful. All projects have risks. Risk management planning must happen before any other planning activities.

Risk management planning increases the probability of success for the other risk management processes.

Management has asked you, the project manager of the KJU Project, to provide an estimate of the project costs. Their decision to move forward with the project will be based on your initial estimate. You have just started the project, so what estimate type will you likely provide? Budget Definitive Rough order of magnitude Bottom-up

Rough order of magnitude This early estimate is the rough order of magnitude estimate. Bottom up is once the WBS is made

Deborah's team is highly experienced in agile methodologies. They would like to tailor their Scrum approach to incorporate paired programming and for better technical governance. The approach that would be best suited to this need is Scrum-Traditional Scrum-XP Scrum-Kanban Scrum-DSDM

Scrum-XP The best choice is the Scrum-XP hybrid which includes XP facets that focus on technical guidance, and scrum, which is more focused on project guidance. XP is the only hybrid that includes paired programming standards. Kanban, traditional scrum, and DSDM do not use paired programming approaches.

As a candidate for the PMP, Gerard knows he must be able to compare and contract project plans, their components, and how they are used in an actual project. Based on this information, which of the following choices is true? The cost management plan controls the management of cost variances. The cost management plan controls BAC adjustment. The cost management plan controls how the project manager can update cost estimates. The cost management plan controls how the BAC is affected by change management.

The cost management plan controls the management of cost variances.

Which of the following stakeholders will you make it the highest priority to get to know? The project sponsor, who you have successfully worked with on many other projects. The department employee unfamiliar with the project's product but interested to know more about the positive impacts the product will have on his working environment. The department manager known to be resistant to change and who will use the project's product. The stakeholder who is an expert on the project's product but is not interested in implementing it in his department.

The department manager known to be resistant to change and who will use the project's product. The most important stakeholders to focus on in any project are those who have high influence and are resistant to change.

Hector is explaining to his project team the purpose of the stakeholder management plan. What does he tell his team? The purpose of the stakeholder management plan is to manage stakeholders' attitudes toward the project. The purpose of the stakeholder management plan is to inform the stakeholders of the project's status. The purpose of the stakeholder management plan is to convert all stakeholders to positive, supportive stakeholders. The purpose of the stakeholder management plan is to identify all the opposed project stakeholders.

The purpose of the stakeholder management plan is to manage stakeholders' attitudes toward the project.

Sara is a scrum master for Project Lexicon, which just completed its initial planning and is ready to begin the project work. To ensure the team knows who will be doing what, Sara has called a meeting to review some critical pieces of project documentation. What is Sara most likely to discuss? Which stakeholders are most important. The team's reporting structure. The project's schedule. The team's roles and responsibilities.

The team's roles and responsibilities.

The way that Christine's team completes frequent releases of their product without introducing many new bugs is most likely With a full regression test done by the delivery team Using a few manual testers focused on just core functionality for each release. Using continuous integration, which includes automated testing as part of the software building process, to ensure basic functionality still works properly. Due to paired programming

Using continuous integration, which includes automated testing as part of the software building process, to ensure basic functionality still works properly. Continuous integration is embedded into releases to ensure that bugs are not being introduced

You are the project manager for your organization, and as part of this role, you need to coach and mentor other project managers. You have created a public website that provides explanations and examples of project management formulas, theories, and applications. This is an example of which one of the following? A breach of the PMP Code of Professional Conduct An example of contributing to the project management knowledge base A not-for-profit entity An example of providing the public with information on the PMP career and certification

A free website with project management information is an example of contributing to the project management knowledge base. Although this may be a not-for-profit entity, it could be a commercial marketing ploy. The question does not specify what type of organization is publishing the information. This is not a breach of the PMP Code of Professional Conduct. The question does not state that there is career-related information available.

Jerome is the project manager of the Pier Construction Project for Lakeside Builders. This project will require strict change control because of government regulations, project deliverable costs, and the approved scope. In regard to project changes, what is provided in the project plan? A project deliverables vision Based on the CCB, a fluid document that is updated as needed A method to approve or decline CCB changes A guide to all future project decisions

A guide to all future project decisions

Tyler is new to the agile methodology and is writing his first agile charter. He can most likely expect to focus on Acceptance criteria for the known user stories. The required scope elements that cannot change during the project. All known requirements for the project. A high-level overview of how the project will be done, sufficient to get approval on the project's major attributes.

A high-level overview of how the project will be done, sufficient to get approval on the project's major attributes. - will not include other options

Russell has managed a project from beginning to end. As he is close to closing the project, he looks at the business case, project charter and other plan documents. He is amazed at how smoothly the project went and how the project team met every expectation laid out in the project documents. Those close to the project view it as a huge success. Yet company shareholders and many in the public view the project as a failure or letdown. What is the culprit with these disparate viewpoints on the project? The project did not deliver the expected quality. Russell misread the plan documents. Russell is overestimating his performance. A misunderstanding about what the project was.

A misunderstanding about what the project was. There may be a misunderstanding between the performing organization and the stakeholders on what the project was to accomplish. Assumptions and poor requirements can cause problems among the stakeholders.

Frances has recently joined an educational software company, and he is new to agile development. To develop his skills as an agile project manager, he has reached out to his mentor, who is highly skilled at agile and is wondering how to develop an accurate schedule for his project. His mentor suggests on-demand scheduling as an appropriate technique in software development projects. What does on-demand scheduling rely on? A prioritized product backlog A predetermined schedule based on stakeholders' requirements Dependencies that are on the critical path Skills of the project manager alone

A prioritized product backlog On-demand scheduling is based on a pull system, where the development team chooses work from a backlog or queue, and work is implemented as resources become available. On-demand scheduling is based on a pull system, not a command-and-control solution of the project manager. A predetermined schedule based on stakeholders' requirements is not a valid statement as requirements will change throughout the project, so a predetermined path is not likely to succeed in agile. Agile does not use a critical path methodology, so this choice is incorrect.

