PMP QUESTIONS - INTEGRATION

1) A business case for the proposed project has been developed and is being reviewed by a member of the project management office (PMO). The PMO representative indicates that the business case has to be corrected since it includes an element that is not supposed to be there. 1)What element does the PMO representative most likely refer to? A. An explanation defining the processes for creating, maximizing, and sustaining the benefits provided by the project B. The business needs with a determination of what is prompting the need for action C. An analysis of the situation with the identification of the root causes of the problem to be addressed by the project D. A statement of the recommended option to pursue in the project

Correct Answer: A Explanation: The business case should include business needs, analysis of the situation, recommendation, and evaluation. The benefits management plan is the documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by the project. The business case and the benefits management plan comprise the business documents that are used to create the project charter. However, the benefits management plan is a separate document that is not typically included in the business case. Therefore, the inclusion of this information in the business case is most likely what the member of the PMO noticed and requested to correct. Exam Content Online: Domain: 3. Business Environment Task: 3.2 Evaluate and deliver project benefits and value PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 30-33

1) The project management plan and the performance measurement baseline have been approved. As you monitor the project's progress, you realize the approved budget is limiting the project and will affect the targeted completion date.This constraint could affect the company's success in the new venture. What is your best course of action? A. Use the contingency reserves B. Use the management reserves C. Cut costs to stay within the budget D. Ask for a change in the budget

Hint: A project manager needs to take appropriate actions to meet the project's objectives which likely will assist the company in achieving its strategic goals. Correct Answer: D Explanation: As the project manager, you are ultimately responsible for the project as a whole and its success. You are also the one that has the overall view of the project. The scenario suggests the project budget is limiting the project's ability to meet the targeted completion date. While staying within budget is one of your responsibilities, you also need to make integrated decisions and act to ensure the project's objectives are met and remain aligned with the business plan and the benefits management plan. By deciding to ask for a budget increase so that the completion date can be met, rather than trying to cut costs to stay within the budget, you are contributing toward the project's success. An approved change request will be required to change the project budget. Exam Content Online: Domain: 2. Process Task: 2.10 Manage project changes PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 72

1) A new program consists of five projects, each performed by a scrum team. Throughout the program life cycle, various deliverables from each of the scrum teams will serve as inputs to other teams. 1)What is the best strategy for each of the scrum masters to navigate this complexity? A. Seek the program manager's approval of the deliverables before they move from one team to another B. Apply systems thinking throughout the project life cycle C. Request that the product owner prioritizes the least complex user stories in the program backlog D. Enhance simplicity by minimizing the amount of work not done

Hint: Each of the scrum masters needs to adopt a holistic view. Correct Answer: B Explanation: Project leaders need to continually evaluate and navigate project complexity. One common source of complexity is system behavior, which is the result of dynamic interdependencies. The scenario describes a program comprised of five projects, each performed by a scrum team. Based on the information provided, various deliverables from each of the teams will serve as inputs to other teams, thus introducing interdependencies between the projects within the program. This, consequently, would increase the complexity of the projects. System thinking involves taking a holistic view of how the project and program elements interact with each other. Understanding how their project and its deliverables will impact the other projects and the program as a whole is crucial for each scrum master. Applying systems thinking throughout the project life cycle is one way of navigating this increased complexity. Exam Content Online: Domain: 2. Process Task: 2.9 Integrate project planning activities PM Approach: Agile / Hybrid

1) An executive wants to begin initiating a project by developing a project charter, but since she has never sponsored a project before, she is looking for a document to use as a template. Where should the executive look first? A. Project business case B. Enterprise environmental factors C. Benefits management plan D. Organizational process assets

Hint: If available, it is better to use an approved template. Correct Answer: D Explanation: A project charter template is typically found in the organizational process assets. Even though templates can also be found on websites and commercial databases, which are considered enterprise environmental factors, the first place to check is the organizational process assets to see if an approved template is available. Exam Content Outline: Domain: 2. Process Task: 2.14 Establish project governance structure PM Approach: Predictive

