PMP Mini Exam 1
B. To understand how the previous manager prioritized risks. The risk management plan is a component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed. By consulting the risk management plan, the new project manager can understand how the previous manager prioritized risks. This information will be helpful in determining how to update the risk register and manage risks going forward. The other options are incorrect. Determining how often risks have emerged in the past is incorrect because that information is not as important as understanding how the previous manager prioritized risks. Learning how often the risk register must be updated in incorrect because this information is also available in the risk management plan.
A new project manager is assigned to replace a project manager who has resigned. During the initial assessment of project documentation, the new project manager discovers that the risk register has not been updated for several weeks. The project manager's next step be to consult the risk management plan. Why? A) To determine how often risks have emerged in the past. B) To understand how the previous manager prioritized risks. C) To learn how often the risk register must be updated. D) To ascertain the level of uncertainty acceptable for the project
A) Review the issue log.
A new project manager resumes a project in its execution phase. During a project status meeting, a team member reports an issue shared by a stakeholder. What should the new project manager do? A) Review the issue log. B) Immediately address the issue. C) Review the stakeholder engagement plan. D) Update the risk management plan.
C. To provide lessons learned and archive historical information To provide- Closing the project is the process of finalizing all activities for the project. The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. The lessons learned will benefit future projects, add to organization assets. To record- It does not speak to the question To log- This action would have already been completed To allow- This action would have already been completed, customer would not submit invoices they would pay them.
A project manager is formally closing a project that has been completed. Why should the project manager document final project activities? A) To record case studies and customer references B) To log final project performance metrics and quality analysis C) To provide lessons learned and archive historical information D) To allow the customer to submit invoices and get a receipt of final payment
C. Score each alternative for each criterion. The project manager has already identified the criteria and assigned relative weights to each criterion. The next step is to score each alternative against each criterion. This means assigning a number to each option that reflects how well it meets the criteria, like 1-10, with 10 being the best. Once the project manager has scored each option against each criterion, they can calculate the total score for each option. The total score is calculated by adding up the scores for each criterion and the option with the highest total score is the preferred alternative.
A project manager is leading a project that will deliver a new product. The project manager needs to decide between options proposed by various cross-functional teams. The project manager uses a decision-making matrix and has identified criteria to evaluate the options and assign a relative weight to each criterion. What should the project manager do next? A) Draft a counter-proposal and share it with stakeholders. B) Eliminate the alternative with the least weight. C) Score each alternative for each criterion. D) Choose the preferred alternative based on voting.
B. Analyze a probability and impact matrix. The project manager can use the probability and impact matrix to identify the risks that are most likely to occur and have the most significant impact on the project. These risks can then be prioritized for mitigation or avoidance. The other answer choices are incorrect because they are not tools used to assess risk. A SWOT analysis is a tool that helps to identify the strengths, weaknesses, opportunities, and threats of a project; brainstorming is a technique that is used to generate ideas; and a decision tree is a tool that is used to help make decisions under uncertainty.
A project manager is leading a project with numerous risks that may occur sequentially and could potentially result in significant financial consequences. What should the project manager do to better understand the risks? A) Perform a SWOT analysis with stakeholders. B) Analyze a probability and impact matrix. C) Participate in a brainstorming session. D) Build a decision tree with the project team.
C. Predictive Project life cycles can range along a continuum from predictive approaches at one end to adaptive or agile approaches at the other. In a predictive life cycle, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile life cycle, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins
A project manager is managing a project where requirements are fixed and the workflow is planned for the full development lifecycle. Additionally, the customer involvement is at specific milestones and testing happens post-build. Which methodology should a project manager use for this project? A) Agile B) Hybrid C) Predictive D) Continuous Improvement
A. Review and rate the product backlog based on business value, propose developing items with lower difficulty/higher value first. The best strategy to early benefits realisation is to look for the low effort backlog items which deliver the most business valueOther options are incorrect incorrect as the early results can be obtained by focusing on low effort high value items first.
A project manager is responsible for updating the organization's customer website to address market needs. The project has a large list of modifications that will take nearly two years to fully implement. What should the project manager do to benefit the organization as rapidly as possible? A) Review and rate the product backlog based on business value, propose developing items with lower difficulty/higher value first. B) Adjust the business plan to increase the project team so that the total project duration will be reduced. C) Assemble a globally distributed team so that on work days, the project can be worked on 24-hours a day, reducing the time to complete. D) Meet with the project sponsor and stakeholders to establish a critical path aligned to business needs.
