27. PMP Mock Exam (LITE) - 14
c. Management reserves Management reserves are included in the project's total funds, but they are not included in the project's cost performance baseline. [PMBOK® Guide 6th edition, Page 252]
Funding requirements for a project are usually in incremental amounts that are not continuous. These increments appear as a step function in the graph depicting Cash flow, Cost baseline and Funding. Any gap at the end of the project between the funds allocated and the cost baseline represents: a. Cost variance b. Contingency reserves c. Management reserves d. Charting error
c. Overstating the cost estimate Contingency funds are used to handle cost uncertainty due to unforeseen events during a project. These funds are generally used for items that are likely to occur but are not certain to occur. If the team has no prior experience of similar projects, there is a risk that the team has overestimated the reserves to compensate for their lack of experience. [PMBOK® Guide 6th edition, Page 245]
A project team has recently presented the project cost estimates of a project. The team doesn't have any past experience of performing similar projects. This could be a major risk with the project but the team is of the view that they have included sufficient reserves in their estimates. What is the primary risk when including reserves, or contingency allowances, in your cost estimate? a. Understating the cost estimate b. Cancelling your project c. Overstating the cost estimate d. Tracking the funds
a. Burndown Chart This is an example of a Burndown Chart. A burndown chart is a graphical representation of work left to do versus time. The outstanding work is shown on the vertical axis and time along the horizontal. It is useful for predicting when all of the work will be completed. [PMBOK® Guide, 6th edition, Page 226]
A project team is currently analyzing its current iteration progress and reviewing the following chart. What is this chart called? a. Burndown Chart b. Resource Utilization Chart c. Histogram d. Control Chart
a. Kanban board Kanban boards are visual management tools that help manage the flow of the project work and scheduling demands. None of the other choices are visual management tools. [PMBOK® Guide 6th edition, page 117]
A project team is currently investigating an issue on your project. The team wants to setup a visual management tool to track and monitor the work in progress and to understand scheduling demands of the project. Which of the following tools will you recommend to be used? a. Kanban board b. WBS c. Fishbone diagram d. Product backlog
c. Using a private, direct, and collaborative approach first Conflicts should be addressed early. A private, direct and collaborative approach should be employed first. [PMBOK® Guide 6th edition, Page 348]
Long hours to meet a looming deadline and immense pressure for success from management are causing a decline in team morale. There are occasional conflicts between team members over priorities and resources. How should these non-disruptive conflicts be handled? a. Arbitration b. Escalation to senior management c. Using a private, direct, and collaborative approach first d. Use of disciplinary actions
c. Change Control Board (CCB) The Change Control Board is a group of formally constituted stakeholders responsible for reviewing, evaluating, approving, delaying or rejecting changes to the project. [PMBOK® Guide 6th edition, Page 115]
The project management team has determined that there are some changes to the scope of the project. According to the PMBOK® Guide, who is responsible for reviewing, evaluating, and approving documented changes to the project? a. Scope Control Board (SCB) b. Configuration Control Board (CCB) c. Change Control Board (CCB) d. Change Configuration Board (CCB)
a. The project involves knowledge work and involves learning while delivering value. The scenario doesn't given enough information regarding the previous projects' outcomes. We cannot determine if the previous projects were completed on time or not. Similarly, we cannot determine if the previous projects were completed under the budget or not. The answer to this question should be a general benefit of using Agile approaches on software development projects. Software product development, like other knowledge work, is about learning while delivering value. This is most probably the reason why the team has selected Agile on this project. [Agile Practice Guide, 1st edition, Page 61]
A team is currently engaged with a complex software product development. This team has completed similar projects in the past on a waterfall approach, however this time the team has decided to try an Agile approach. The team decided to use Agile to deliver this project because: a. The project involves knowledge work and involves learning while delivering value. b. Earlier projects were not successful. c. Earlier projects were not completed by the deadlines. d. Earlier projects were not completed under budget.