1) A scrum team is midway into a sprint when the project sponsor approaches the scrum master and requests that a new,urgent, and potentially complex mandatory compliance-related requirement should be developed immediately in the current sprint. The sponsor stresses that if the requirement is not implemented, the entire project may be canceled. What is the scrum master's best response? A. Add the requirement to the product backlog and request the product owner to review the requirement after the sprint is over B. Discuss the requirement with the product owner, and let them make a decision, including sprint cancellation C. Submit a change request to update the scope baseline and add the requirement to the requirement traceability matrix D. Add the requirement to the current sprint backlog and direct the team to start working on it immediately

Hint: In agile projects, who is responsible for adding new items to the product backlog. Correct Answer: B Explanation: The product owner is the appropriate authority to review new requirements and decide, together with the team, whether the requirement should be included in the product backlog and in what sprint. The product owner may decide to cancel the current sprint and start a new sprint that includes this new high priority requirement. In this case, the team likely needs time to assess the impact of the new mandatory compliance-related requirement. According to the reference provided, "The Product Owner may cancel a Sprint at any time, usually because the Sprint Goal isn't going to be met or because the Sprint Goal is no longer what is needed. In either case, the Sprint's work is evaluated to see what can be kept, and whether or not a re-planning is called for." There is a reciprocal commitment between the parties where the team has committed to delivering 100% of the specified functionality according to the definition of done at the end of the sprint, and the product owner, organization, and customer agreed not to add new user stories or change priorities during the sprint. Although reciprocal commitment is an important agile principle, it is by no means absolute. The situation described in the scenario can happen in real life, where change has significant business or technological implications (such as a compliance issue), and therefore drastic measures such as canceling the sprint may be required. Exam Content Online: Domain: 3. Business Environment Task: 3.3 Evaluate and address external business environment changes for impact on scope PM Approach: Agile / Hybrid Reference: Agile Practice Guide - First Edition, Project Management Institute Inc., 2017, Page(s) 52, 41, 35-37 Scrum: The Fundamentals, 2nd Edition, Dan Rawsthorne with Doug Shimp, 2013, Canceling a Sprint

1) The organization's leadership wants projects to include more agile methodologies. Before mandating any agile methods to be used in a project, what should be done first? A. Pause current projects to align them to the new agile cadence B. Ask employees to vote on who wants to take part in agile projects C. Assess organizational culture and readiness for the transformation D. Provide agile training to those who will be part of the pilot project team

Hint: Is the company prepared for the application of hybrid methods? Correct Answer: C Explanation: Organizations seeking to blend a traditional plan-driven project management approach with certain agile methodologies should first assess their organizational culture and readiness to undertake such an initiative. Evolving the organization from carrying out its projects using one project management approach to another takes time and is recommended to undertake gradually and incrementally. In the scenario, senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. Such an organizational change to hybrid modalities may or may not be difficult. To know the extent of the difficulty an organization may endure, assessments of the organization's readiness for learning, adapting, and applying new methods must be done first. Exam Content Online: Domain: 3. Business Environment Task: 3.4 Support organizational change PM Approach: Agile / Hybrid Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 28, 38, 42, 44, 74. Agile Practice Guide - First Edition, Project Management Institute Inc, 2018, Page(s) 83-84, 123, 125-127

1) A project is nearing the completion of its first phase. The project has been very well run, and the phase will wrap up on budget and schedule with no changes to the baselines. The customer is happy and eager to start phase two. The project manager, however, reminds the team that before moving on to the next phase, the current phase should be properly closed. 1)Which of the following actions are least likely to be taken to begin this process? A. Reviewing the change log B. Studying the lessons learned register C. Reviewing the issue log D. Updating the basis of estimates

Hint: One item is not updated during project or phase closure. Correct Answer: D Explanation: The scenario states that the project is nearing the end of its first phase and asks about the 'least' likely action to be taken to begin this process. The process the scenario refers to is Close Project or Phase. In other words, the question is asking about the action that is not among the inputs to the process. Various inputs are required for the process to begin. Project documents, such as the basis of estimates, are among them. The basis of estimates includes supporting information about the details used to establish project estimates, such as assumptions, constraints, level of detail, ranges, and confidence levels. The basis of estimates is established during project planning and serves as one of the Close Project or Phase process' inputs to help evaluate project performance. This document is reviewed but not updated when the process begins. Therefore, of the choices provided, updating the basis of estimates is the least likely action to be taken to begin the process and is, therefore, the best answer to the question asked. Exam Content Outline Domain: 2. Process Task: 2.17 Plan and manage project/phase closure or transitions PM Approach: Predictive. Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 124