A. Communication Quality Communication skills are essential for success in all areas of life, but they are especially important in the workplace, especially for virtual team members. When a team member is not able to communicate effectively, it can lead to misunderstandings, delays, and conflict. The project manager can help the team member develop their communication quality through feedback, encouraging participation, offering resources, and being patient and supportive. The other answer choices are incorrect. Self-direction is an important skill, but it is not the primary issue in this case. The team member's communication challenges are likely preventing them from being fully self-directed. The team member's expertise is not the primary issue in this case. The team member is able to complete their work, but they are having difficulty communicating with their team members.
A project manager notices that a new virtual team member does not respond to emails coherently and does not speak up in team discussions. What should the project manager do? A) Aid in developing the team member's communication skills. B) Aid in developing the team member's self-direction. C) Aid in developing the team member's expertise. D) Aid in developing the team member's extrovert personality.
D. The project was delivered on schedule, within budget, and yielded a 5% increase in projected product sales. Delivering on schedule and within budget shows that the project's budget and resources were managed effectively and efficiently, which are key factors in project success. The 5% increase in projected product sales generated additional revenue and directly contributed to the organization's goal of profitability enhancement. Delivering the project under budget is good, being 20% over the originally planned timeline could have a significant negative impact on the organization's strategic goals. There may be losses associated with the extended timeline that being under budget does not compensate for. Delivering on budget and getting PMO approval indicates that the project met the necessary criteria but not that the project directly impacted the organization's profitability goals.
A project manager recently joined an organization that is implementing a portfolio of strategic initiatives aimed at enhancing profitability. The project manager reviews a past project's business case with the project sponsor to ensure that the project was aligned with the organization's goals and to learn from its successes and failures. Which of the following project outcomes would be considered most successful in the context of this organization's strategic initiatives? A) The project was delivered under budget by 25%, and the overall duration was 20% longer than initially scheduled. B) The project was delivered on budget, and the project management office (PMO) approved the project closure. C) The project was delivered early, entered the market before the competition, and exceeded the budget by 10%. D) The project was delivered on schedule, within budget, and yielded a 5% increase in projected product sales.
A. Perform scope management The project manager should perform scope management to ensure that the project includes only the work required to complete the project successfully, especially with vague requirements. The other answer choices are incorrect. Identifying stakeholders is part of the solution but not the entire solution to the question. Data gathering techniques are not required at this point in time and meeting with the project team is a necessary activity in the definition of scope but is only a component of the solution.
A project manager was assigned to a new project where the requirements are vague. What should the project manager do? A) Perform scope management B) Identify stakeholders C) Gather requirements D) Meet with project team
C. Align the obstacles with the backlog item and work to remove the obstacles, leveraging management if necessary. By capturing the impediments in the backlog and linking them to the items' priority, we ensure that the impediments will be removed before the work on the respective item starts, by doing so there will be a win win situation for project manager and project sponsor. All other options are incorrect as they do not align backlog with obstacles.
A project team is meeting with the product owner to review the project backlog. The product owner wants to focus on specific items in the backlog and the project team is focusing on obstacles that impact some of the items. How should the project manager proceed with this project? A) Identify the obstacles that can be resolved for the least impact on the budget. B) Develop a Pareto chart of the backlog to identify which tasks to prioritize, regardless of the product owner's input. C) Align the obstacles with the backlog item and work to remove the obstacles, leveraging management if necessary. D) Begin removing obstacles starting with the easiest ones progressing to the more difficult.
D. Direct the team member to update the lessons learned register. The project manager needs to capture any lessons learned from the resource while the information is fresh and to allow for any learned improvements to be implemented earlier. Tasks for the new project are not the current PM's concern. Training the replacement may be needed, but is not the primary issue or the best answer. Selecting a different person to fill the need is neither the PM's choice nor the most important aspect of the situation.
A project team member successfully completed all the tasks for which the team member was responsible. Now the functional manager asks the project manager to assign the team member to a similar project. What should the project manager do? A) Ask the functional manager for a checklist of tasks to be performed on the new project. B) Ask the team member to train a replacement for the original project. C) Identify a different team member that the functional manager should assign to the other project. D) Direct the team member to update the lessons learned register.
