Examination Content

Outline

Task Wise Questions

& Answers
 1

People
Domain
Questions
Task 1.1 Manage conflict
1. An agile coach has been assigned to a team that has already completed several
iterations of their agile project. By the tension within the group and some mean
comments the team members exchange with one another, the coach suspects that
there are problems with the team's working relationships.
What is the agile coach's best course of action?

A. Observe the team's interactions over the next week

B. Allow the team to work virtually to minimize interactions
C. Escalate the issue to the human resources manager
D. Ignore the problem as agile teams are self-managing

2. A deliverable is comprised of several parts. Two team members disagree on how to

test it. One wants to test each part before the final assembly, while the other wants
to run very detailed tests on the completed deliverable once it's assembled. With
facilitation, they agree to test some parts before the final assembly and perform only
basic testing of the whole deliverable after it's assembled.
What was the conflict management technique used in this scenario?"

A. Smooth/accommodate
B. Force/direct
C. Compromise/reconcile
D. Withdraw/avoid

3. A project manager has just notified his supervisor that he has accepted a position
with a competitor. The supervisor is angry and accuses the project manager of
sabotage by leaving in the middle of a high-profile project. The project manager tries
to explain his position, but his supervisor continues yelling accusations. Finally, the
project manager turns around and exits the office.
What type of conflict management technique has the project manager used?"

A. Smoothing/accommodating
B. Compromising
C. Withdrawing/avoiding
D. Collaborating
4. Two team members continue to have arguments and opposing views on an issue. As
a project manager, you are becoming concerned that their disagreement could
affect their other tasks. You understand the issue but have not intervened hoping
they can resolve the issue between themselves.
Which of the following is the most appropriate action to take?

A. Meet with the two project members to facilitate solution

B. As project manager make an immediate and final decision
C. Escalate the issue to the sponsor
D. Get stakeholder input

5. Your software development project is in initiation. The sponsor wants to take

advantage of early revenue from incremental delivery and pushes to use an agile
approach. However, the team is strongly opposed to agile due to strife among the
team members. They insist on a predictive approach so they can work independently
with individual task assignments.
What is your best course of action to address these conflicts?

A. Apply an agile project management approach as requested by the sponsor

B. Recommend leading the project using a hybrid project management approach
C. Select a predictive approach to avoid conflict among the team members
D. Adopt an XP framework since it is agile, but team members work independently

6. An internal project will deliver a new tool to the performing organization for use by
its employees. The project team wants to use short development cycles to gain early
feedback and manage the high rate of change coming from the employees. The
training manager, on the other hand, insists on creating a detailed training plan
upfront to train the employees. What is the best way for the project manager to
resolve the conflict?

A. Avoid the conflict by escalating the issue to the project sponsor

B. Emphasize the commonalities between both approaches
C. Facilitate a compromise by adopting a hybrid approach
D. Force an agile framework to satisfy the project team
7. A scrum master is facilitating a sprint retrospective meeting. The meeting becomes
slightly contentious with first signs of conflict between several team members.
What is the best course of action for the scrum master?

A. Intervene immediately to avoid further escalation and damaged relationships

between the team members
B. Intervene only if the conflict becomes destructive and take a break if needed to
address individuals privately
C. Address the situation during the meeting to hold the individuals who are involved in
the conflict accountable
D. Do not intervene regardless of what happens since agile teams are self-managing
and can handle anything

8. You are leading a traditional waterfall project that incorporates Kanban to manage
the software development workflow. As the project team works to complete the
user stories captured on the Kanban board, the testers are getting into arguments
with the programmers regarding the completeness of work submitted for testing,
causing an increase to work in progress. What might you do to address the conflict?

A. Update the project schedule

B. Have the team revise their team charter
C. Update the resource calendar
D. Revise the team management plan

9. As a scrum master, you are leading a user story relative sizing exercise, when two
developers begin screaming at each other over the number of points that should be
assigned to a particular user story. You separate the two developers before the
argument becomes physical.
Considering this is not the first such incident, what should you do to try and resolve
the conflict?
A. Dismiss the meeting and meet with the developers afterward
B. Average the story point estimates provided by the two team members
C. Allow the developers to work out the issue on their own
D. Use the ideal time estimation method instead of story points
10. A project manager is leading a project that recently transitioned from a predictive
phase to an agile phase that will utilize Scrumban. As the development team reviews
the Kanban board, they begin arguing over who will complete the required user
stories. At an impasse, the project manager begins assigning the user stories to
specific team members. What might the project manager have done differently?

A. Facilitated an update to the team charter for the agile phase of the project
B. Avoided different project management approaches for different phases
C. Used eXtreme Programming framework instead of the Scrumban method
D. Nothing could have been done differently since conflict is unavoidable.

11. A vendor did not perform as contracted, so you are withholding payment as
stipulated by the contract. The vendor started using foul language and is calling you
names. Your team members are furious, and some of them have responded
similarly. Even though you are angry as well, you stay calm and handle the situation
with respect. Which of the following have you demonstrated by responding to the
situation in this way?

A. Conducted yourself in a professional manner

B. Proved to be loyal to the vendor
C. Protected team members from the fight
D. Boosted team morale

12. One of your project team members, who was responsible for several key
deliverables, has suddenly left the company. You overhear a heated debate among
the team members over what to do next. It sounds as if the team is split half want to
hire a new team member, the other half want to contract out the work. As the
project manager, you want to resolve this conflict in a way that solves the problem
and keeps the team unified. Which of the following approaches should you take?

A. Tell the team that you are in charge and will take disciplinary action if a consensus is
not reached
B. Agree with the team that a resource is needed, and urge one side to back down for
the sake of agreement
C. Ask the team members to find a compromise that would be acceptable to both sides.
D. Work with the team to research different options, present ideas, and come up with a
solution
13. You are leading a project with a critical time constraint and cannot afford any project
delays. An argument between two project team members over a report format to
document their testing results turns into a shouting match. The team members
draw you into their argument. You realize that resolving the conflict would delay the
project timeline. What is your best course of action?

A. Tell the team members to figure it out for themselves

B. Look for an approach that would completely satisfy both team members
C. Request that the team members return to work to avoid any further delays
D. Select the report format that you think is best and make the decision

14. The project manager and a stakeholder get into a heated debate about the
stakeholder's idea requiring a scope change to the project. The project manager
says the change will not be implemented and that the stakeholder must drop the
idea. The project manager emphasizes that she is the project manager, and the
decision is final. Should the project manager have responded differently to resolve
the conflict?

A. No; The project manager has the formal authority to make the final decision
B. Yes; The project manager should have discussed the idea with other stakeholde
C. No; The project manager was demonstrating the culture in which the company
works.
D. Yes; The project manager should have compromised with the stakeholder.