1) An agile team is using an adaptive project management life cycle to manage their current project.Which of the following is a characteristic of this life cycle? A. Only used for low risk projects B. Limits scope change requests to a minimum C. Just-in-time planning D. Up-front planning for the entire project

Hint: One of the strengths of the adaptive project management life cycle is that it 'adapts' well, which means continuously realigning to accommodate for changing conditions. Correct Answer: C Explanation: An adaptive project management life cycle allows the project stakeholders to review and adapt to changing conditions continuously. 'Just in time' is an approach that is rooted in manufacturing where materials or components are delivered only immediately before they are needed to minimize inventory costs. In the case of the adaptive project management life cycle, the teams plan and commit to plans only at the point of time that they need to. If the team plans too far ahead of time, conditions are likely to change necessitating a change of plan. To avoid potential waste of time speculating on solutions, planning in an adaptive project management life cycle model is typically limited to the next iteration. Exam Content Outline: Domain: 2. Process Task: 2.10 Manage project changes PM Approach: Agile / Hybrid Reference: Agile Practice Guide - First Edition, Project Management Institute Inc., 2017, Page(s) 24-25; A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc., 2017, Page(s) 665-666; Effective Project Management: Traditional, Agile, Extreme, Fifth Edition, Robert K. Wysocki, 2009, Just in Time

1) On your current project, you have participated in the development of the project charter, finalized the stakeholder register, and just completed the development of the project management plan. What still needs to be done before project execution can begin? A. Nothing; with the completion of the project management plan, project execution can begin B. Approval of the project charter by the project sponsor C. Approval of the project management plan by the relevant stakeholders D. Development of the business case and benefits management plan

Hint: Select the choice that represents the most logical action to be taken at the end of project planning before the start ofproject execution. Correct Answer: C Explanation: The PMBOK® Guide does not explicitly state that the project management plan should be approved before project execution can begin. However, it is hard to believe that a project that is managed using a traditional (predictive/waterfall) project management approach would get a green light without the approved project management plan. Some things go without saying. This is one of these things. One should reasonably assume that on a predictive project, like the one implied by the scenario, such a major project artifact as the project management plan, should be formally approved before the project may begin its execution. Exam Content Online: Domain: 2. Process Task: 2.9 Integrate project planning activities PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 82-89

1) You are leading a project that was terminated at the beginning of the seventh sprint due to the exit criteria being met as defined in the project charter. The project was canceled despite the fact that you had diligently followed the project management plan, and the project was trending to achieve all of the objectives. What should you do next? A. Conduct a project retrospective and ensure the knowledge gained from the project is transferred to the lessons learned repository B. Release all of the project team members back to their functional leaders so they can be reassigned to other projects C. Mark the existing lessons learned register as the final version and add a copy to the organizational process assets D. Hold a sprint review meeting to demonstrate the working product increment developed during the seventh sprint

Hint: The Close Project or Phase process is still performed even when a project is canceled. Correct Answer: A Explanation: The scenario describes a hybrid project that was being successfully executed and trending to meet all of the defined objectives but, in spite of this, was terminated prematurely. Projects may be canceled for a variety of reasons that have nothing to do with the actual performance of the project. For example, new technology might become available that renders the project's deliverables obsolete. Even though the project has been terminated early, the project manager should still perform all of the activities associated with the Close Project or Phase process. In this case, performing a project retrospective will be particularly important to understand and document the reasons for the project's cancellation. After the project retrospective, the lessons learned register should be finalized and transferred to the lessons learned repository as an organizational process asset. Note, the scenario says that the project has been terminated due to the 'exit criteria' being met as defined in the project charter. Exit criteria are not the same as success criteria. Success criteria are a subset of the exit criteria. The scenario implies the project has been terminated prematurely. Exam Content Online: Domain: 2. Process Task: 2.17 Plan and manage project/phase closure or transitions PM Approach: Agile / Hybrid. Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 123 Agile Practice Guide - First Edition, Project Management Institute Inc, 2018, Page(s) 50-51. Agile Retrospectives Making Good Teams Great, Esther Derby, Diana Larson, 2006, Releases and Project Retrospectives