Aaron has written a statement that briefly discusses in his charter who the project is for, what their need is, what the product/service is, and the product category. He is most likely writing An agile approach statement A project elevator statement A project planning statement A standard project charter

A project elevator statement

Diane wants to ensure that her team at Bronn's Ponds is on the same page regarding the look and feel of their software project. She wants to show what each screen looks like and how they flow between each other. Her best agile tool is A process flow diagram A persona A data model A wireframe

A wireframe - A wireframe's intent is to focus on the look and flow between screens and is the correct answer. A process flow diagram does not include what the screens look like and is an incorrect answer. A data model does not include any of the requirements listed and is an incorrect answer. A persona does not include any of the requirements listed and is an incorrect answer.

Lena is an exceptional analyst who does excellent work. Unfortunately, she often volunteers to take on more tasks than she can handle. As a result, some team members do not have enough work as milestones approach, and Lena does not ask for help completing a task until the last minute. Before a meeting with a stakeholder, Lena confides to her project manager that she will not have several deliverables ready on time. How should the project manager respond? Assign the tasks to other team members during the meeting Ask Lena to tell that stakeholder that her tasks will not be completed on time. Stop allowing Lena to volunteer for extra work. Tell the stakeholder that some tasks will not be completed on time.

Ask Lena to tell that stakeholder that her tasks will not be completed on time. ~*~responsibility~*~

Isabella is the project manager of the HGHW Project, which is in its planning stages and is expected to last twelve months. The project is government-funded and has many compliance and documentation requirements, which Isabella has not worked with before. The compliance requires accurate information on materials, results, and time spent on project work portions. What should Isabella do? Assign clear roles on the team for managing documentation. Hire a knowledge manager. Obtain a knowledge management system. Secure a compliance manager on the project team to handle the documentation.

Assign clear roles on the team for managing documentation. Isabella should ensure the team clearly understands how the documentation will be handled on the project. Compliance in government-funded projects often requires detailed documentation from team members, so it is best to identify roles and responsibilities in the project. A knowledge management system may be useful, but without clear roles, it will not be effective. A specialized knowledge manager may not be necessary if the team clearly understands what to do. A compliance manager will detail what the compliance is but may not be the person doing the actual documentation. Team members need roles and responsibilities to complete their assignments and be in compliance.

Sophia is the scrum master for Project X. A sprint review was just completed, and one particular stakeholder was upset that their item was not included in the previous sprint during the review. After a heated discussion, it was determined that the item would be added to the sprint after the next one. That stakeholder is now approaching Sophia to speak about that item again. What conflict strategy should Sophia use in this situation? Avoiding Collaborating Smoothing Forcing

Avoiding

Hector is a vigilant project manager who is continuously looking for ways to help his project team. Specifically, he loves being a servant leader for the team so they can do their work in the most efficient way possible. Hector is also a big believer in the PDCA model of project assessment. In which part of the cycle is Hector most likely to discover an impediment? Plan Check Act Do

Check Hector may find impediments in the planning process, but the most likely place is in the cycle's "Check" portion. Once he finds such an impediment, then he can act on it and hopefully help remove the blocker from the team's path. In the "Act" phase, Hector and the project team document the results, inform others about process changes and make recommendations for the future PDCA cycles. If the solution was successful, implement it. If not, tackle the next problem and repeat the PDCA cycle again. In the "Do" phase, the team develops and implements a solution, decides upon a measurement to gauge its effectiveness, tests, and measures the results. In the "Check" phase, the team confirms the results, measures effectiveness, and decides upon the next actions for the project work.

You have been very successful in project managing the design phase of one of the world's largest indoor aquariums. Given the technical complexity of this project and the number of contractors and vendors involved, the outcome has been extremely promising. The integration of third-party resources, contracts, and legal documentation collected will be used as an input to which of the following? Close project or phase Contract administration Control procurements Updated lessons learned

Close project or phase

The project you have been managing for the past few years is maturing and nearing completion. You owe a portion of the success to your qualified vendors to develop the deliverables critical aspects. You are now ready to close the project and work through all the documents to ensure everything is in order and executed. Of the following choices, the closing process group includes all but which one? Verifying that all invoices are accurately charged to the project. Closing procurements with vendors. Measuring stakeholders' satisfaction. Reviewing the project exit criteria.

Closing procurements with vendors.

The project you have been managing for the past few years is maturing and nearing completion. You owe a portion of the success to your qualified vendors to develop the deliverables critical aspects. You are now ready to close the project and work through all the documents to ensure everything is in order and executed. Of the following choices, the closing process group includes all but which one? Measuring stakeholders' satisfaction. Closing procurements with vendors. Reviewing the project exit criteria. Verifying that all invoices are accurately charged to the project.

Closing procurements with vendors. Before the project closure phase, individual contracts, or procurements, are closed during the Monitoring and Controlling Process group. This is the least likely activity you will perform in the final closure phase from the options provided. The other options are not correct for this question. Closing procurements are performed in the Monitoring and Controlling Process group.

Leah is an agile coach for an organization seeking to adopt agile project management methodologies into its daily processes. Leah is assigned to a research and development team that historically had issues relating to a lack of good leadership and guidance. Upon further investigation, Leah determines why this team has these issues because previous team leaders tried to find solutions that appeased all team members rather than making the best decisions for the project. What type of decision-making technique did the previous project manager make? Force or direct Collaborate, or problem-solve Withdraw or avoid Compromise or reconcile

Compromise or reconcileThis technique involves searching for solutions that bring some degree of satisfaction to all parties to resolve the conflict temporarily or partially. T

Ariel, a project stakeholder, has come to you with an issue she is having with your team. She feels that her concerns for the project are not being considered. Ariel believes there could be an issue with a supplier even though your team has verified that everything is on track and no delivery disruption has been found. She has been arguing with the team members over how they have been verifying the information, citing that she has more awareness of the situation. What skill could be applied to assure Ariel that her concerns have been noted and confirmed? Emotional intelligence Decision making Influencing Conflict management