15. Two project team members are having a disagreement over how to approach a
minor technical detail. The project manager has little experience working with them,
and her technical knowledge is limited. What is the best action for the project
manager to take?

A. Abide by the decision of the most senior team member

B. Avoid being involved in the discussion and decision making
C. Stop the discussion and direct the team members to get back to work
D. Request the human resource department's representative to step in
16. As a scrum master, you are facilitating a retrospective for a sprint that failed to meet
all its objectives. Members of the development team and the product owner are
arguing over who is responsible for the failure. After performing a root cause
analysis, you uncover the source of the conflict. Of the following, what did you most
likely discover?

A. The product owner determined how many user stories were to be completed during
the sprint
B. The development team decided how many user stories were to be completed during
the sprint
C. You, as the scrum master, failed to assign user stories to the development team
D. The Gantt chart did not include enough story points

17. During a sprint retrospective, an issue is raised that some project team members are
slow to respond to inquiries resulting in degraded project performance. The
identified team members become defensive and claim that no standard had been
established for response times.

A. What might the agile leader do differently going forward to improve project
performance?
B. Report the underperforming team members to their functional managers for
disciplinary action
C. Update the lessons learned register with the delays caused by the slow response
D. At every subsequent retrospective, review the team's social contract and revise it as
needed
Task 1.2 Leading a Team
1. To reduce potential conflict and increase productivity, the project manager creates a
team charter with clear expectations of acceptable behavior and diligently enforces
the terms of the charter. Despite these efforts, team conflict has become a
significant issue and threatens the successful completion of the project. What could
the project manager have done differently to avoid this situation?"

A. Have the human resources department provide a preapproved team charter

B. Allow the project team to develop the team charter
C. Conduct more frequent performance appraisals
D. Create a team member of the month award

2. A high-performing project team is on track to complete the product development

within the remaining two iterations. Unfortunately, the project manager gets
severely sick and won't be able to come back to work for the rest of the project
duration. It's unclear how soon if at all, the organization will be able to find a
replacement. What should the team do?

A. Take a self-study course on effective project management

B. Self-organize to reduce user stories that may hinder project completion
C. Rotate the facilitator's role among the team members
D. Postpone project work until a new project manager is assigned

3. The project manager and project team have worked together for many years. There
is a deep sense of community and collaboration. Everyone knows their stuff and gets
better with every project.
Which leadership style of the project manager is most effective in deepening those
connections?"

A. Communications leadership
B. Servant leadership
C. Transformational leadership
D. Charismatic leadership
4. As a new project manager, you have kept your project on track by relying on control
and focusing on the bottom line. Although the project team is doing what has been
asked of them, they feel that they are being micromanaged and lack the autonomy
to make independent decisions for the betterment of the project.
How might you improve the performance of the team?"

A. Become a more inspirational leader by improving your management skills

B. Ask the project team to focus more on systems and structure
C. Develop leadership skills to inspire trust and focus more on the horizon
D. Focus your attention more on operational issues and problem-solving

5. During a sprint retrospective, the project team suggests purchasing a 3D printer to

print out product prototypes. The team says that their work would be more efficient
with the printer and allow the project to be completed ahead of schedule. The
organization does not have access to such a printer and purchasing it would put the
project over budget. What action, if any, should the scrum master take?"

A. Thank the team for their suggestion and tell them they need to do more with less
B. Acquire the printer for the team using the project's management reserves
C. Escalate the issue to the project sponsor to see if additional funds can be
allocated
D. No action is necessary since the expense would put the project over budget

6. Your project team is about to begin the adjourning stage of team development. How
can you best support your team during this process?

A. Reward the team with a celebration meeting and ensure that the team members are
reassigned
B. Conduct a kick-off meeting so the team can learn about the project and their roles
and responsibilities
C. Provide support as needed so the team can continue to function as a well-organized
unit
D. Utilize conflict management skills to ensure the environment does not become
counterproductive
7. A project involves a diverse group of stakeholders and team members from different
cultures across the world. The project manager decides to use a social media tool to
enhance communications on the project. However, this would require everybody to
create an account for the tool to interact with others. What is likely to be the biggest
issue that the project manager will face?"

A. The cost of the tool may be so high that it would negate the benefits of using the
tool
B. The fact that everyone uses different computers and mobile devices for access
C. Social media tools should never be allowed as a platform for project communications
D. Some project stakeholders and team members would be reluctant to use the tool

8. A project manager is developing the project schedule and wants to empower the
team with more decision-making authority than past projects. He creates a Gantt
chart that displays activities down to the work package level of the WBS, which are
assigned to the team rather than individuals. He then records the work packages in
the backlog of a Kanban board. How might the project manager use inspirational
motivation to empower the team through idealized attributes and behaviors?"

A. Adopt a Laissez-faire leadership style

B. Incorporate the elements of a servant leader
C. Utilize management by exception
D. Use a transformational leadership style

9. As the project unfolds and the team delivers product increments in a two-week
cadence, the project leader notices that the productivity of the most experienced
developer diminishes. A private conversation reveals that the developer is not
motivated enough. When asked what would improve their motivation, the developer
replies that they want more autonomy. What is the best course of action for the
project leader?

A. Allow the developer to work on the most important user stories in the product
backlog
B. Ask the rest of the team members to more frequently interact with the
developer
C. Separate the developer from the team and block all interactions between them

D. Permit the developer to establish their own work hours and delivery cadence
10. After a few iterations, a highly respected and experienced member of the scrum
team is reassigned to another project. The company decides not to replace the team
member since the project does not have a firm deadline. The remaining team
members are relatively inexperienced. They get frustrated and discouraged by the
change, and their performance declines. What should the scrum master do to
address the issue?"

A. Request that the team members' functional managers take disciplinary action
B. Seek to replace the departing team member with another highly experienced
individual
C. Adopt a laissez-faire leadership style to boost morale and productivity of the
team
D. Provide the team members with encouragement and additional development
opportunities

11. A project manager is leading a retrospective for a project that is running behind
schedule and over budget. Feedback from the meeting suggests that the project
manager was too focused on problem-solving and operational issues and did not
effectively inspire and motivate the project team. What could the project manager
have done differently to have been more successful?

A. Focused more on the bottom line

B. Spent more time developing the project team and providing a vision for project
success
C. Directed the team using positional power
D. Emphasized the administrative aspects of the project

12. It has been decided that a project will be managed using an agile framework. The
project is now in execution. In this adaptive environment, what should be the focus
of the project manager?

A. Performing detailed product planning and delivery

B. Building a collaborative decision-making environment
C. Holding the project team accountable for deadlines
D. Planning what will be accomplished during each iteration
13. You have been assigned to manage a project midway into its execution since the
previous project manager was transferred to another division within the company.
As you review the documentation on the project, you realize that a project charter
was never established. What is your best course of action?