b. Monitor Risks Risk reassessment is performed as part of the Monitor Risks process. Such project risk reassessments should be regularly scheduled and may result in the closure of outdated risks. [PMBOK® Guide 6th edition, Page 453]
At the beginning of the project, a project manager realized the technical expertise of the team was limited, a risk to the project. Midway through the project, the project manager decided that this was no longer a risk and considered it outdated. As part of which process would he do the risk reassessment? a. Perform Risk Assessment b. Monitor Risks c. Perform Quantitative Risk Analysis d. Perform Qualitative Risk Analysis
27. PMP Mock Exam (LITE) - 14
Start
d. Explain to the resource about the Rolling Wave planning One of the mandatory standards for a project manager is to show respect to others by holding them in high regard. A project manager must respect others' viewpoints. A project manager need not develop a complete WBS during the initial stages of planning. In long projects, the WBS can be developed partially and can be extended as more details become known later; this approach is known as rolling wave planning. The project manager should explain rolling wave planning to the resource. Ignoring the resource's comments or removing the resource are not appropriate responses. [PMBOK® Guide 6th Edition, Page 185 and PMI Code of Ethics and Professional Responsibility]
During a three-year construction project, due to a shortage of resources, a project manager has decided to develop a partial work breakdown structure (WBS) in the beginning of the planning phase. The WBS will be expanded as more information becomes known in the near term. What should the project manager do if a key resource criticizes his or her decision to develop the partial WBS? a. Ignore the resource's comments b. Redevelop the complete work breakdown structure for all three years c. Remove the resource from the project d. Explain to the resource about the Rolling Wave planning
c. Meet these executives and understand their current expectations. As the project manager it is your responsibility to engage key stakeholders. If some of the key stakeholders have lost interest in the project, you need to meet them to understand the underlying reasons and their current expectations. [PMBOK® Guide 6th edition, page 523]
During the course of your software development project, you observed that some of the key corporate executives have become disengaged with the project. The project is critical to deliver a key strategic objective and continuous support and engagement of these executives is absolutely necessary for the success of the project. What must you do to address this situation? a. Initiate disciplinary actions. b. Escalate the issue to the change control board. c. Meet these executives and understand their current expectations. d. Keep these executives under your radar.
a. The seller is viewed first as a bidder, then as a selected source and then as a vendor. During the contract life cycle, the seller can be viewed first as a bidder, then as a selected source, and then as the contracted supplier or vendor. [PMBOK® Guide 6th edition, Page 461]
During the procurement process, a contractual relationship is established between a buyer and a seller. During the contract lifecycle, what is the correct sequence in which the following terminology is applied to a seller: Vendor, selected source, and bidder? a. The seller is viewed first as a bidder, then as a selected source and then as a vendor. b. The seller is viewed first as a bidder, then as a vendor, then as a selected source. c. The seller is viewed first as a vendor, then as a bidder and then as a selected source. d. The seller is viewed first as a selected source, then as a bidder and then as a vendor.