Conflict management

Ariel, a project stakeholder, has come to you with an issue she is having with your team. She feels that her concerns for the project are not being considered. Ariel believes there could be an issue with a supplier even though your team has verified that everything is on track and no delivery disruption has been found. She has been arguing with the team members over how they have been verifying the information, citing that she has more awareness of the situation. What skill could be applied to assure Ariel that her concerns have been noted and confirmed? Emotional intelligence Decision making Influencing Conflict management

Conflict management The importance of addressing Ariel's concerns as a stakeholder and assurance that her concerns are being investigated can keep open communication lines and help build trust in the team/stakeholder relationship. Her knowledge of the situation may be greater than the team's awareness using the current channels. Discussing the concerns that need to be addressed and additional verification can ensure a continued mutual trust. Conflict management handles the situation for resolution, the betterment of the project, group productivity, and the working relationship's positivity. Decision making is not the best option as this scenario describes conflict management between the stakeholder, the project team, and the project manager. Emotional intelligence is needed, but the best choice is conflict management, as it is the most precise answer. Influencing is not the best choice as the project manager is not trying to sell the stakeholder but resolve a conflict between the team and the stakeholder.

You are the project manager for the JL Consulting Organization. You have several years of project management experience as a project manager. You and your team must plan for regulatory compliance requirements that the organization has for their banking projects. In addition, compliance at JL Consulting is enforced through the project management office, though you must lead the compliance efforts in the project. What kind of project management office are you most likely operating within? Supportive Primary Controlling Regulatory

Controlling - A controlling PMO has a high degree of authority and control over the project. A controlling PMO ensures compliance with organizational requirements. Supportive PMOs have moderate control over projects and offer more guidance, support, forms, templates, and software. Regulatory is not a valid project management term, so this choice is incorrect. Primary PMO is not a valid project management term, so this choice is incorrect.

Nikki is working with her project team on reviewing the project schedule to determine how closely the project is to meet the expected milestones. With the team, Nikki evaluates the network diagram and compares it with the project schedule. She is worried about falling behind schedule, so she decides to bring on some extra staff to ensure that the project is not late. This is an example of Resource smoothing Resource leveling Crashing Fast-tracking

Crashing Crashing refers to adding resources to compress the schedule. Crashing adds labor but also increases the project costs as you must pay for the added workers. Resource leveling levels the number of hours an employee can work on the project during a time period, for example, six hours per workday. This approach extends the project schedule. Resource smoothing, like resource leveling, flattens the amount of time a worker can work on tasks, but is usually only done on activities that are not on the critical path. This approach extends the project schedule. This is not an example of fast-tracking because fast-tracking means that tasks are done in parallel. Fast-tracking is often done in large projects and allows phases to overlap. Fast-tracking increases risk.

Joel, a young, enthusiastic employee, recently transferred to one of his company's satellite offices in Japan. During Joel's first meeting with his new team, a project manager introduces Joel and quickly transitions to a discussion about the project's status to date, noting that they have a supply chain issue and beginning an in-depth presentation about it. Eager to contribute, Joel shares with the group that his former office encountered the same issue and gives an overview of how they solved it. The project manager thanks Joel for his contribution and continues the presentation. One week later, Joel realizes that he has not been invited to an important meeting with the team. What is the source of the conflict? Cultural differences Personality Project priorities Team environment

Cultural differences In some cultures, discussions are open-ended. In others, they are more formal. Speaking out of turn might help inform a conversation but may also come off as impolite.

Nikki is the project manager for a team of computer game developers. They have recently released a beta version of a game that has seen moderate success in a niche community of gamers. Nikki engages in a contract with a marketing company that specializes in surveying consumers and creating focus groups. She asks them to create a representative sample from the gaming community at large, survey them, and report the findings to Nikki and her team monthly, corresponding with planned updates to the game. Which quality management practice does this entail? Management responsibility Mutually beneficial partnerships Customer satisfaction Continual improvement

Customer satisfaction Customer satisfaction involves understanding, evaluating, defining, and managing requirements to meet customer needs. Continual improvement emerges from a cycle of planning, doing, checking, and acting (PDCA) as a way of iteratively improving quality.

You are the project manager for a new agile project. Agile is a new approach for your organization, so you are doing a lot of coaching on the agile mindset. During scope definition, Robert, the chief executive officer, and stakeholder, demands that the project obtains customer satisfaction to be successful. What is the danger of this request? Customer satisfaction is not known until the customer has paid for the project. Customer satisfaction is not quantifiable. Customer satisfaction is never achieved through projects but through operations. Customer satisfaction is achieved only through measurable quality control metrics.

Customer satisfaction is not quantifiable. Customer satisfaction is not quantifiable is the best choice because customer satisfaction is not a quantifiable metric. In agile, you need to know the Definition of Done rather than lofty goals that are not measurable. Customer satisfaction is a goal of every project. However, customer satisfaction is not a quantifiable goal for the project and has nothing to do with receiving payment. The metrics in themselves do not achieve customer satisfaction. Customer satisfaction can be achieved through successful project implementations. Operations, however, are the ongoing efforts involved in keeping a business going.

Sebastian has been working as a subject matter expert on completing a high-interest bank mobile banking application. He is in the process of conducting exploratory testing on the done-done stories. This activity will allow him to determine if there are any issues with the deliverable. What is the status of the user stories? Release testing, closure phase. Delivered to the user groups. End of project, going through to the final handoff. End of the sprint, going through to final release.

Delivered to the user groups. Experts use the process of using the exploratory testing technique to test already delivered user stories and features. The other answers are incorrect. Stories that are done-done have been delivered to the user groups.

As a project manager for Sunflower Enterprises, Layla must ensure which of the following is present for integrated change control? An SME's approval of the change Detailed support for the change Assessed risk for each proposed change The project teams' approval of the change

Detailed support for the change

Twila is the scrum master for Project D, which is 6 iterations into deployment and has a velocity of 65 story points. During a recent retrospective, her team discovered they are missing critical skills to complete Project D and would like to call in a vendor for support. What should Twila do next? Draft a statement of work. Hold a bidders conference. Escalate the issue to the steering committee. Determine exactly what work would be contracted out.

Determine exactly what work would be contracted out.