A. Establish a project charter at the point where you entered the project
B. Continue the project without a project charter
C. Terminate the project because a project cannot exist without a project charter
D. Wait and see if a project charter is necessary

14. A project manager has developed a comprehensive project management plan,

including a fully elaborated WBS and detailed project schedule. Despite these
efforts, the project is running behind schedule because the change control board
(CCB) is unable to cope with the high volume of changes, even though they were
approved by the product owner. What is the project manager's best course of action
to get the project back on track?

A. Request the termination of the existing project and seek approval to initiate a
new project that will utilize agile methodologies
B. Update the project schedule to reflect the delays caused by the change control
board's (CCB) long process times
C. Seek approval to bypass the change control process and have the project team
collaborate directly with the product owner
D. Instruct the product owner that the project is using a predictive model, which
means most of the changes should be rejected

15. A small organization with one project manager decides to transition from a
traditional waterfall project management approach to agile. However, the relevant
organizational personnel lacks experience with agile methodologies. The
organization has elected to use hybrid life cycles as a transition strategy. What else
should be done to facilitate the transition?

A. Replace the existing project manager with an experienced external agile coach
B. Establish a directive project management office (PMO) to lead the transition
C. Eliminate the project manager's role entirely as agile teams are self - managing
D. Contract an external agile coach to assist the organization with the transition
16. An organization has decided to gradually transition from traditional methods to
hybrid and then agile. A consulting firm has been hired to lead the process and
advise management. To start the process, the consultants emphasize that with this
transition, the role of project leaders will have to change from command-and-control
top-down approach to agile servant leadership. What will this transition mean for
the project leaders in their day-to-day work?

A. Assigning tasks to the team, monitoring and controlling project work

B. Managing user stories and tasks specified in the product backlog
C. Setting the direction for the team, providing guidance, facilitating work
D. No change will be required since the leader's role remains the same

17. The project is struggling. The project team looks to you for leadership. What should
you do?

A. Work with the executives to reduce stress from the team

B. Offer help in analysing and resolving technical issues
C. Provide guidance, motivation, and direction to the team
D. Apply the strategic and business industry expertise

18. A project manager is leading a hybrid project with all but one project aspects being
managed using a waterfall framework. The product of the project will be developed
using an incremental and iterative approach with regular customer feedback and
reviews. The project manager is currently conducting an analysis to the stakeholders'
influence. What should the project manager take into account during this analysis?

A. Stakeholder influence will remain strong throughout project execution

B. Stakeholder influence will be the greatest after the product is released to the
market
C. Stakeholder influence will be greatest during requirements gathering and then
decline
D. Stakeholder influence is not affected by the project management framework
19. As the iteration retrospective goes on and uncovers problems, the agile coach
notices unhealthy dynamics among the team members, biased opinions, and
unstated assumptions. To recognize, analyse, and resolve the problems, the coach
suggests that the team gathers unbiased well-balanced information and applies
inductive, deductive, and abductive reasoning. Which of the following will help the
team the most in adopting the agile coach's suggestion?

A. Periodic deliveries
B. Flow-based estimating
C. Critical thinking
D. Cross-cultural communication

20. Project execution is just getting underway, and the project team is still in the forming
stage of team development. What might the project manager do first?

A. Create the team charter for the team

B. Create the project resource management plan
C. Schedule a team building meeting
D. Move the team to the performing stage of team development

21. An agile project leader wants to ensure that the product vision does not fade away in
the team members' minds throughout the course of the project. Which of the
following would be the best way for the agile leader to achieve that goal?

A. Present the product vision statement at the kickoff meeting

B. Upload the product vision statement to the company's internal website
C. Email the product vision statement to all project stakeholders
D. Re-communicate the product vision at the beginning of each iteration
22. One of the project manager's key responsibilities is to motivate the project team to
achieve maximum productivity and increase the probability of project success. In this
respect, according to Maslow's hierarchy of needs, which of the below is most
correct?

A. Physiological needs such as food water and sleep must be met before financial
compensation, recognition, and social relationships can significantly motivate the
team.
B. All workers fit into two groups, X and Y. The X group avoids responsibility, does
the least work possible, and requires constant supervision. Those in the Y group
are willing to work without close supervision and want to achieve
C. All motivators can be divided into hygiene factors that must be satisfied, such as
working conditions and salary; and motivating agents such as responsibility and
recognition.
D. There are three universal motivators: achievement, affiliation, and power. In
every person, one of these three will dominate the other two.

23. You and your project team hold a meet-and-greet with stakeholders from a different
country. Feedback after the meeting indicates that your project team felt the
stakeholders were distant and aloof as they kept stepping back when engaged in
conversation. Whereas, some of the stakeholders thought the project team was too
pushy and did not respect their personal space. What could have helped you to
avoid these perceptions?

A. Better cultural awareness

B. Improved political awareness
C. Conducting the meeting virtually
D. Applying conflict management skills

24. Your current project has just completed a phase that used a predictive project
management approach. The nature of the next phase requires that the project team
will utilize agile. You want to empower the team for this transition and ensure that
the team members understand how their roles and responsibilities will change.
What should you do first?

A. Work with the team to define the purpose so they can engage and coalesce
around the goal for the phase
B. Use network to implement solutions to remove impediments, obstacles, and
blockers for the project team
C. Determine communication methods, channels, frequency, and level of detail for
all project stakeholders
D. Assess and prioritize impact on project backlog based on changes in the external
business environment
25. A change request to repair or replace a defective component as necessary has been
submitted and approved. The cost difference between repairing and replacing the
component is negligible. The project manager asks the seven-member team how to
proceed, but the team members, after a lengthy discussion, are not able to reach an
agreement. What is the best course of action for the project manager?

A. Allow the discussions to continue

B. Facilitate a formal meeting with the project team members
C. Escalate the issue to the project sponsor
D. Have the project team members vote to reach a decision

26. Your project team functions as a well-organized unit. The team members are
interdependent and work through issues smoothly and effectively. What is your
best course of action?

A. Provide clear direction on the project objectives and the behavior expected from
the team members
B. Help the team to get through their struggle by ensuring they listen to each other
and understand their differences?
C. Ensure the team resolves conflicts quickly and continues to work collaboratively
and step-in only when needed
D. Serve as a gateway between the project team and the stakeholders and delegate
decision making to the team members

27. A project manager has taken over a project that has been in execution for a few
months. He ran into problems right away. He has had difficulty getting sign off on
decisions, he doesn't have the authority to acquire the equipment necessary for the
project, the stakeholders and the project team have differing opinions about the
objectives and the outcome of the project. What is the most likely source of these
problems?