d. Fairness Bidder conferences or vendor conferences are used to provide a clear understanding of the procurement process to all prospective sellers. This process ensures that the mandatory standard of fairness is followed in the bidding process. Fairness in this case means making opportunities equally available to all qualified candidates. [PMBOK® Guide 6th Edition, Page 487 and PMI Code of Ethics and Professional Responsibility]
In a manufacturing project, you have requested bids to procure stainless-steel products. However, your sponsor insists that you conduct bidder conferences before selecting sellers. What mandatory standard in the PMI Code of Ethics and Professional Conduct is met by conducting bidder conferences? a. Responsibility b. Honesty c. Respect d. Fairness
d. Monte Carlo simulation Typical outputs of a Monte Carlo analysis is a cumulative probability distribution representing the probability of achieving any particular outcome or less. [PMBOK® Guide 6th Edition, Page 433]
Joanne wants to identify all possible duration outcomes for her project along with the probability of occurrence of each expected duration. Ideally the output should be a probability distribution representing the probability of achieving different project durations. Which of the following techniques could she use? a. Delphi technique b. Control Room method c. Quantification tabling d. Monte Carlo simulation
c. Scope creep The seven key disciplines of AgileUP are: model, implementation, test, deployment, configuration management, project management, and environment. [Agile Practice Guide, 1st edition, Page 111]
The Agile Unified Process (AgileUP) performs iterative cycles across seven key disciplines and incorporates the associated feedback before formal delivery. Which of the following is NOT one of these seven disciplines? a. Configuration management b. Project management c. Scope creep d. Environment
d. $60,000 When a bottom-up manual forecasting has been done for the ETC, the calculation for EAC is EAC = AC + bottom-up ETC. Hence, EAC = 10,000 + 50,000 = $60,000. Note that the BAC is no longer viable at this stage. [PMBOK® Guide 6th edition, Page 267]
The Budget at Completion (BAC) for a project is $50,000. The Actual Costs (AC) to date are $10,000. The Earned Value (EV) is $7,000. At this stage, the project management team did a manual bottom-up summation of costs and forecast an Estimate to Complete (ETC) of $50,000. What is the Estimate at Completion (EAC) for the project? a. $57,000 b. $53,000 c. $40,000 d. $60,000
c. Direct as well as Indirect costs The analysis should include both indirect as well as direct costs. [PMBOK® Guide 6th edition, Page 473]
The Make-or-Buy analysis is a technique used as part of the Plan Procurement Management process. It can determine whether the project team can produce a particular product or service, or if it should be purchased. The analysis to arrive at a decision should include: a. Indirect costs only b. Staffing costs only c. Direct as well as Indirect costs d. Direct costs only
b. Confront the resource about his behavior and notify the customer of the situation. PMI's code of ethics states that project managers have a duty to respect and hold others and their ideas in high regard and to confront others who engage in disruptive behaviors. In this situation, you should respectfully confront the resource about his or her behavior and notify the customer about the situation. Failing to confront the resource or intentionally excluding a required resource from a project is unprofessional, could negatively impact the project, and are violations of the code of ethics. [PMI Code of Ethics and Professional Conduct]
The customer has provided a staffing resource for your project to provide expert opinions on a process improvement project you are running. However, this person is belligerent and confrontational in meetings, and team members have reported this person has made scathing remarks to others about the project. Today, another project member informs you that the person has intentionally provided incorrect information about the project that could affect the project cost and schedule. What is the best response? a. Tell the customer about the situation and ask them to assign a new resource. b. Confront the resource about his behavior and notify the customer of the situation. c. Do nothing. The customer is always right. d. Exclude the resource from team meetings.
d. Project constraints A project constraint is a limiting factor that affects the execution of the project. Budget and staffing restrictions in this case are examples of project constraints. [PMBOK® Guide 6th edition, Page 701]
To reduce delivery delays and process downtime, your organization has recognized a need to replace their legacy manufacturing system with a modern software application. Your IT director anticipates a project to fulfill this business need; however, he warns that the new project's budget cannot exceed $75,000 due to shortages in the department budget. He also indicates that no additional staff will be allocated to this project other than the existing IT staff. If you become the project manager, you would document these initial project conditions as: a. Business case b. Enterprise environmental factors c. Project assumptions d. Project constraints