Doris is a new scrum master at a major healthcare facility in Florida. She receives an assignment to a scrum team that has been newly formed to develop a software solution that will support the hospital's work. The project team is not familiar with the Scrum methodology. They are resentful because they feel the hospital is forcing them to follow an agile methodology, which they have not had the training to perform. As the new scrum master, what do you do to bring your team together? Ask to be reassigned to a project team with resources and skillsets needed to perform the project's work. Discuss the issue with the team and ask them what steps they can take to resolve the issue. Ask your manager if she can arrange to give the project team scrum training to improve their skill set. Determine if management will allow for added resources with a scrum skill set to the project team.

Discuss the issue with the team and ask them what steps they can take to resolve the issue.

Koji is hosting a retrospective meeting for his team and is reviewing the outcomes of their first and second sprints. He quickly notices that the team performs sprint goals, communicates effectively, but the sprint review meetings take much longer to get through, and the team struggles to hand off the product increment on time. He is surprised by this as the project team, stakeholders, and sponsors met at the project's launch and created a comprehensive and extensive list for Definition of Done (DoD). There should be no room for misunderstandings. The primary source for the cause of the delay is attributed to which of the following? DoD list was not authorized. DoD list is missing critical components. DoD list is too long. DoD list is incomplete.

DoD list is too long. - A too detailed DoD checklist could lead to wasting vast amounts of time on unnecessary formalities. Agile projects have minimal documentation

Helen is monitoring her agile project at Phillips Brewery. She regularly keeps a chart on the team's wall that tracks the project's cost over time. She is using an approach called Internal Rate of Return Earned Value Management Agile Project Accounting Earned Value Ratio

Earned Value Management

What is EVM

Earned Value Management (EVM) is defined as a comparison of the cost of the project compared to another metric, such as time. Agile Project Accounting is a set of principles on the financials that is irrelevant. Earned Value Ratio is also an irrelevant term. IRR is the discount rate at which project revenues are equal to project costs.

Mike has recently taken over as a project manager at a horticultural organization. He is assigned to a project that has been ongoing for over four years. Within two weeks, Mike notices that there has been a high turnover rate for team members during the project. To accommodate these changes, Mike explores agile methodologies. What action should Mike take to shift to a hybrid approach? Remove the number of team members down to nine individuals, plus or minus two. Review a historically similar project to determine the current project's feasibility. Evaluate the benefits of incorporating agile practices. Ensure the organization can continue funding the project.

Evaluate the benefits of incorporating agile practices. Mike should review the benefits of incorporating agile practices. This action will ensure the requirements are defined and that the team can adjust to changing requirements through continuous feedback and delivery.

Jose wants to use the most effective way to communicate with his agile team. This is most likely to be Via a daily report read at the end of each daily standup. By ensuring all information discussed is written up in good minutes and distributed to all stakeholders. Use of a video conferencing tool for the folks sitting on the other side of their building. Face-to-face communication.

Face-to-face communication.

You are a project manager in a weak matrix. You have recently completed the project schedule. You must now get the project schedule approved so that the resources can be officially assigned to their project work. Which one of the following stakeholders will need to approve the project schedule? Functional managers Project champions No one; the project manager has autonomy on the project in this structure Project team members

Functional managers The functional managers in a weak matrix will have to approve the project schedule. Project champions do not approve the project schedule. The project team does not approve the project schedule; they may provide input but not approval. The project manager has limited authority in a weak matrix structure.

Isabella is a scrum master for a new project at the Orange Corporation. While reviewing her project team, she notes that many of them sit in different parts of the office. Isabella puts in a request to move everyone to sit near each other. When asked, what reason is Isabella most likely to give for having this request? Having the team together cuts down on distractions. Having a team together makes stand-ups easier. Having a team together makes it easier for them to work together. Having the team together makes it easier to manage them.

Having a team together makes it easier for them to work together.

Ryan's agile project at Jabot Cosmetics is subject to regulatory compliance from the FDA. They will require extensive documentation as part of the approval process for his work. What are his options for handling this need? His team must complete this documentation as each feature is developed. His team may complete this documentation either in each iteration or at the end, but not both. His team may complete this documentation as they go, after product development, or in a hybrid model of the two. This cannot be an agile project, as projects requiring regulatory compliance should be done with the traditional methods.

His team may complete this documentation as they go, after product development, or in a hybrid model of the two.

You are the project manager for a local university. Joseph, one of your team members, approaches you before starting the project manager and informs you that he did not finish his assigned task on time due to a last-minute personal circumstance. What course of action should you take next? Tell Joseph not to worry about it and reallocate the responsibility to another team member. Excuse Joseph's behavior and ask him to provide an alternate date to complete his task. Inform Joseph that he should update the team during the team meeting. Reprimand Joseph on the spot and focus on the discussion when the task is completed.

Inform Joseph that he should update the team during the team meeting.

Sarah, the CIO, wants to know why you have requested so many meetings with the users of the software your project is creating. While she acknowledges that the users are stakeholders, she does not understand why you believe these stakeholders should be involved so much during the project's initiation phase. Why should the stakeholders be involved now? Involving the customers and other stakeholders improves project performance. Involving the customers and other stakeholders is necessary to obtain project sponsorship. Involving the customers and other stakeholders reduces project risk. Involving the customers and other stakeholders is part of stakeholder engagement.

Involving the customers and other stakeholders is part of stakeholder engagement.

Nicole is leading an agile project for her organization. The project requirement is significant, and there is an urgency to complete the project work as quickly and accurately as possible. Nicole's project team has contracted developers to augment the local development team members to increase the total story points the team can complete per iteration. The contracted staff will work virtually and will only serve until the project's end and be released. The contractors and the internal project team members have no common past and have never met face-to-face. Where will the team have the most significant risk to team effectiveness in this scenario? Initial trust Coordination Job satisfaction Communication

Initial trust Building trust among virtual members is critical. Trusting one another is a key factor when teams move through team development. Lack of common ground is problematic for building trust. Lack of trust has the most significant risk of hindering dimensional social factors such as relationship building and cohesion, associated with better performance and virtual team effectiveness.