A. Weak leadership skills

B. Lack of a project charter
C. Lack of a project management plan
D. Lack of a procurement management plan
28. You are drafting a stakeholder engagement plan for a software development project.
The product will be built using a scrum framework. You want to ensure that the
stakeholders' level of influence on product development is analyzed and categorized.
What is your best course of action?

A. Submit a change request to update the stakeholder register

B. Wait until the stakeholders attend the first sprint review
C. Suggest that the product owner use a power / influence grid
D. Conduct the analysis yourself using hierarchical charts

29. Your project is a few days into execution. You are concerned because you notice that
your project team members hardly speak to one another, aside from polite small-
talk, and do not seem to be collaborating very much. As the leader of the team, you
are playing a dominant role during meetings and begin to wonder if there is
something wrong with your project team. According to Tuckman, what stage is being
described?"

A. Storming
B. Performing
C. Forming
D. Norming

30. Due to the size and complexity of an upcoming project, two scrum teams will be
assigned. However, only one scrum master can be allocated to lead both teams. All
of the scrum team members are very experienced and high-performing. What
strategy might the scrum master employ to support both project teams effectively?"

A. Refuse to accept the project as scrum mandates the use of one scrum master per
team
B. Assume an autocratic management style to provide direction and clarity to the
teams
C. Provide leadership training to the development team before the start of the
project
D. Combine the daily standups of both teams to save time by only attending one
meeting
31. With each consecutive sprint, the project team members get an increased number of
external requests resulting in time fragmentation and reduced productivity. At the
project retrospective, the team puts the blame on the project manager. The team
members state that the project manager provided insufficient:

A. Diversion shield
B. Scope stability
C. Leading indicators
D. Work in progress

32. In order to support the continuous development of your project team, you schedule
monthly skill-building meetings. Lately, the meetings have become contentious and
veered off topic. What might you do to make the meetings more productive?

A. Covering applicable human resources policies and procedures at the start of the
meeting
B. Providing individual training opportunities rather than using a group setting
C. Canceling the meetings if they become counterproductive
D. Reviewing the team charter with the project team

33. An agile project is ahead of schedule. During the daily scrum, a developer states that
his request to gain access to a corporate data repository has been denied, and he
will be unable to complete his tasks if the issue is not resolved soon. What action
should the scrum master take?"

A. Take no action since the project is ahead of schedule

B. Direct the developer to escalate the issue to the corporate management
C. Suggest that the developer's tasks are swarmed by the team
D. Take ownership of the issue and investigate the reason for the denial
34. A project manager is leading a scrum team with a product development project. The
resource management plan provides the project manager broad discretion for
recognition and rewards. To cover the cost of recognition and rewards, a budget has
been allocated and accounted for in the cost baseline. What is the best strategy for
the project manager to use these funds?

A. Add the rewards and recognition funds to the contingency reserves and
distribute the remaining amount to the team at the end of the project
B. Set up a recognition dinner at the end of each sprint to show appreciation for the
efforts and hard work the team members have been doing
C. Hold a competition between the team members and award all the money to the
developer whose software has the least number of escaped defects
D. Distribute the money to the team members in proportion to the number of story
points each team member completes as the project progresses

35. A project manager focuses on systems and structure to accomplish project goals. As
a result, the project manager has a strained relationship with the project team.
Although the current project is trending to meet project objectives, excessive
turnover of the project team threatens the project. For self-improvement, what type
of skills should the project manager spend time developing?

A. Management skills
B. Operational and problem-solving skills
C. Leadership skills
D. Administrative skills

36. A team member working in a matrix organization has produced two major
deliverables that failed to meet the quality specifications. The project coordinator
tried to clear up misunderstandings about the specifications, but the quality issues
persisted. The project coordinator approached the employee's functional manager
to help resolve the problem. What kind of power is the project coordinator asking
the functional manager to invoke?

A. Persuasive
B. Expert
C. Coercive
D. Legitimate
37. The project was a tremendous success. The project exceeded expectations by
coming in under budget and exactly on schedule. To celebrate the success, a party
was announced and scheduled for the project team. The party will be financed from
cost savings that have been added to the contingency reserves. But as the project is
closing, the project manager and other stakeholders are feeling it is better to use the
funds allocated for the party to shore up future business with the customer and
appease the project sponsor. What should be done with the funds allocated for the
party?

A. Applied to develop additional features

B. Reassigned back to the organization
C. Provided to the customer
D. Spent on the party as planned

38. A project manager is having difficulty getting project team members to meet their
weekly performance targets. The project manager has provided team training and
team-building activities, but so far these and other efforts have been unsuccessful.
The project manager would like to use a reward system to incentivize team members
to meet their performance goals. What should the project manager do first?

A. Give rewards to team members who meet their performance goals at the end of
the project
B. Give all team members a salary raise to help motivate them
C. Hold a contest where team members can compete for prizes
D. Consult the resource management plan
Task 1.3 Support Team Performance
1. During project execution, after investing in the training of your project team
members, you notice that one of them consistently exceeds expectations while
performing her tasks. To have the project benefit from the team member's skills and
reduce the risk of missing defects in the project deliverables, you have tasked the
team member to handle the most advanced quality inspections. Where would you
record the new duties of this team member?

A. Resource calendar
B. Project team assignments
C. Risk register
D. Quality inspection report

2. A project team is producing deliverables incrementally in order to take advantage of

early revenue. The project is trending to meet all of the baselines. However, the
project manager has determined that the team's velocity has been 50 points for each
of the first five sprints with an SPI of 0.83 over the same time period. How should the
project manager respond to the team's performance?

A. Submit a change request to revise the project schedule baseline

B. Suggest that the team set more realistic goals during sprint planning
C. Crash the schedule in order to get productivity back on track
D. Assign the team 60 story points for each sprint going forward

3. To schedule team building activities, the project manager wants to find details on
the availability of the team members so that the meetings would have a minimal
impact on the project team assignments. What should the project manager do?

A. Look at the resource calendar

B. Review the project team assignments
C. Check with the team members
D. Consult the project schedule
4. A project has just completed a phase that utilized a traditional waterfall approach.
The next phase will use Scrum. The project manager wants to ensure that the most
appropriate recognition and rewards system is integrated into each phase. How
should the project manager adjust the recognition and rewards criteria for the
upcoming phase?

A. Change the recognition criteria from individual performance to team-based

performance
B. Recognize those individuals that effectively transition from T-shaped to I-shaped
C. Base the criteria on how effectively the team completes the scope as originally
planned
D. Reward the project team that completes the most story points within the
organization

5. In an effort to get your new project team to be as cohesive as possible, you have
been conducting a series of on-site team-building activities. You believe that your
efforts have helped team members improve both their interpersonal relationships
and the level of trust in the team. What should you do next to determine if your
efforts have been successful?