A. Follow the change management process By following the change management process the project manager will be taking the needed steps to initially gain approval, then to incorporate and communicate the changes within the project. Notifying stakeholders, updating of project requirements and modification of the WBS (if needed) will take place as components of the change management process.
A sponsor proposes a project scope change that is popular with the project team and key stakeholders. What should the project manager do? A) Follow the change management process. B) Notify stakeholders of the change. C) Update the project requirements. D) Modify the work breakdown structure (WBS).
D. Address and remove obstacles and blockers for the team. As per the new ECO task 1.7: Address and remove impediments, obstacles, and blockers for the team. This also falls into the servant leadership role a PM needs to have in Agile and hybrid environments.As a top priority, the need for the Project Manager is to remove the obstacles and blockers. The other answer choices are incorrect. Documentation is not a priority in Agile hybrid environments, hence adding blockers to the issue log and creating risk management plan can be done as a secondary step and hence is not the correct answer. The scenario described in the question does not indicate that the stakeholders are communicating with the team directly, hence this choice is not the correct answer.
A team is working on a project using a hybrid approach, and they are facing a lot of obstacles and blockers from some stakeholders. What should the project manager do to improve project performance? A) Add blockers to the issue log and risk management plan. B) Ask stakeholders to communicate with the project manager and not directly with the team. C) Empower the team members to remove obstacles and blockers. D) Address and remove obstacles and blockers for the team.
A. Rolling wave planning Rolling wave planning is an iterative scheduling technique that uses progressive elaboration to plan the project as it becomes clearer. The WBS is at the highest level for the one's that is in the future. Hence this option is the correct answer. Decomposition is a technique that is used to break deliverables progressively into smaller and manageable components. Hence this is not the correct answer. Expert Judgement is a technique in the project planning process that refers to making a judgment based on skill, expertise, or specialized knowledge in a particular domain or area. Hence this is not the correct answer. Project Templates is a structure that is created which will facilitate the Project Manager and the team to customize the work that will be carried out. Hence this is not the correct answer.
A vendor submits a high-level project schedule for a three-year project, including a detailed design-phase schedule. What does this describe? A) Rolling wave planning B) Decomposition C) Expert judgment D) Templates
A. Recognition Recognition - singles out an individual by recognizing them as worthy of more of the work that satisfies them. In this case, the high-performing team member is recognized for their work and is reassigned to a more strategic task. Risk Acceptance - There is no identified risk here hence the option is incorrect. Mentorship- the guidance provided by a mentor, especially an experienced person in a company or educational institution hence not the correct answer. Scope Change - a scope change comes into effect when there is a significant change that impacts project parameters to a defined, accepted work package or project, hence not the correct answer.
After success in a particulary challenging project phase, a project manager reassigned a high-performing team member to a more strategic task. This is an example of what? A) Recognition B) Risk acceptance C) Mentorship D) Scope change
C. Conduct the Perform Integrated Change Control process Performing integrated change control: It is great that the provider is picking up the cost however this still represents a change to the execution plan and will need to addressed accordingly. The WBS captures the scope of work. There is no change of scope driving a change to the WBS, nor does the WBS manage resources. Schedule slippage: There is a change to the execution plan that needs to be addressed accordingly. The schedule may need to be modified to capture any related task changes. Update project documents: The change control process will drive any needed document updates.
An external provider is late with the delivery of a finished item. As a measure of goodwill, and to maintain the project's schedule, the provider offers to bear the cost of renting a temporary system. Since no schedule slippage will occur, what should the project manager do next? A) Account for this additional resource in the work breakdown structure (WBS). B) Take no further actions because there is no schedule slippage. C) Conduct the Perform Integrated Change Control process. D) Update the project documents.
D. Revisit the project charter. In this case, the project manager has overstepped their boundaries by trying to change the plans of other projects without their consent. The project manager needs to revisit the project charter to remind themselves of their authority and the scope of their project. The other answer choices are incorrect, as none of these documents address the issue of the project manager overstepping their boundaries. The scope management plan is a document that describes the project's scope and how it will be managed; the SOW is a document that describes the work that will be done on the project and the deliverables that will be produced; and organizational process assets (OPAs) are knowledge, processes, documents, and tools that an organization has developed and accumulated over time.
During project initiation, a project manager realizes that their project is dependent on other projects and attempts to change the plans of these other projects. Other project managers feel that the project manager has overstepped boundaries. What should the project manager do? A) Revisit the scope management plan. B) Revisit the statement of work (SOW). C) Revisit the organizational process assets. D) Revisit the project charter.