You are the project manager of a software development project. Ripal is the technical architect for your software development team. He informs you that there is a new update to a universal coding language. The update to the coding language is used throughout the industry and heavily in the team's current project. What should you do next? Instruct Ripal to schedule a training session for the entire organization. Submit a change request to refactor the codebase into this new coding language. Instruct Ripal to inform other technical contributors of this change. Bring this up in the planning stage of the next technical project.

Instruct Ripal to inform other technical contributors of this change.

Though project management planning is essential, planning cannot continue indefinitely. At some point, the project management team must move into project execution. All of the following actions are required to execute the project management plan except for which one? Perform activities to accomplish project objectives. Manage risks and implement risk response activities. Staff, train, and manage the project team. Interact with other project managers.

Interact with other project managers. The project manager does not always have to interact with other project managers to complete the project work.

Kelli is the project manager for Project IV, which is nine weeks into implementation, has a CPI of .86 and an SPI of .99. After a recent deliverable failed, a senior stakeholder demanded Kelli remove a team member from the project. What should Kelli do next? Speak to the team member's manager. Escalate the issue to the steering committee. Investigate the root cause of the failure. Remove that team member from Project V.

Investigate the root cause of the failure. --This will allow her to take the most appropriate subsequent response. Without understanding what happened, removing the team member may not be the best solution for the question, the project, or the team's morale

You are the project manager on a project where a business analyst is not comfortable with your work ethic. He feels that you should be doing more to help him gather the project requirements since there are over 900 project requirements. Instead of coming to you to discuss his feelings about your work ethic, he goes to your supervisor to complain. What do you do to resolve the conflict between you and the business analyst to assure your supervisor that the conflict between you and the business analyst will not impact the project? Invite the business analyst to coffee to discuss why they feel you are not carrying your weight on the project. Determine if there is anything you could do to assist them with gathering the requirements. Ask to be assigned to another project as you feel the business analyst should have come to you first to discuss why they thought you were not doing your job to assist them with gathering the

Invite the business analyst to coffee to discuss why they feel you are not carrying your weight on the project. Determine if there is anything you could do to assist them with gathering the requirements.

You are working on completing contract negotiations with vendors for your project. The contract with American Metal Group takes a great deal of time to be signed by all parties. The work that American Metal Group is responsible for needs to start right away. What might you do to start the work on time? Try to find a new vendor to work with to perform this work. Wait till the contract is signed, as it is too risky to work without a contract. Send American Metal Group a waiver to sign so that they can start working. Issue a letter of intent with American Metal Group so that they can start working.

Issue a letter of intent with American Metal Group so that they can start working. You should issue a letter of intent so the firm can start working. A letter of intent is used precisely for situations such as this. When it takes time for contracts to be signed, letters of intent can be used to start working without a contract. A letter of intent ensures that a contract will be signed as soon as possible. It would be best if you did not wait for the contract to be signed as this option could take a long time and delay the project. If the work required is already approaching, you should try to move along as planned while still protecting both the buyer and the seller. It would not be best to try to find a new vendor, as this option could take a long time and there is no indication that there is anything wrong with the chosen vendor. If the work required is already approaching, you should try to move along as planned while still protecting both the buyer and the seller. American Metal Group does not need a waiver. A waiver is used to waive rights, which is not necessary for this situation.

Hugh provides general contracting services for residential and light commercial projects. He usually begins by digging a foundation, after which he pours concrete and creates support structures. He has some leeway in deciding which steps come next, but he usually prefers to do the framing and electrical work before doing any ductwork for climate control systems. His projects come together piece by piece, but they cannot be considered complete until all the pieces are in place. Which project methodology is appropriate? Predictive Incremental Agile Iterative

Iterative

As a requirement for Amira's latest project at Phillips Logistics, she must use earned value management. The end result of earned value management adds to the requirements and targets for reporting performance. Of the choices below, which one does performance reporting not generally provide information for? Quality Schedule Labor issues Scope

Labor issues

Marc is the project management office manager and is scrambling to fill in for a project manager's role that recently left the organization due to a family emergency. One of Marc's challenges is leveraging his project manager's relationships and contacts in driving his project. What is the likely cause of this challenge from the project management office perspective? The communication plan was complete. The stakeholder register was not up to date. The project manager was not following governance policies set out by the organization. Lack of systems to capture institutional knowledge from the projects.

Lack of systems to capture institutional knowledge from the projects.

Monica is the project manager for a technical implementation project, the Circuit Project. The customer has asked her to factor in after-the-project costs, like service and maintenance. Of the following, which one is an example of this scenario? Project spin-off Operations Life-cycle costs Scope creep

Life-cycle costs

You are the project manager of the KNB Project for your organization. One of the first things you need to determine in your project planning is your grade of material as part of this specific construction project. Danny, a team member, says the grade needs to be high quality, or risks will enter the project. Mark says the quality determines the grade, not the quality. Max says that grade is just a ranking that you use when selecting material. Seth says that grade and the installation of the material constitute the quality of the project. Which team member's statement is correct? Mark Max Danny Seth

Max Max has the correct statement. The grade is a technical ranking assigned to a product or service, such as different grades of lumber or first class versus coach class when flying. Quality and grade are not the same. Danny's statement is incorrect as quality and grade are not the same things. Quality is about satisfying stated or implied needs; grade is a ranking of a product or service. Mark's statement is incorrect. Quality is about satisfying stated or implied needs; grade is a ranking of a product or service.

Megan is working hard to be a better listener on her agile team. She hears the words spoken by her team and is highly attentive to them, personalizing them as she hears them. What is the best next step for Megan to improve her listening? Megan should start to coach the rest of the team on what she is hearing. Megan does not have any changes to make. Megan should focus less on herself and empathize with the speakers on her team. Megan should start repeating back everything said to ensure she has heard it correctly.

Megan should focus less on herself and empathize with the speakers on her team.