A. Monitor the team engagement matrix

B. Develop a team charter
C. Conduct team performance assessments
D. Create a responsibility assignment matrix (RAM)

6. The latest iteration in the project went far better than the first iteration. Some claim
it was the increased communication. Others credit the change in the social media
strategy. While others feel it was due to the inclusion of a training course. What
should the project manager do to make the next iteration even more successful?

A. Include another training course in the next iteration

B. Update the lessons learned register with what worked well
C. Double the communications in the next iteration
D. Increase the usage of the social media tools in the next iteration
7. Throughout a project, the project team's overall performance should be evaluated to
identity specific training, assistance, or changes needed to improve performance.
Using the results from formal or informal evaluations, the project manager can take
action to resolve issues, modify communication, address conflict and strengthen
team interaction. Which of the following would be used in this situation?

A. Team performance assessments

B. Work performance reports
C. Enterprise environmental factors
D. Project team assignments

8. You are a scrum master leading an agile project team that has been consistently
meeting the goals set for each iteration. The product owner is pleased with the
team's progress, and the performance measurement baseline shows no deviations.
However, you feel that one team member is less productive than the others. What is
the most appropriate feedback approach for you to take in this situation?

A. Allow the project team members to address the issue if they deem necessary
B. Direct the underperforming team member to work extra hours to bridge the gap
C. Call out the team member's low productivity at the upcoming iteration
retrospective
D. From the next iteration onward , assign the team member the easiest user
stories

9. For the third consecutive time, at the end of each iteration, a software application
developed by the team fails during the Control Quality process conducted by the
quality assurance department. This situation causes rework for the product and a
delay in the project schedule. The project manager wants to reduce the feedback
loop to the shortest possible interval. What is the best course of action for the
project manager?

A. Shorten the iteration length

B. Reduce the size of the user stories
C. Revise the schedule baseline
D. Suggest pair programming to the team
10. Gold plating had been an issue with your current software development project.
However, you found that ever since instituting daily stand - up meetings , no more
features or functionalities that the customer did not request have been introduced
into the project . What is your best course of action to prevent gold plating for the
remainder of the current project and on future projects?

A. Bring up the topic during the project retrospective

B. Capture the best practice in the lessons learned register
C. Gold plating adds customer value and should not be prevented
D. Ensure that the scope management plan includes daily stand - up meetings

11. A project manager has just returned from vacation and wants to get a project
update. The project team outlines several issues and describe how each issue was
addressed. The project manager is impressed with how smoothly and effectively the
team has addressed the issues even in the absence of leadership. What stage of
team development is being demonstrated in this scenario?

A. Norming
B. Performing
C. Excelling
D. Forming

12. A project manager is in the process of developing a project team to enhance project
performance. Which of the following activities is the project manager least likely to
perform in support of this resource management process?

A. Recognizing and rewarding good performance

B. Creating an environment that facilitates teamwork
C. Ensuring that the resources are available as planned
D. Providing timely feedback and support as needed
13. A software developer on an agile project team has discovered that adding a second
computer monitor has increased productivity by reducing the time spent opening
and closing screens. The company has extra monitors in storage, so cost is not an
issue. As an agile coach, you want this practice to be adopted by the rest of the team
members. What is your best course of action?

A. Discuss the best practice with the project team during the project retrospective
B. Have the project team member share the best practice during the upcoming
iteration retrospective
C. Request the PMO to establish a new corporate policy that all developers should
use two monitors
D. Pull the extra monitors out of storage and assign one additional monitor to each
developer

14. As the project manager working on a large, multi-year project, you have conducted
an extensive series of training and development activities for the team. This has
greatly benefited both the team and the productivity of the project, resulting in a
very successful initial year. What should you use to ensure that your team members
will be recognized for their performance after they leave the project?

A. Lessons learned register

B. Project team assignments
C. Personnel assessment
D. Team charter
Task 1.4 Empower Stakeholders
1. You are working for a company with an organizational structure type that is best
described as organic or simple. You have been assigned a project to upgrade the
computers at a retail store. To complete the project, all you need is for the
company's information technology (IT) specialist to load the software. The IT
specialist states that they are busy with another project. With the deadline now in
jeopardy, what is your best course of action?

A. Approve overtime for the IT specialist

B. Recommend project termination
C. Escalate the issue to the owner
D. Install the software yourself

2. Your software development project has an approved project management plan that
will incorporate an iterative approach as well as constraint-driven delivery to
complete the project on time and budget. You have empowered the development
team with a high level of decision-making authority, and the team has established a
stable velocity that is exceeding expectations. Which of the following decisions is
least likely to be delegated to team members?

A. Moving up the release date in response to the accelerated delivery of features

B. Adjusting the project schedule with the tasks assigned to the team
C. Determining how many features will be developed by the release date
D. Deciding the number of story points for inclusion in each iteration

3. An agile project to build a new company website is being implemented using a lean
product development approach. The project manager delegates some of the duties
to the team lead as well as encourages the team members to make local decisions,
including managing their workflow. What is the project manager trying to achieve?

A. Waste elimination
B. Fast failure
C. Team empowerment
D. Workflow visualization
4. A project manager oversees a team consisting of a business analyst and three
software developers. The team released a prototype to the customer for review and
just finished gathering new requirements for the next project iteration. After
reviewing the requirements documentation, the project manager discovers that
some of the requirements were never documented. In this scenario, who would be
the person responsible for gathering and documenting business requirements?"

A. The customer
B. The project manager
C. The developers
D. The business analyst

5. A project has been chartered to replace the current company's file storage system.
An external vendor provides the hardware, and an internal team develops the
software. The team is self-organizing and comprised of generalized specialists. The
team suggests working iteratively with the vendor, but the vendor refuses.
Therefore, only software will be developed iteratively. What project management
approach would work best for this project?

A. Hybrid
B. Waterfall
C. Agile
D. Predictive

6. You have just drafted a document which, at a high level, will ensure a common
understanding by the stakeholders of key deliverables, milestones, and the overall
project risk. Before you wrap up the current process, what should you do?"

A. Obtain approval of the document you have drafted

B. Conduct a project kick-off meeting
C. Obtain approval of the project management plan
D. Pre-assign key project team members
7. A project is divided into phases. Each phase consists of tasks involving design,
development, testing, and integration. You have developed a project charter, and
the project sponsor has just signed and approved the charter. The purpose of this
document includes all of the following, except:

A. To provide a formal record of the project

B. To provide a direct link between the project and the company's strategic
objectives
C. To show organizational commitment to the project
D. To authorize functional management responsibilities to the project manager

8. A company needs to purchase a 3D printer for a project in the planning stage. The
project manager assigns a project team member to be responsible for acquiring the
3D printer while two other team members will be trained on operation and
maintenance and can then be consulted when needed. What tool or technique is
most useful in documenting these responsibilities for future reference?