1) A company charters a project to redesign a process used to manufacture the company products. The new process is supposed to roll out at the end of the project. To support its transition to agile, the company decides to use a two-week delivery cadence. After several sprints, the company is unpleasantly surprised to see that no business value was produced. What, if any, mistakes did the company most likely make? A. Selected an incorrect delivery cadence B. Used sprints instead of iterations C. Did not assign a dedicated agile coach D. The company made no mistakes

Hint: The new process is supposed to be rolled out at the end of the project. Correct Answer: A Explanation: The scenario describes a company that is in transition from managing its project using the traditional (waterfall) project management methods to an agile approach. To support the transition, the company decides to adopt a two-week delivery cadence. Delivery cadence refers to the timing and frequency of project deliverables. A two-week delivery cadence is typically used for projects that produce periodic deliveries, for example, software development projects that may deliver working product increments every two weeks. In the scenario, however, the expected project outcome is a new reengineered manufacturing process that is supposed to roll out at the end of the project. Hence, expecting that the project will produce value every two weeks would be unreasonable. In other words, the company selected an incorrect delivery cadence forcing the project to produce periodic deliveries while the nature of the project would have been better served by a single delivery cadence. Thinking that agile is a silver bullet is a common mistake. Project characteristics, such as development approach, life cycle, delivery cadence, should be selected wisely based on project needs. Exam Content Online: Domain: 2. Process Task: 2.13 Determine appropriate project methodology/methods and practices PM Approach: Agile / Hybrid

1) A project manager is in the process of monitoring and controlling various changes to project artifacts for a bridge construction project. Which of the following will most likely require an approved change request before the change can be accommodated?(Choose four.) A. A suggestion has been made to change from predictive to a hybrid development approach. B. The project is running well over budget, and the cost baseline needs to be revised to reflect reality. C. The project sponsor wants to add a document to the configuration management plan. D. The revised status of several tasks needs to be reflected in the project schedule. E. A senior executive has recommended updating the project life cycle description to include an additional phase. F. A new stakeholder has just been identified and needs to be added to the stakeholder register.

Hint: The project management plan, along with all of its subsidiary plans, components, and baselines, is typically placed under configuration control. Project documents, however, are typically not controlled. Correct Answer: A, B, C, E Explanation: The scenario and answer choices describe changes to various project artifacts. The configuration management plan should identify all of the project artifacts that have been placed under configuration control, which means that an approved change request is required to make any modification. Since no information was provided about what is contained in the configuration management plan, assumptions need to be made as to which artifacts are typically considered configuration elements. Unless some information has been provided to the contrary, it is reasonable to assume that the project management plan, including all of its components and associated baselines, are considered configuration elements. On the other hand, the project documents are not typically placed under configuration control. In this case, all of the correct answer choices represent elements of the project management plan, and the incorrect choices are project documents. Exam Content Outline: Domain: 2. Process Task: 2.10 Manage project changes PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 86-89, 115

1) A project manager has diligently captured the knowledge gained from each iteration retrospective and recorded the information in the lessons learned register. After the project retrospective, the project manager finalizes the lessons learned register and transfers the information to the lessons learned repository as specified in the project management plan. However, when other project teams review the lessons learned as part of planning their projects,some of the information is misinterpreted, and knowledge is lost. How might the project manager have avoided this situation? A. Ensured that the tacit knowledge gained during the project is recorded and codified in the lessons learned repository B. Updated the organizational process assets with the knowledge gained from the project as part of project closure C. Invited the other project managers to attend the project retrospective so the tacit knowledge can also be transferred D. Developed a more robust knowledge management plan as part of the Plan Knowledge Management process