Frank is the project manager for Project Kraken, nine weeks into implementation, four weeks behind schedule, but is on budget. A senior stakeholder is very upset that one of the deliverables was not met on time due to unforeseen risks. What could Frank have done to avoid this situation? Assign a team member to meet with the stakeholder daily. More closely monitor for risks and communicate project status. Ask the project sponsor to speak with the stakeholder. Include the stakeholder in more project meetings.

More closely monitor for risks and communicate project status. Frank could have kept a closer eye on the project to identify potential risks, which would have allowed him to catch and resolve these risks before they became an issue.

Chandler is a scrum master working with multiple other scrum masters to develop national accounting software to process tax documents. Julie is the key sponsor, and one of her requirements for the project is transparency and consistency in gathering scrum artifacts. Given the size of the project and the number of scrum teams involved, what is Chandler most likely to consider in meeting Julie's expectations? Make artifacts a hard requirement from each employee. Suggest that agile has no focus on documentation, and capturing artifacts is a bad idea. Recommend hiring multiple administrators to help teams organize artifacts. Purchase a task management tool that comes with artifact features.

Purchase a task management tool that comes with artifact features. - The ideal approach to managing scrum artifacts is through tools and software with built-in features, including scrum artifacts.

Your team has been tasked with the construction of an aircraft hangar for a nearby airport. As the project manager, you know your team will need to produce many documents before completing the hanger. As this will be your first major project, your sponsor wants you to gain a solid grasp of these documents and how to use them. To ensure you gain a firmer understanding of project artifacts, you decide to test yourself on the topic. Which of the following artifacts will not help you prepare to construct the aircraft hangar? Risk register Schedule management plan Release plan Constraints

Release plan - Release planning is a process in which you determine the number of iterations or sprints needed to complete each release, the features each iteration will contain, and the target dates of each release. A release plan is generally associated with agile projects; this is a predictive project, as it is a construction project, so this is not a viable choice. Constraints are anything that limits the project manager's options, such as a fixed budget or deadline. The schedule management plan defines how the schedule will be controlled and monitored throughout the project. The risk register lists all risk events, their risk score, and relevant risk information.

What is a release plan?

Release planning is a process in which you determine the number of iterations or sprints needed to complete each release, the features each iteration will contain, and the target dates of each release. A release plan is generally associated with agile projects; this is a predictive project, as it is a construction project, so this is not a viable choice.

Beth is a scrum master at Acme Corporation and has been tasked with planning Project X. Beth is concerned that the product owner does not fully understand the project's scope. Because of this, the PO has suggested a project team that is insufficient to meet project demands. What should Beth do next? Collaborate with the product owner to find a better team. Complain to her project management office about the product owner. Review the overall project goals to determine what skills the team should have. Tell the product owner they chose a poor team.

Review the overall project goals to determine what skills the team should have.

Elizabeth is the project manager for the QWERTY Project, which is two weeks into implementation, is on budget and on schedule. Recently Elizabeth was informed that a specific task is at significant risk of slipping, and a stakeholder is upset. Elizabeth confers with the project team member working on the task, and she reports the work is going as expected. What else should Elizabeth do before speaking with the upset stakeholder? Review the project scope Review the communications management plan Review the stakeholder engagement plan Review the risk management plan

Review the stakeholder engagement plan to determine the validity of the stakeholder and their concerns in the project

Which of the following trends are expected in agile development? Visibility increases in a linear way over time. Business value experiences a significant increase at the end of the project. Risk decreases more quickly than in traditional development. Adaptability increases over time.

Risk decreases more quickly than in traditional development.

Marsha recently joined a massive organization as a project manager. Because this is a sizeable institutional organization, she has trouble connecting with her project team members, who have been established in their role for several years before Marsha joined. Team members know their jobs and have little need for guidance. Marsha learns from another project manager that her team members do not like being told what to do. Their last project manager was not respected because he was ego-driven and arrogant with the team. Marsha wants to earn the respect of her project team, take them to the next level, and not interrupt the good things that they are already doing. What kind of leadership style can she adopt to accomplish this? Servant leadership Autocratic Directing Laissez-Faire

Servant leadership

As the project manager of the KEY Project, Valarie is using an agile approach to the project. The development team and the product owner are discussing the size of the user stories for the upcoming sprint. The top requirement has been sized at 35 user stories, and the team's velocity is 22. What is the best course of action for this requirement? Increase the velocity Add more team members Resize the story Slice the story

Slice the story The best answer is to slice the story into smaller requirements so the team can complete a portion in the next sprint. Slicing stories means the requirement is broken into multiple stories and distributed across two iterations. The team's velocity cannot increase; it is the average number of story points completed per iteration. Adding more team members is not the best solution. Adding team members can be disruptive in the middle of the project. Resizing the story is not the best choice, as resizing the story does not change the amount of effort needed to complete the work.

Tracy Lynn is on a project team with the Blue Arrow Corporation and she is leading a project to develop an online catalog for customers. Nan has been working overtime to ensure a specific feature will be completed on time. The feature will recommend related items for customers when they add items to their online shopping cart. This requirement is taking a considerable amount of time and may delay the project's go-live date. Nan and Tracy Lynn are in a status update meeting with the key stakeholders to discuss the requirements and the timeline. The stakeholders sound upset that the project may not make its deadline. The project manager explains that Nan is putting in extra work, that the schedule will be met on time or very close to its deadline, and that the problem is not as big as it seems. What strategy is the project manager using? Collaborating Smoothing Withdrawing Forcing

Smoothing The project manager uses smoothing in an attempt to minimize the problem by downplaying how big it is to calm down the stakeholders. Tracy Lynn may believe this to be true, but she should work with Nan to get a true grasp on how large the problem is and the likelihood of meeting the project end date. Collaborating would involve the project manager working with the team and stakeholders to identify a solution. Forcing would involve the project manager overriding the stakeholders and telling them the project is acceptable. Withdrawing would involve the project manager not engaging with the stakeholders.