C. Determine the root cause with the team in the retrospective meeting and suggest plan to address the deficiencies In the retrospective, the project manager and team should work to identify the root cause of the problem and suggest a plan to correct the deficiency in the next iteration. The other answer choices are incorrect. Accepting or rejecting an iteration's deliverable is part of the hybrid/agile process and for that updating project backlog; user stories dictate team performance so developing new features for replacement; seeking approval from the change control board is not applicable in an agile iteration.
In an iteration review, the definition of done (DoD) was not met. What is an appropriate way for the project manager to proceed? A) Ask the project sponsor to update the project charter and reassign the authorities and responsibilities. B) Request that the project team develop new features to replace the features that were rejected. C) Determine the root cause with the team in the retrospective meeting and suggest plan to address the deficiencies. D) Send a new change request to the change control board (CCB) for approval, adding budget to the baseline.
C. $1.1M $1.1M Schedule Variance = $ 3.2M Earned Value - $2.1M Planned Value (SEP) Tip: SEP - Strategic Execution Plan)
In the figure below, Project A is presented to the stakeholders. With an actual cost $2.2M and earned value of $3.2M, the planned value was $2.1M. What is schedule variance? A. $0.1M B. $1.0M C. $1.1M D. Not enough info to calculate
A. Conduct a stakeholder analysis. The project manager should use stakeholder analysis to decide the best customer engagement approach. Stakeholder analysis is a process of identifying and assessing the needs, interests, and potential impact of stakeholders on a project. It is a critical tool for project managers to use in order to develop and implement effective stakeholder engagement strategies. By conducting a stakeholder analysis, the project manager can better understand the customer's needs and expectations, and develop an engagement approach that is tailored to their specific requirements. The project manager can also identify and address any potential risks or challenges associated with the customer relationship.
The project manager has identified all internal and external stakeholders in a project. The project manager now has to determine the best stakeholder engagement approach. What should the project manager do first? A) Conduct a stakeholder analysis. B) Create a SWOT analysis. C) Develop a multicriteria decision analysis. D) Design a fishbone diagram.
A. A collaborative approach will boost motivation, learning, growth, and innovation around a project vision Collaborative leadership empowers teams to adapt to new challenges through a learning culture and shared vision. The other answer choices are incorrect because even in collaborative approach, all situations can't be documented in the form of project procedures. Directive approach will not boost team confidence, rather it will decease it and will not help the team to prepare for new changes.
To handle a change in requirements, a project team needs to be motivated and flexible to reprioritize tasks. What leadership style would help the team to perform well in changing and uncertain conditions? A) A collaborative approach will boost motivation, learning, growth, and innovation around a project vision. B) A directive approach will boost team confidence by ensuring that team members only work on the tasks suited to their qualifications. C) A collaborative approach will ensure that project procedures are well-documented and complete enough to cover all situations. D) A directive approach will prepare the team for frequent changes by adapting the project vision to new directions.
D. Consulted the stakeholders before following the established change process The project manager should have consulted the stakeholders before submitting the change request to the CCB. This would have allowed the stakeholders to understand the need for the change and to provide their input on how to implement it. By consulting the stakeholders first, the project manager could have avoided the issue of the stakeholders feeling blindsided by the change. The other options are not as good as consulting the stakeholders. Submitting a change request to the CCB without discussing it first with the stakeholders would have been a mistake. This would have made the stakeholders feel like they were not being heard and that their opinions did not matter. Running a what-if analysis to determine the impact of the change would have been a good idea, but it would not have been enough.
Two key stakeholders, who are also members of the change control board (CCB), complain they were not aware of an extension to the project schedule. The project manager knows that the extension was necessary to add value to the project. What should the project manager have done to avoid this issue? A) Submitted a change request to the entire CCB without discussing it first with the stakeholders. B) Run a what-if analysis to determine the impact of the change. C) Asked the project sponsor if there was any float in the project schedule. D) Consulted the stakeholders before following the established change process.
A. $0.2M Cost Variance = Earned Value - Actual Costs CV = $1.4M EV - $1.2M AC (Tip: C = E - A. or Cost Effective Approach)
What is the cost variance of Project A if the actual cost was $1.2M with the planned value being $1.6M. The Project Manager recently presented to stakeholders that the earned value was $1.4M. A. $0.2M B. $0.4M C. $2.8M D. $3.0M