d. Issue log The stakeholder register must be updated since a new project stakeholder has joined the project. Changes to the stakeholder engagement plan might also be required to ensure that the new key stakeholder is properly engaged with the project. Addition of a new key stakeholder might bring some additional uncertainty to the project; this should be recorded in the risk register. The issue log is least likely to be updated in this case since no new issue has emerged. [PMBOK® Guide 6th edition, Page 96]
Tom is managing a software development project. The buyer of the product is an external entity. During the project's execution, Tom finds that a new operations manager was hired in the customer organization. The new manager is now a key stakeholder. Which of the following documents is least likely to be updated because of the addition of this new stakeholder? a. Stakeholder register b. Stakeholder engagement plan c. Risk register d. Issue log
d. Disciplined Agile If a project requires significant breadth of life cycle coverage and involves significant depth of guidance detail, you should ideally be looking for a scaled Agile approach. From the given choices only Disciplined Agile is a scaled approach. [Agile Practice Guide, 1st edition, Page 100]
Which of the following Agile approaches is more suitable for a project that requires significant breadth of life cycle coverage and involves significant depth of guidance detail? a. Kanban b. FDD c. Scrum d. Disciplined Agile
b. Agile methods Agile methods deliberately spend less time trying to define and lock project scope early during the project and spend more time establishing the process for requirements gathering, scope definition and refinement. [PMBOK® Guide 6th edition, Page 133]
Which of the following approaches deliberately spends less time trying to define and lock project scope early during the project and spends more time establishing the process for requirements gathering, scope definition and refinement? a. Kanban methods b. Agile methods c. Waterfall methods d. Predictive methods
b. Use of bidder conferences Bidder conferences allow prospective sellers and buyers to meet prior to submission of a bid. This ensures that all prospective sellers have a clear and common understanding of the procurement. This usually prevents any bidders from receiving preferential treatment. [PMBOK® Guide 6th edition, Page 487]
Which of the following may help in ensuring that certain bidders in the procurement process do not receive preferential treatment and that all prospective sellers have a clear and common understanding of the procurement? a. Use of weighted criteria b. Use of bidder conferences c. Use of expert judgment d. Use of screening techniques
a. Backlog refinement Backlog refinement refers to the progressive elaboration of project requirements and the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the needs of the customer request. [Agile Practice Guide, 1st edition, Page 150]
Which of the following refers to the progressive elaboration of project requirements and the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the needs of the customer request? a. Backlog refinement b. Conditions of satisfaction determination c. Root cause analysis d. Process mapping
b. Spike You are conducting a spike event. Spikes are time-boxed research experiments and are useful for learning and may be used in circumstances such as estimation, acceptance criteria definition, and understanding the flow of a user's action through the product. [Agile Practice Guide, 1st edition, Page 56]
You are an Agile practitioner working on experimental work. The goal of this activity is to try a new technology in a test environment and determine its feasibility. Which Agile activity are you conducting? a. Feasibility study b. Spike c. Load testing d. Acceptance testing
a. Mitigation Risk mitigation is a strategy that seeks to reduce the risk to a level that the risk becomes acceptable. A Project Manager may add specific project tasks to the work of a project to reduce the level of risk. [PMBOK® Guide 6th edition, Page 443]
You are coaching a project team how to manage risks on their projects. Historically the team has managed project issues as they occurred and has demonstrated its ability to track and close project issues. However, you believe that most of this last minute firefighting can be avoided if project risks are more proactively managed. Which strategy attempts to reduce the probability and the impact of a risk to the point where the risk is acceptable? a. Mitigation b. Acceptance c. Transfer d. Avoidance
d. Process Analysis Process Analysis examines problems, constraints, and non-value-added activities that occur during project work. [PMBOK® Guide 6th edition, Page 292]
You are currently auditing a project. You are keen in understanding the project scope and how project processes are applied to achieve the project objectives. Which of the following Manage Quality techniques examines problems, constraints, and non-value-added activities that occur during project work? a. Sensitivity Analysis b. Earned Value Analysis c. Expected monetary value analysis d. Process Analysis
b. Active listening Active listening is a communication technique that requires the listeners to feedback what they hear to the speaker, by way of re-stating or paraphrasing what they have heard in their own words, to confirm what they have heard and moreover, to confirm the understanding of both parties. Active listening is of prime importance during the collection and analysis of stakeholders' needs and expectations. [PMBOK® Guide 6th edition, Page 386]