Hint: The project manager has recorded only the explicit knowledge. Correct Answer: C Explanation: Knowledge can be broken down into two types, including explicit and tacit knowledge. Explicit knowledge can be readily codified, and the question implies that only explicit knowledge is being transferred to the other project teams. Tacit knowledge (beliefs, insights, experience, and know-how) is very difficult to codify. Codified explicit knowledge lacks context and is open to misinterpretation. Tacit knowledge can more easily be transferred through communication and personal interaction. The scenario describes a hybrid project, in which the project manager has effectively transferred the codified explicit knowledge. However, the project manager did not capture the tacit knowledge residing in the minds of the project team members (for reasons described above). Having the other project managers attend the project retrospective and interact with the project with the team members would better facilitate the transfer of tacit knowledge. Note, having the other project managers attend the project retrospective is not always feasible for various reasons. However, as far as the exam is concerned, one should select the answer that best addresses the question asked, regardless of how unrealistic the answer may look and feel. Not all questions and/or answer choices on the real exam would make perfect sense. We hope that encountering such questions in the simulated exam would better prepare you for the real one. Exam Content Online: Domain: 2. Process Task: 2.16 Ensure knowledge transfer for project continuity PM Approach: Agile / Hybrid Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 100. Agile Practice Guide - First Edition, Project Management Institute Inc, 2018, Page(s) 50-51. Agile Retrospectives Making Good Teams Great, Esther Derby, Diana Larson, 2006, Preparing for Release and Project Retrospectives.

1) A project to build a new high-end subdivision has been plagued with quality problems. Customers are arguing about what was actually specified to be built. The last house has been built, and the fixes to five more houses have been completed. The project manager desperately wants to close the project and move on. What does the project manager need to review to ensure proper closure of the project? A. All components of the project management plan B. The quality management plan to ensure it was followed for these last few houses C. The requirements management plan to ensure all the requirements are met D. The performance measurements baseline to determine how the project performed

Hint: This review requires more than one baseline. Correct Answer: A Explanation: Even though some components of the project management plan may be of more obvious importance, all components of the project management plan are required as inputs to project closure. There were obvious quality and requirements issues on this project, but the project manager will need to review all aspects of the project and not just the obvious problem areas. Hence, all components of the project management plan are needed to close the project. In addition to the project management plan and baselines, the project manager will also need to review many, if not all, of the project documents and business documents. If nothing else, all of these documents will need to be marked as final versions during the Close Project or Phase process. In this scenario, all of the answer choices are correct, however, reviewing the project management plan provides the most comprehensive answer, and is, therefore, the best answer to the questions asked. Exam Content Online: Domain: 2. Process Task: 2.17 Plan and manage project/phase closure or transitions PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 124

1) A project to build a new high-end subdivision has been plagued with quality problems. Customers are arguing about what was actually specified to be built. The last house has been built, and the fixes to five more houses have been completed. The project manager desperately wants to close the project and move on. What does the project manager need to review to ensure proper closure of the project? A. All components of the project management plan B. The quality management plan to ensure it was followed for these last few houses C. The requirements management plan to ensure all the requirements are met D. The performance measurements baseline to determine how the project performed

Hint: This review requires more than one baseline. Correct Answer: A Explanation: Even though some components of the project management plan may be of more obvious importance, all components of the project management plan are required as inputs to project closure. There were obvious quality and requirements issues on this project, but the project manager will need to review all aspects of the project and not just the obvious problem areas. Hence, all components of the project management plan are needed to close the project. In addition to the project management plan and baselines, the project manager will also need to review many, if not all, of the project documents and business documents. If nothing else, all of these documents will need to be marked as final versions. Exam Content Outline: Domain: 2. Process Task: 2.17 Plan and manage project/phase closure or transitions PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 124.