A. Requirements traceability matrix

B. Project team directory
C. RACI chart
D. Probability and impact matrix

9. A project manager is in the execution stage of a construction project. Poor weather

conditions that have hampered progress on the project caused the project to fall
behind schedule. Additionally, two of the vendors have been unable to perform as
contracted. The project manager now needs to implement the responses planned
for these risks. What tool or technique will be most valuable to the project manager
in this scenario?

A. Influencing to encourage risk owners to take necessary action

B. Facilitation to improve the effectiveness of risk responses
C. Networking to interact with project stakeholders and develop contacts
D. Probability and impact matrix to assess the odds that the risk responses will be
successful
10. A project manager has been asked to manage a new project that the organization
about to undertake. Which of the following tasks should the project manager do
first?

A. Start developing the project management plan

B. Obtain approval for the project charter from the sponsor
C. Talk to the functional managers to secure resources
D. Meet with the customer to gather detailed requirements

11. An agile team is working to meet an aggressive release goal. The scrum master has
recently noticed that the performance of one of the developers has dropped and the
developer seems to be participating less in group discussions. What should the
scrum master do?

A. Request the rest of the team members to back the workload of the developer
B. Discuss the developer's performance issues at the sprint retrospective meeting
C. Meet with the developer privately and try to determine what motivates them
D. Look for a replacement because agile teams require the best talent available

12. A project manager has written a charter but has been unable to get the charter
approved by senior management. His manager has asked him to begin the project
without the charter. What is the best thing for the project manager to do?

A. Proceed with the project, but document the lack of project charter in the risk
register
B. Focus on other projects that have project charters
C. Start working on the project management plan
D. Refuse to proceed with the project

13. You are leading a project team that will consist of a mixture of internal employees
and contractors, and you have decided to use a chart that will ensure the assignment
of roles and responsibilities is clear. The table has a list of activities as well as an
indication of which team member is accountable, responsible, providing
consultation, or is an information resource for the activity. Which of the following
choices describe this chart?

A. Responsibility assignment matrix (RAM)

B. Control chart
C. Resource breakdown structure
D. None of these
14. A multi-phase project will deliver a self-driving car. Most phases have well-defined
requirements, a clear cost structure, and a fixed schedule. The prototype phase is
characterized by high variability. To maximize focus and collaboration, the project
manager decides that the prototype phase will be performed by a self-organizing
team of generalizing specialists. Which of the following is the project manager trying
to avoid by putting together this collaborative team?

A. Improved communication
B. Increased time for decision making
C. Better knowledge sharing
D. Higher flexibility of work assignments

15. During a daily standup meeting, the project manager goes from one team member
to another questioning each one on the work they have accomplished and
reprimanding them for the slow progress the team made so far. The meeting lasts
for almost an hour and turns into a status meeting. What should the project
manager do differently to avoid the next standup meeting turning into a status
meeting?

A. Use a timer configured to alarm 30 minutes after the start of the meeting
B. Switch the development life cycle from adaptive to predictive
C. Ask a team member to facilitate the standup instead of the project manager
D. Only focus on issues that represent roadblocks and impediments to progress
Task 1.5 Training
1. An organization that is steeped in a predictive project management approach has
decided to adopt hybrid methods as a transition strategy to agile project
management. A pilot scrum project has been chartered and scrum roles and
responsibilities assigned. The project manager wants to ensure the optimal delivery
of value to the customer. What should the project manager do next?

A. Assign story points to prioritize the product backlog

B. Request that the team use the MOSCOW method
C. Schedule scrum training for the product owner
D. Decompose the WBS into scrum user stories

2. A project manager has just taken over during the first phase of a project, which is
running ahead of schedule. Each phase of the project will require different
competencies, and the project manager needs to understand what training should
be provided to the team in preparation for the upcoming phases and when this
training will be needed. What is the best course of action?

A. Consult the project schedule

B. Talk to the human resources department
C. Review the resource calendars
D. Examine the training management plan

3. As part of its transformation to agile, an organization selects a pilot team for a

project to develop a software tool. An agile coach is assigned to the team to guide
them throughout their transition. For the first few iterations, the coach works with
the project manager and team to coach them on agile practices and assign tasks to
the team members. What is the agile coach's best course of action to determine if
the team has acquired the required skills to perform the upcoming iterations without
coaching?

A. Attend daily standup meetings

B. Conduct product demonstrations
C. Hold iteration retrospectives
D. Carry out team building activities
 4. To determine the budget for your project, you aggregate cost estimates of the work
packages and send the draft budget to the sponsor for review. The sponsor replies
with a request to remove training costs for the project team arguing that since the
product will be developed by a self-organizing agile team, the team members can
self-study the missing knowledge. How should you respond to the sponsor?

A. Explain that even if the team members may learn the missing skills on their own,
the budget will still have to cover the time the team will spend to close the
knowledge gap since the team will be less productive during that period.
B. Agree with the sponsor that self-organizing agile teams have the ability to self-
educate themselves on the missing knowledge and remove the amount
accounted for the training of the team members from the project budget
C. Request that the sponsor submit a change request to remove the costs of
training for the team members and, after the change control board approves the
request, update the cost baseline and project budget accordingly
D. Facilitate a meeting between the sponsor and the team and suggest that the
sponsor uses the fist of five voting technique to determine the level of support of
the team to self-educate themselves on the missing knowledge"

"

5. You are leading a research and development project where knowledge in specific
areas is essential to project success. You want to understand what knowledge your
team possesses as a group and what knowledge is missing. What should you do?

A. Review the source breakdown structure

B. Examine the project knowledge register
C. Review the lessons learned repository
D. Check project management information system

6. An organization that manages its projects using waterfall has decided to adopt scrum
as the development approach for all of its future projects. You have been assigned to
lead an upcoming project. You follow the resource management plan to acquire the
project team when you realize that the team members are unfamiliar with scrum.
What is your best course of action?

A. Schedule a scrum workshop and include the cost in the project budget
B. Let the team learn scrum by doing the job because agile teams are self-
organizing
C. Schedule a scrum workshop and request training funds from the organization
D. Request the organization to replace the team with the one that has experience in
scrum
7. It has been determined that due to the lack of local resources for the new project,
the project team members will have to be hired from different countries worldwide.
The project manager has concerns that miscommunication and misunderstanding
among the team members might be an issue. What is the project manager's best
course of action to address these concerns?