You are currently leading a requirements collection and business analysis activity for a major project in the organization. Apart from top notch tech and analytical skills, you would rely on your interpersonal skills for this success of this mini project of its own. Which of the following interpersonal skills is of prime importance during the collection and analysis of stakeholders' needs and expectations? a. Overcoming resistance b. Active listening c. Trust building d. Conflict resolution
d. Linked dependency Linked dependency is not a valid type of dependency. The other three choices are valid types of dependencies. [PMBOK® Guide 6th edition, Pages 191, 192]
You are currently leading a skills upgrade project for a large manufacturing company. The company has historically applied traditional manufacturing processes and you are now introducing contemporary manufacturing processes to them. As part of the Define Activities process for your project, you are looking at dependencies used to define the sequence among the activities. Which of these is not a valid type of dependency? a. External dependency b. Discretionary dependency c. Mandatory dependency d. Linked dependency
c. Add this to the risk register, analyze the risk, and identify potential risk responses. Accepting the risk might be one of the options but we need to analyze the risk in detail and identify all potential risk responses. Once all responses are analyzed the best response can be chosen. [PMBOK® Guide 6th edition, page 429]
You are developing a new financial management system for your organization. The project is currently on track and performing well against the cost and schedule baselines. Recently, the government has announced that it is considering some changes to the current regulations that can have a significant impact on your project. However, there is only a 5% chance that the new regulation will take effect before you deliver the project. However, if this does happen, you would need an additional three months and $50,000 to make the necessary updates to the system. What must you do immediately? a. Issue a change request asking for an additional $2,500 for expected value of the risk. b. Issue a change request asking for an additional $50,000 funding. c. Add this to the risk register, analyze the risk, and identify potential risk responses. d. There is a slim chance that the risk will occur. Accept the risk.
a. They are open-ended. Time-and-materials contracts resemble cost-reimbursable contracts in that both are open-ended. [PMBOK® Guide 6th edition, Page 472]
You are helping a project team put together a proposal for a government agency RFP. The client has requested you to suggest a preferred contract type. Some of the team members are not sure between a cost-reimbursable contract and a time-and-materials contract. What similarity exists between a cost-reimbursable contract and a time-and-materials contract? a. They are open-ended. b. The closure date is part of the contract. c. They have fixed bonus rates. d. They can never grow in value.
d. The time it enters the "Ready" bin till the time it enters the "Develop and Unit Test" bin. Response time is the time that an item waits until work starts. On the Kanban board, this is the time an item enters the "Ready" bin till the time it enters the "Develop and Unit Test" bin (or exits the "Ready" bin). [Agile Practice Guide, 1st edition, Pages 64, 65]
You are leading an Agile project. The team has proposed using a Kanban board to manage the team's work in progress and spot bottlenecks. The following work flow has been agreed on for the Kanban board: Ready -> Develop and Unit Test -> Dev-Done -> System Test -> Done. According to this Kanban board, the response time of an item is the: a. The time it enters the "Ready" bin till the time it exits the "Develop and Unit Test" bin. b. The time it enters the "Ready" bin till the time it enters the "Dev-Done" bin. c. The time it enters the "Ready" bin till the time it exits the "Dev-Done" bin. d. The time it enters the "Ready" bin till the time it enters the "Develop and Unit Test" bin.
c. Select simpler and clearer but valuable requirements to be prototyped and developed first. When product complexity is high, the team should be encouraged to determine simple solutions that would work and apply the Agile principle of "Simplicity - the art of minimizing the amount of work that needs to get done". This helps reduce complexity. [Agile Practice Guide, 1st edition, Page 59]
You are leading an Agile team currently developing a mission-critical system. The product is complex as some of the critical requirements haven't been clearly defined. You and the team understand that this project will involve a high degree of change and uncertainty. How should be the product complexity by tackled in this case? a. Select complicated and clearer requirements to be prototyped and developed first. b. Select a subset of the requirements randomly and develop them through prototyping. c. Select simpler and clearer but valuable requirements to be prototyped and developed first. d. Select the most complicated and ambiguous requirements to be prototyped and developed first.