1) To utilize a few employees who are not assigned to any projects this month, the functional manager can authorize a project specifically for them. There are two project ideas that have been vetted. One is an IT project to implement a new software tool. Another is a charity project for the community. Alas, there is only enough budget for one of the projects. 1)How should the functional manager approach the project chartering? A. Evaluate the business value of each of the projects to determine which one brings more value to the company B. Charter the IT project of the new software tool implementation since it is likely to provide a long-term tangible benefit C. Charter the charity project for the community since it is likely to have a positive, long-lasting, intangible,public benefit D. Charter both projects with a reduced scope that can be covered by the available budget to gain a little value from each

Hint: What can be gained by the projects under consideration? Correct Answer: A Explanation: The question states that the functional manager can only sponsor and charter one project at this point. The functional manager then must select a project that makes the most sense for the functional area and the company. What is best is a factor of many things. In this scenario, since the project selection method is not provided, business value is the deciding factor. Business value is the net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both. Business value is considered the return, in the form of elements such as time, money, goods, or intangibles in return for something exchanged. As such, factoring in the value to be gained or lost by chartering a project is the most viable variable for the functional manager to consider. Exam Content Online: 3. Business Environment Task: 3.2 Evaluate and deliver project benefits and value PM Approach: Predictive. Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 7.

1) A project produces a functional deliverable at the end of each iteration. The team holds an iteration review where the deliverable is demonstrated to the relevant stakeholders. After the demonstration, the product owner, in collaboration with the team, prioritizes the items in the project backlog for the next iteration. What development approach is described in the scenario and what, if any, step is missing? A. Predictive; sponsor approves the deliverable. B. Adaptive; stakeholders provide feedback. C. Hybrid; team holds an iteration retrospective. D. Adaptive; no steps are missing.

Hint: What is the main reason for demonstrating the deliverable to the stakeholders at the iteration review? Correct Answer: B Explanation: The type and number of project phases in a project life cycle depend upon many variables, with the delivery cadence and development approach being the most important ones. The development approach, in turn, can be predictive, agile, or a combination of the two, hybrid. With the adaptive development approach, the product is typically developed using timeboxed iterations. Each iteration results in a working product increment - a functional deliverable. At the end of each iteration, the project team demonstrates the deliverable to the relevant stakeholders. The whole idea of the demonstration is to get feedback from the stakeholders and use it to prioritize the backlog and plan for the next iteration. Without the feedback, going ahead with the product development makes no sense because the team risks building something that won't meet the stakeholders' expectations. The scenario presents project attributes that are aligned with the adaptive development approach described above. However, the scenario is missing an important step - getting stakeholder feedback. Exam Content Online: Domain: 2. Process Task: 2.8 Plan and manage scope PM Approach: Agile / Hybrid

1) project manager has been chosen to lead the project to find a location for a second headquarters. The project manager wants to formalize the authority that has been assigned to her and to gain commitment and acceptance for the project. What is the best thing for the project manager to do? A. Inform stakeholders of the approved project charter B. Propose an implementation approach C. Obtain project charter approval from the sponsor D. Determine the feasibility of the project

Hint: What is the primary reason for a project charter? Correct Answer: C Explanation: An approved project charter formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Therefore, if the project manager wants to formalize the authority assigned to her and gain commitment and acceptance for the project, the best thing for the project manager to do of the choices provided is to obtain approval for the project charter from the sponsor. Exam Content Online: Domain: 1. People Task: 1.4 Empower team members and stakeholders PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 75

1) A project manager is about to start the development of the project charter and needs to identify the high-level assumptions and constraints as part of this process. How might the project manager obtain this information? A. Review the assumption and constraints log B. Conduct interviews with the project sponsor and other relevant stakeholders C. Analyze the risk register D. Perform the Qualitative Risk Analysis process since the assumption log is an output of this process

Hint: What tool or technique might be useful in gathering information on high-level assumptions and constraints? Correct Answer: B Explanation: The question states that the project manager is about to start the development of the project charter, which implies that the Develop Project Charter process is just getting started. Interviews, which is a data gathering technique, may be used during the Develop Project Charter process to gather information on high-level requirements, assumptions or constraints,approval criteria, and other information from stakeholders by talking to them directly. Therefore, of the available choices,conducting interviews with the project sponsor and other relevant stakeholders is the best answer to the question asked. Exam Content Online: Domain: 2. Process Task: 2.13 Determine appropriate project methodology/methods and practices PM Approach: Predictive Reference: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute Inc.,2017, Page(s) 80