A. Implement an online tool to enable the team members to chat among

themselves
B. Enroll the project team members in cultural training to raise cultural awareness
C. Nothing; the business world has been multicultural for so long that there should
be no issues
D. Funnel all communications through the project manager to avoid
miscommunication

8. As a result of extensive training and development activities specified in the resource

management plan, all of the teams working on the project perform at their best.
However, as the project progresses, one of the teams sees substantial turnover. You
realize that the team will need specific training and coaching to align its performance
with the rest of the teams. What is the best approach for you to take in this
situation?

A. Conduct individual and team assessments

B. Repeat the training regime for the team
C. Create project work performance reports
D. Review the resource management plan

9. Your marketing project started with a team comprised of junior graphics designers.
Throughout the project, you have invested heavily in courses to strengthen the
proficiencies of the team members. Now, you are evaluating the professional
knowledge of each team member. What would be most likely updated as a result of
your efforts?

A. Project team assignments

B. Skill assessments
C. Individual and team assessments
D. Team-building activities
10. You are a project manager working with a new team on a project using Scrum best
practices. You know that the team members have little experience in Scrum and will
need some training. Where would you document training needs and strategies
required for your team members for this project?

A. Team management plan

B. Project management plan
C. Physical resource management plan
D. Team charter

11. As a project manager, you recently completed a project team performance appraisal,
and a previously unknown competency gap in technical skills was uncovered, which
needs to be addressed. What should you do next?

A. Implement the response planned for this risk

B. Conduct unplanned training to address the competency gap
C. Consult the training management plan
D. Let go of the staff who have technical skill gaps

12. You are preparing for an upcoming software development project. The project will
be initiated and planned using a predictive approach, while the development team
will use Kanban. A budget has been established for training, and you need to
determine how to allocate those funds. What is your best course of action?

A. Send the development team to a seminar on maximizing WIP

B. Provide training to transform T - shaped people into I - shaped people
C. Deliver training to convert I - shaped people into T - shaped people
D. Train the team on how to best prioritize the features to be developed

13. To better use existing knowledge and to create new knowledge for a project, the
project manager is looking for ways to identify any knowledge gaps. Which of the
following would help the project manager the most to complete this process?

A. Bid documents
B. Resource breakdown structure
C. Quality metrics
D. To-complete performance index
14. A project manager has just been hired to lead a project, which is already in the
execution stage. Even though the project team members demonstrate strong social
relations and collaborative working environment, the project manager wants to
improve the performance of the team and provide the training necessary to achieve
the project's objectives. Among the following, what should the project manager do
first?"

A. Evaluate the team members' current skills and competencies

B. Provide one of the courses offered by the company
C. Schedule a project retrospective
D. Conduct a team building activity

15. An inspection of a shipbuilding project has identified consistent welding failures in

critical components resulting in substantial rework, schedule delays, and budget
overruns. A quality management team has been tasked to identify the root cause of
the problem. The team has determined that inadequate welder training was the
predominant reason. What should the project manager do next?

A. Request an audit by the enterprise quality team to confirm the root causes of the
issue, its impact on the project, and the cost of future rework.
B. Request extra budget money to cover the cost of the welding rework and
additional inspection teams.
C. Determine training options and prepare a quality report with a summary of the
issue and recommendations for corrective actions.
D. Meet with the welders to emphasize that the quality of work is unacceptable and
that future failures will result in disciplinary action

16. As the project progresses, the project manager finds pair programming to be
particularly effective in transforming highly specialized team members into
generalizing specialists. Although this type of on-the-job training had not been
included in the project management plan, the project manager wants to ensure that
this XP technique is used for the remainder of the project. What should the project
manager do next?

A. Instruct the project team to use pair programming as one of the extreme
Programming (XP) techniques going forward and update the project
management plan accordingly
B. Discuss pair programming at the next iteration retrospective and submit a
change request to include this technique into the knowledge management plan
C. Include the knowledge gained about the pair programming in the lessons learned
register and submit a change request to revise the resource management plan
D. Update the lessons learned repository with the information regarding eXtreme
Programming (XP) and indicate how it can be used to improve productivity
17. A project to roll out a new payroll system for the organization has been completed.
Training the employees on the new system was a key deliverable in the scope
baseline. The training was provided to all employees in a single class but proved
inefficient as the payroll department was overwhelmed with incorrectly filled out
timesheet forms, which delayed paychecks. What might the project manager have
done differently to prevent the incorrectly submitted timesheets?

A. Conducted a project retrospective to gain insights into the problems that

occurred
B. Included the approval of overtime and bonuses for the payroll department as a
risk response
C. Captured the problem in the issue log and assigned an owner for monitoring
D. Incorporated incremental delivery along with retrospectives in the project
management plan

18. A company undertakes its first hybrid project. The project schedule is measured
against the baseline, and the product is developed using Scrum. Agile training is
provided to the team. The project completion date is due, and the team submits
what they were able to complete so far. The customer inspects the product and
indicates that an important feature was not delivered. What was the most likely
reason that caused this situation?

A. The project team refused to work evenings and weekends to complete the entire
product backlog
B. A product owner was not included in agile training or was not even assigned to
the project
C. The project team did not consult with the customer on how to prioritize the
product backlog
D. The schedule baseline was too short for all the items in the product backlog to be
developed
19. A project is carried out using traditional methods. To produce project deliverables
more frequently, the project manager wants to incorporate some agile practices into
the team's work. An agile coach is brought in to conduct a workshop with the project
team. What should the project manager do next to verify that the team has acquired
the agile skill set needed to meet the project objectives?

A. Facilitate a focus group to evaluate the effectiveness of the workshop and then
prepare a team performance assessment
B. Schedule a team-building event to enhance team cohesiveness, improve
collaboration, and strengthen interpersonal skills
C. Hold a retrospective and then submit a change request to update the lessons
learned register with the knowledge gained
D. Update the RACI chart with the agile knowledge and skills acquired by the project
team members during the workshop

20. You have been assigned to lead an agile phase within an otherwise traditional
waterfall project. On your first day on the project, you conduct an introductory
meeting with the development team, and it becomes apparent that some of the
team members have gaps in their skillsets to function as generalizing specialists.
What should you do first?

A. Check with the human resources department what plans they have put in place
for the development of the project team members throughout the various
project phases
B. There is no need to develop the team members towards becoming generalizing
specialists since agile methodologies stress the importance of subject matter
experts
C. Review the resource management plan to gain an understanding of what training
and development activities have already been put in place for the project team
members
D. Submit a change request to update the cost baseline and the schedule baseline
to account for the costs and time required to be allocated for training of the
team
Task 1.6 Build a Team
1. To hire independent contractors for the project team, the project manager follows
the resource management plan and advertises the opportunity on social media. The
response is overwhelming. After narrowing down the list of applicants to those
qualified for the project work, the project manager has a much larger than
anticipated candidate pool. What should the project manager do next?