b. Explain the impact to the product owner. Right now you have a major issue at hand that has impacted a big number of features that have already been released. Since the product owner is ultimately responsible for the system development, the first thing you need to do is present the impact to the product owner. [Agile Practice Guide, 1st edition, Page 153]
You are leading an XP software development project. Recently you found out that the underlying technology being used is unstable and has impacted several features already released. What should you do first? a. Call a retrospective and discuss how such problems can be avoided in the future. b. Explain the impact to the product owner. c. Replace the unstable technology with a more stable one. d. Apply pair programming technique.
c. Escalate the issue in accordance to your contract. Sometimes projects with overlapping scope do get initiated. The only solution to this problem is managing communications. Since you are performing this project under a contract for a client organization, you need to escalate the matter in accordance with your contract. [PMBOK® Guide 6th edition, page 379]
You are managing a business process optimization project for a client organization. Early during the project, you found out that the client's IT department has initiated a business workflow automation project and one of the processes being automated is the one your team is trying to optimize. You are concerned with this overlapping project scope. What should you do now? a. Escalate the issue to the change control board. b. Wait for IT to finish automating the process and then conduct a gap analysis. c. Escalate the issue in accordance to your contract. d. Issue a change request for additional time and budget.
a. Probability and impact matrix A probability and impact matrix will help filter the high-risk items and high-impact items from the others, so that you can focus your attention on these riskier items. [PMBOK® Guide 6th edition, Page 425]
You are managing a complex project that is supposed to launch a new technology in the market. The project needs to be completed by the deadline so that your organization can get a first-movers advantage in the market. You have called a senior stakeholders meeting to brainstorm on all possible risks on the project. After a four-hour long heated debate, you ended up with a number of potential project risks. After brainstorming potential project risks, what is the recommended method for prioritizing these risks and their mitigation plans? a. Probability and impact matrix b. RACI chart c. Control chart d. Fishbone diagram
b. Finish-to-Finish In a Finish-to-Finish dependency, the completion of the successor activity depends upon the completion of its predecessor activity. [PMBOK® Guide 6th edition, Page 190]
You are managing a construction project. While developing the project schedule, you find that the completion of "inspection of finishing works", a successor activity, depends on the completion of "finishing works", the predecessor activity. What is this dependency called? a. Finish-to-Start b. Finish-to-Finish c. Start-to-Start d. Start-to-Finish
d. Collect necessary evidence and request the buyer to amend the contract with new quantities In this scenario the scope of works has increased for the contractor. As a first step, the contractor needs to collect necessary evidence and request for the amendment in the contract. If both parties cannot settle this amicably, ADR procedures need to be followed. [PMBOK® Guide 6th edition, Page 492]
You are managing a railway track construction project. The construction contract awarded to your company is fixed price and is based on some pre-determined quantities of work to be executed. During the project execution you find out that the actual quantities of work that need to be executed are 20% greater than what has been stated in the contract. What should you do? a. Engage a third-party arbitrator to help resolve the issue b. Sue the buyer for stating wrong quantities in the contract c. Bill the buyer the additional scope of work separately without amending the contract d. Collect necessary evidence and request the buyer to amend the contract with new quantities
a. Monte Carlo analysis Modeling techniques are used to prepare a schedule under various scenarios. These techniques help assess the feasibility of the project schedule if adverse conditions exist. The Monte Carlo technique employs simulation to calculate multiple project durations, each with a different set of activity assumptions using a probability distribution. [PMBOK® Guide 6th edition, Page 213]
You are working as a project manager for a high-yield crop development project. Data from the weather agency shows an unfavorable weather pattern for the next few months. As a senior project manager, you want to assess the schedule's feasibility under adverse conditions and provide some insights to your team. That way, your team can prepare some reserves and plan risk responses if unfavorable conditions exist during execution. Which of the following techniques should you use to simulate risks and other sources of uncertainty to calculate possible schedule outcomes? a. Monte Carlo analysis b. Variance analysis c. Crashing d. Pareto charts