You are a scrum consultant for the NightLight Company, and you are coaching a new scrum team on scrum and agile project management. After the first sprint, the agile project team must demonstrate the potentially shippable product increment to the project stakeholders. Which listed agile meeting would be appropriate to conduct this demo? Retrospective meeting Daily standup meeting Sprint review Deliverables meeting

Sprint review After each iteration, the agile project team will demonstrate a potentially shippable product increment to the project stakeholders. This occurs during an iteration review meeting, which in scrum is called the sprint review. During the review, the agile project team and stakeholders collaborate about what was done in the concluded iteration. Based on this information, they will add any changes to the backlog during the iteration, and attendees collaborate on the following things that can be done to optimize value. The daily standup meeting, called the daily scrum, is a short (usually 15-minute) time-boxed event for the development team to inspect progress toward the iteration goal and plan work for the next twenty-four hours. A retrospective is an opportunity for the project team to inspect itself and create consensus for improvements to be enacted during future iterations. A deliverables meeting is not a valid project management term.

Tracy is working on a mobile banking application with her team and oversees keeping the team motivated and removing impediments that get in the way of meeting their goals. Her organization has recently adopted agile project management and product development practices. The team is developing various templates to document the iteration of specific artifacts. They will make these templates available to various agile teams and store them in their PMO's template bank. Which of the following artifacts is Tracy least likely to expect to see or use from the template bank? Burndown chart Sprint vision statement Sprint plan Sprint backlog

Sprint vision statement

Tracy is working on a mobile banking application with her team and oversees keeping the team motivated and removing impediments that get in the way of meeting their goals. Her organization has recently adopted agile project management and product development practices. The team is developing various templates to document the iteration of specific artifacts. They will make these templates available to various agile teams and store them in their PMO's template bank. Which of the following artifacts is Tracy least likely to expect to see or use from the template bank? Sprint plan Sprint backlog Sprint vision statement Burndown chart

Sprint vision statement

Fox and his stakeholder, Walter, have a difficult relationship. Although Fox is a dedicated project manager, his unorthodox methods for completing projects significantly differ from Walters' by-the-book approach. This leads to significant mistrust between Fox and Walter so that Walter often requires objective information corroborated by multiple sources before he will act on (or against) Fox's suggestions. Fox recognizes the difficulties inherent in the relationship and knows that he needs Walter's approval for the decisions that will make or break his projects. Which method should the project manager use to build trust and influence with the stakeholder? Surveys Issue identification Meetings Progress reporting

Surveys

You are the project manager for your organization and you are creating cost estimates with your project team. A work package within your work breakdown structure is estimated to cost $50,000, with an accuracy range of ±10 percent. The control account for this portion of the WBS has a risk that a particular resource may not be available due to a higher priority project within your organization. If this risk occurs, the cost will rise by up to $2,500. Which type of risk is this an example of which of the following choices? Estimate risk Project risk Systemic risk Total risk

Systemic risk Systemic risks apply to environmental factors, availability of resources, political influences, and technology use, to name a few. A project risk is simply a risk, positive or negative, that can affect the project. An estimate risk is not a valid project management risk type, so this choice is incorrect. Note that there can be risks with flawed estimates, but the idea of an estimate risk is not valid. A total risk is not a valid project management risk type, so this choice is incorrect. Total risk is not the same concept as total risk exposure, so this choice is not the best one presented.

Your team has had a long year of obstacles that they have overcome on several projects. During the chaos, they have continually handled themselves with professionalism and firmly adhered to the team charter. Throughout the project life cycles, you have acknowledged team members but have decided that there needs to be an additional reward for their exemplary behavior. Which one of the following would not be a good reward in this scenario? Time off for the team members Team member of the year designation Bonus pay for the team members Gift cards for dinner at local restaurants

Team member of the year designation The team member of the year designation is a zero-sum reward, meaning only one person can win the award and everyone else loses. This type of reward does not acknowledge the hard work of everyone on the team. Bonus pay for the project team is always welcome. Time off for team members can be a welcome reward. Gift cards for dinner are a fine reward for the project team members.

Your organization is partnering with a competing firm to complete a large construction project, and you will serve as the project manager in this partnership. What is this relationship called? Dual-entity project management Teaming agreement Dual functional structure Functional team agreement

Teaming agreement

You are a project manager for your organization and have just finished a project on time and on budget. Pleased with your work, management has just assigned you to lead a virtual team that will create an organizational communication server. As part of this project, you will need to develop password-protected chat rooms for each branch worldwide and general chat rooms so every employee can sign on and communicate their ideas in real-time. What technology solution does this scenario best represent? The choice of tools to communicate synchronously The choice of tools to communicate asynchronously The selection of tools that allow you to create and track tasks The creation of one space to share and save all types of content

The choice of tools to communicate synchronously

A project manager is completing a project to build a new condo. He needs to confirm that any field drawings by the architect match the office drawings that will go into the project archives. Which project management plan ensures that changes to the project scope and the product scope are thoroughly considered and documented? The integrated change control plan The configuration management plan The communication management system The change control system

The configuration management plan

You are a project manager for your organization. You have procured four staff members from a vendor to help with the project work. Two of these staff members are no longer needed on the project. Which document will determine how the procured project team members may be excused from the project? The schedule management plan The scope management plan The staffing management plan The contract between your organization and the vendor

The contract between your organization and the vendor

Henry takes each user story and creates polished documents that explain the details in a diagram. Henry's agile coach will likely tell him that There should not be a focus on polished models in an agile project. Agile modeling is a great tool that plays a critical role in every user story. Models provide the most benefit at the end of a project. Models should never be produced in an agile project.

There should not be a focus on polished models in an agile project. Polished models are not a focus in agile because they can take a lot of time. Low tech and simple is best. Models are not part of every user story. Models are not forbidden in agile projects. Models do not provide more benefit at any stage in a project.

Management has asked you, the project manager of the KJU Project, to provide an estimate of the project costs. Their decision to move forward with the project will be based on your initial estimate. You have just started the project, so what estimate type will you likely provide? Definitive Budget Bottom-up Rough order of magnitude

This early estimate is the rough order of magnitude estimate. The definitive estimate can be provided once the WBS has been created. The budget is provided once the scope statement has been created. The bottom-up estimate is created once the WBS has been created.