a. Bottom-up Estimating Breaking down the scheduled activity into smaller components and then combining the estimates for each smaller activity is an example of bottom-up estimating. [PMBOK® Guide 6th Edition, Page 324]
You have found you do not yet have an accurate estimate of the number and skill levels of resources needed for the scheduled activity Build Racks for Data Center. You need this estimate for presentation to your Human Resources department later in the week. You have decided to decompose the Build Racks for Data Center activity into smaller components such as take equipment out of box, review equipment for completeness, build frame, and install rails. Then you plan to estimate the resources for each smaller component and combine those estimates into an aggregate. This is an example of: a. Bottom-up Estimating b. Aggregate Estimating c. Rolling Wave Estimating d. Alternative Analysis
b. Zero The schedule variance is the earned value minus the planned value. At the end of the project, all of the planned values should be earned, and the difference should be zero. [PMBOK® Guide 6th edition, Page 262]
You have just delivered a construction project 6 months later than the scheduled completion date. The project was on track for the most part, but due to some market conditions, the finishing works couldn't start on time. What is the project's SV at this stage? a. Equal to the total EV b. Zero c. Six d. Equal to the total PV
a. Bring the product owner and the team together again and determine the business value. The product owner should assign the business value. However, it is better that this is done in collaboration with (and presence of) the team. [Agile Practice Guide, 1st edition, Page 58]
You have recently been asked to design and build a "complex" project that is supposed to somehow reduce the production costs by 20% or more. Together with the product owner, you developed a product roadmap using user story mapping, and impact mapping techniques. Now you want to assign business values to each user story. How should you proceed? a. Bring the product owner and the team together again and determine the business value. b. Randomly assign business values to the user stories so that you get a fine mix of user stories. c. Ask the team to estimate the business value for each user story. d. Ask the product owner to email you the business values for each user story.
d. Affinity diagrams An affinity diagram is similar to a mind map in that it is used to generate ideas that can be linked to form organized patterns of thought about a problem. It allows a large number of ideas to be classified into groups for review and analysis. The other choices are not similar to mind maps. [PMBOK® Guide 6th edition, Page 144]
You have recently completed a series of workshop with some SMEs. As an output of these workshops you have gathered a number of ideas that now need to be further analyzed. Which of the following tools is similar to a mind map in that it allows a large number of ideas to be classified into groups for review and analysis? a. Control charts b. Scatter chart c. Histograms d. Affinity diagrams
a. Delta technique Delta technique is not a valid type of data gathering technique. [PMBOK® Guide 6th edition, Page 409]
You have recently kick-started a datacenter upgrade project and are now meeting different stakeholders to understand their needs and expectations from the project. The datacenter currently serves a number of business critical applications and attention to risk management is critical. Which of these is not a data gathering technique used in the Identify Risks process? a. Delta technique b. Brainstorming c. Interviewing d. Checklists
b. Team-building is essential during the front end of a project, but it is an ongoing process. Team building is essential during the front end of a project, but it is an ongoing process. [PMBOK® Guide 6th edition, Page 341]
You have recently taken over a project in execution and quickly realize that you need to plan a number of team-building activities to build the right project environment. Once this is done, you would like to shift your attention to the degrading cost and schedule performance. Typically which of the following statements regarding team-building generally holds? a. Team-building is essential during the end of a project, but it is an ongoing process. b. Team-building is essential during the front end of a project, but it is an ongoing process. c. Team-building is essential during the end of a project, and it is a one-time process. d. Team-building is essential during the middle of a project, and from there it is an ongoing process.
b. Requirements traceability matrix The requirements traceability matrix provides a structure to trace requirements to product design. [PMBOK® Guide 6th edition, Page 148]
You have recently taken over a project that has been struggling to keep key project stakeholders engaged since inception. The project requires developing an ERP system for your organization and the project currently is in the design phase. A number of stakeholders are complaining that the current design doesn't match their stated requirements. Which of the following tools will help you trace the design to the requirements? a. Design traceability matrix b. Requirements traceability matrix c. Project scope statement d. Product traceability matrix
c. Reject the offer because it violates the code of ethics and professional conduct Since the stakeholder made a request by offering gifts, you should refuse the offer. The PMI's Code of Ethics and Professional Conduct suggests that a project manager should never engage in unfairness. Favoring one or more customers by taking gifts is not allowed. Thus, you should reject the offer because it violates the Code of Ethics and Professional Conduct. Not communicating with one customer could impair relationships with other customers. If it is customary in that country to offer gifts, you might accept them without agreeing to the customer's request. [PMI Code of Ethics and Professional Responsibility]
You just initiated a project to establish windmills in a developing country. To celebrate the initiation of the project, the customers arranged a party in which a key customer offered valuables to you and all your project team members with a request to complete the project sooner than the actual finish date. What should you do? a. Reject the offer and do not communicate with that customer b. Accept the offer but refuse to complete the project early c. Reject the offer because it violates the code of ethics and professional conduct d. Accept the offer and agree to finish the project early
a. Quality Function Deployment (QFD) Quality Function Deployment (QFD) is a facilitated workshop technique to determine critical characteristics for new products. It begins with collecting customer needs, also known as Voice of the Customer (VOC). [PMBOK® Guide 6th edition, Page 145]
You work for a mobile handsets manufacturer. The organization is currently losing its market position which it has ruled for many years. As a result, the organization has initiated a design of a new product that would help the organization regain its market position. You have been assigned as the project manager for this project and are currently brainstorming with a pool of SMEs regarding the desired product functionality and characteristics. Which of these is an example of a facilitation technique to determine critical characteristics for new product development? a. Quality Function Deployment (QFD) b. Internal Quality Deployment (IQD) c. Pareto Analysis d. Total Quality Management (TQM)
b. Accept the project You may accept the project. Although your experience is not an exact match for this project, the organization hired you knowing this. Further, they have allocated resources to your project that can provide the needed industry expertise. These circumstances are in line with the expectations of the PMI Code of Ethics and Professional Conduct. [PMI Code of Ethics and Professional Conduct]
You've been recently hired in an FMCG marketing company, specializing in children's food products. Before joining the organization, your experience has been in launching industrial and chemical products. The industrial marketing requirements demand close relationship with a small number of industry players, while FMCG marketing is more consumer-oriented. You have not yet been assigned to a project. However, there is a new product development project in the pipeline. It will most likely have several teams involved in product development, commercial market research, distribution management, and sales. Two senior marketing professionals have already been selected to head the market research and sales teams. Your manager asks if you would be interested in managing this project. How do you respond? a. Ask your boss for training in the consumer marketing environment b. Accept the project c. Have more meetings with the project experts to gain more insight into the subject d. Reject the project
a. Comply with your contractual obligations and continue with the project. Unfortunately, you have to accept this and continue with the project in line with your contractual obligations. It is your ethical responsibility to deliver what you have committed to deliver. [PMI Code of Ethics and Professional Conduct]
Your organization is developing a new housing scheme for a state department on a firm fixed-price contract. The project was halfway through execution when a financial recession hits, causing the prices of raw materials to go through the roof. With the current prices, you might not be able to meet your cost targets and that will eat away a significant portion of the profit. You requested for additional funds but that was turned down by the state department. The contract doesn't have any EPA clause. What should you do? a. Comply with your contractual obligations and continue with the project. b. File a lawsuit against the state department. c. Initiate alternative dispute resolution procedures as defined in your contract. d. Hold the project unless both parties reach an agreement.
d. 30 Since the team has successfully delivered 45 stories in three iterations, the velocity is 15 stories per iteration. There are 150 more story points to be delivered, which will require another 10 iterations (150/15). Since each iteration is fixed at three weeks, the expected completion time is 10 x 3 = 30 weeks. [Agile Practice Guide, 1st edition, Page 61]
Your project team has recently completed the 3rd iteration on the project. So far 45 story points have been successfully delivered to the customer. For this project, the iteration size is fixed at three weeks. The team (six team members) is dedicated to working five days per week. Looking at the backlog, you have 150 story points remaining to be delivered. How many more weeks are required to complete the project? a. 10 b. 1 c. 15 d. 30