Ashley is her team's Coach and is focused on the average amount of work her team can do in each iteration. She can also refer to this metric as WIP Throughput Cycle Time Productivity

Throughput

Throughput vs Cycle Time vs Productivity

Throughput is the correct definition for this description. Productivity is focused on how efficiently the work is done. Cycle time is focused on the iterations it takes to complete WIP. WIP is the number of items in progress.

Allen must start his new construction project in Florida right away as hurricane season is fast approaching, and he is on a very tight deadline. Allen needs to hire a vendor for a portion of the construction work. This part of the work should not take long to complete but needs to be completed before other activities move forward. Of the following choices, which type of contract should Allen use? Time and materials contract Fixed-price contract Cost-reimbursable contract Cost-plus incentive fee contract

Time and materials contract Allen should use a time and materials contract. A time and materials contract is best for work that must begin right away. These contract types are ideal for smaller procured work, but they need a "not to exceed" clause that serves as a cap on the cost of the work. Ordinarily, Allen would want to use a fixed-price contract, but because there is such a sense of urgency, Allen needs to use a time and materials contract. A cost-reimbursable contract assigns risk to the buyer for cost overruns and is rarely used. A cost-plus incentive fee assigns the cost overruns to the buyer but does offer an incentive fee, or bonus, for conditions within the project. This type of contract might be used for larger project work, but not usually for smaller assignments as described in this question.

Joshua knows that his Phone Corp team's new product will face stiff competition, as multiple vendors are making similar products. The best approach for his team is To make a risk log that is visible on the wall in the team's area. To make sure the product is delivered with all features that competitors will include. To complete a comprehensive risk analysis with all stakeholders. To deliver a minimum viable product as quickly as possible.

To deliver a minimum viable product as quickly as possible. - It is most important to get an MVP out to market as quickly as possible to prevent other competitors from taking market share by putting out a product first.

You are the project manager for your organization. Your management team determines which project should be initiated based on the present value of the two separate projects. Project A will be worth $750,000 in three years, and project B will be worth $478,000 in two years. What is the present value of Project A if the interest rate is 6 percent? $710,000 $0 $630,000 $45,000

To determine present value, use the formula PV = FV ÷ (1 + i)n. In this case, the formula for Project A would be $750,000 ÷ (1.06)3, or $750,000 ÷ 1.191016 = $629,714.

Benjamin's team at Stark's Swords completes projects in an agile way, following appropriate practices. They use exploratory testing For nothing, as it is not appropriate in an agile project. To explore the functionality within a user story. To verify functionality in addition to functionally focused testing. Instead of functionally focused testing.

To verify functionality in addition to functionally focused testing.

Simon has a fleet of cars that he uses to transport high-profile clients to and from their destinations. One of his clients is extremely polarizing, and fans are known to swarm her vehicle to see her. A recent press in several out-of-town newspapers announces his client's imminent arrival. Concerned about potential damage to his vehicles, Simon increased his insurance premiums to get better coverage. Which risk management option does this represent? Mitigate Avoid Escalate Transference

Transference - Transference entails moving the risk to another party, often a neutral third party like an insurer, to negate or minimize the impact of a realized risk

Jarrod is the project manager for a builder who specializes in log cabins. His latest project, the White Pine Project, is to build nine identical cabins. The project has a fixed-cost contract, which means the faster the work is completed, the more profitable it is. Management has asked Jarrod to study the work method to find a faster, cheaper, and better way of finishing the project. This is an example of which of the following choices? Schedule constraint Learning curve Time constraint Value engineering

Value engineering The correct response is value engineering, a systematic method to find less expensive ways to complete the same work. Schedule constraint is incorrect because it is not described in this scenario. A time constraint is not described in this scenario and is therefore incorrect. The learning curve happens as the team completes the project work and is incorrect.

Your team is working on the construction of a warehouse building for a distribution company. You have completed the project's design phase and are tasked by your supervisor to update the project management plan. This plan will include lessons learned from previous phases, an updated risk register, and changes to the original scope management plan. Which of the following artifacts best describes changes to the current project management plan? Artifact management system Configuration management system Configuration management Version control

Version control Version control is a system that records changes to a file in a way that allows you to retrieve previous changes made to it. Each time the file is updated, it is automatically saved and then given a new version number. configuration management system collects procedures used to track project artifacts and monitor and control changes to these artifacts. Configuration management is how changes to the product are tracked. An artifact management system is a system used to manage all project artifacts.

You need a method to keep workers motivated and inspired on your project. This project has many conditions that the project team sees as unfavorable, but they do like you as a project manager. Which of the following theories states that as long as workers are rewarded, they will remain productive? Vroom's Expectancy Theory McGregor's Theory of X and Y Ouchi's Theory Z Herzberg's Theory of Motivation

Vroom's Expectancy Theory Vroom's Expectancy Theory describes how people will work based on what they expect in return. If people are rewarded because of the work they complete, and they like the reward (payment), they will continue to work. McGregor's Theory of X and Y posits that X workers do not want to work and need constant supervision, while Z workers will work if the work is challenging, satisfying, and rewarding. Ouchi's Theory Z states that workers need to be involved with the management process. Herzberg's Theory of Motivation describes types of people and what excites them to work.

Dave is a scrum master for the Digital Library Project. The project is eight iterations into its deployment and has recently had a wide variation in velocity. The project team is frustrated that they have not finished the sprint backlog as planned. During the retrospective, they discuss how the requirements are unclear, and they do not understand the size and effort of the project work. What should Dave do next? Change the team's velocity. Work with the team and product owner for better estimating. Coach the team to choose fewer stories. Assign more people to fewer tasks.

Work with the team and product owner for better estimating.

Carrie is the project manager for her organization, and she is leading a project scheduled to last nine months. Carrie reviews her project's network diagram, and she comes across a task that can be delayed three days without impacting the delivery milestone date. This task is said to have Free float Lead Project float Total float

total float. Total float refers to a task with room to be delayed without impacting the project's target completion date or milestone. This is not free float because free float refers to a delay between two tasks. Project float refers to how much a task can be delayed before impacting the customer.