A. Apply the source selection criteria to the candidate pool

B. Submit a change request to update the resource management plan
C. Update the lessons learned repository
D. Use multicriteria decision analysis to select the independent contractors

2. A project manager is leading a six-member agile team. The team's current velocity
and the number of story points remaining in the backlog indicate that the project is
trending to meet the schedule baseline. Midway into project execution, the project
sponsor informs that three team members are being reassigned to a new higher
priority project and will not be replaced. What should the project manager do next?

A. Provide the sponsor with a formal letter that the project is terminated since
achieving the project objectives is unrealistic with the remaining resources
B. Request the remaining team members to run three more sprints to determine a
new velocity so that a new project completion date can be estimated
C. Mandate the use of overtime and allocate bonuses for the remaining team
members to bridge the gap and ensure that the project objectives are met
D. Submit a change request to revise the schedule and/or scope baseline based on
the remaining resources and evaluate the options on how to proceed
3. You are in the process of implementing the resources management plan for your
technology development project. The plan indicates that a team performance
assessment should be conducted monthly to support continuous improvement
efforts. The project is characterized by high variability and is following an agile
lifecycle for product development. How should you approach the team development
strategy for this project?

A. Incorporate the use of attitudinal surveys into the daily standup meetings and
apply the outcomes derived from them to create the monthly team performance
assessments
B. Conduct project retrospective to gain insights into how the team can improve
their processes, and use the knowledge gained to create the team performance
assessments
C. Incorporate individual and team assessments into the existing iteration
retrospective meetings and use the information obtained to create the monthly
team assessments
D. Submit a change request to remove the requirement for the monthly team
assessments as agile teams are self-organizing and work in the absence of
centralized control

4. An agile leader has been tasked with putting together a team for a complex software
development project with an aggressive schedule planned to be completed in six
months using an adaptive development approach. Most of the team members will
be hired externally, and the remaining members will be brought from within the
performing organization. What hiring strategy will support the team's and project's
adaptability and resiliency?

A. Select individuals with broad skill sets as well as experts with knowledge in each
required skill area
B. Choose team members with extensive knowledge of change control processes
and procedures
C. Identify each required skill area and select the team member that has the best
qualifications for that area
D. Seek team members who will be able to complete the project in four instead of
six months
5. The project team that you are managing is entirely virtual and distributed all over
the country. You know that as the project progresses, your team will learn things
and gather more information about the project. You would like to ensure all that
knowledge and information does not get lost. By managing project knowledge, you
can improve current project results as well as support future projects. Which of the
following will you need to remember when managing knowledge on this project ?

A. Managing project knowledge only involves documenting information so it can be

shared.
B. Managing project knowledge only involves obtaining lessons learned.
C. Explicit knowledge can be easily shared but isn’t always understood correctly.
D. Tacit knowledge is easy to organize and index .

6. You have been assigned to lead an agile project. However, when you meet with your
team for the first time, you realize that due to various company's imposed
constraints, most of the team members would not be able to be 100 % dedicated to
the project. What is your best course of action?

A. Switch the development approach from agile to scrum

B. Increase iteration length from two to four weeks
C. Offer rewards to the team members to work overtime
D. Adjust assignments based on individual capacity

7. During project execution, some of the project team members are working in
different cities. It has come to the attention of the project manager that these team
members are multitasking during video conference calls and missing vital
information. As a result, team cohesion is lacking which has caused the project to fall
behind schedule. What tool or technique could the project manager use to address
the issue and get the project back on schedule?

A. Colocation
B. Virtual team
C. Communication technology
D. Cross-functional team
8. You have just taken over a project in the middle of the fourth of five phases. The
project is running behind schedule which is attributed to poor performance of the
project team. You want to improve their performance and avoid repeating past
mistakes. What should you do first?

A. Review the project team assignments

B. Examine the lessons learned register
C. Check out the team charter
D. Meet with the team and ask for their input

9. An agile project enters its third iteration. Even though the team diligently adheres to
agile best practices, the scrum master feels that there is something wrong with the
team dynamics. Each team member works independently, and during scrum events,
the team members are not open to one another and avoid conflict. In what stage of
the Tuckman development model does the team currently operate, and what can
the scrum master do to help the team to move onto the next stage?

A. Storming; the scrum master needs to help the team navigate the conflict towards
high performance.
B. Norming; the scrum master needs to help the team put conflict aside as unhealthy
and nonproductive.
C. Performing; the scrum master needs to ensure conflict is mitigated to keep the team
members on task.
D. Forming; the scrum master needs to help the team acknowledge that conflict is
productive and necessary.

10. You are leading a project to transform an organization from a predictive project
management approach to agile methodologies. At regular intervals throughout the
project, as part of team development, you conduct individual and team assessments
to evaluate the team's knowledge and comfort levels with agile. What should you do
with these assessments after they have been completed?

A. Include the assessments in the resource management plan for future reference
B. Share the assessments with the team during the iteration retrospective meetings
C. Update the skill assessments' section of the enterprise environmental factors
D. Post the results of the skill assessments on the project information radiator
boards
11. A project manager is looking to replace one of the agile team members who left to
take another position. After interviewing several applicants to backfill the position,
the project manager narrows down the list to four individuals. Which of the
following candidates should the project manager hire?

A. An expert senior software developer who works well with others

B. An individual with a diverse skill set to be able to play many agile roles
C. A candidate with development experience on a wide range of products
D. New to agile and easily trainable as they do not have any bad agile habits

12. A project to build a new production line is in execution. A change request was
submitted and approved to apply corrective action to a component of the new
production line. The implementation of the change request requires technical
knowledge that no one on the project team has. What should the project manager
do to resolve this situation?

A. Bring in a qualified consultant

B. Escalate the issue to the project sponsor
C. Defer the change request
D. Document the issue in the issue log

13. To comply with the customer's contract, the project must use a certified agile
practitioner to lead and coach the project team. However, the only certified agile
practitioner employed by the company was just assigned to another project. The
project manager must now hire an independent contractor to serve as the agile
coach, which delays the start of project execution. Which of the following may have
helped to avoid the delay in executing the project ?

A. Documenting the potential unavailability of the agile coach in the project

assumption log
B. Using different verbiage in the resource management plan to remove the
requirement for an agile coach
C. Assigning a different team member from the company to serve as the agile coach
D. Securing the internal agile certified practitioner with a pre - assignment when
this requirement was first identified .
14. You are the project manager for a project that is in its early stages. During a meeting
, your boss informs you that senior management would like you to include a
particular staff member on your project team because of their necessary expertise .
You have not recruited any other team members, and the project has not even been
formally authorized yet. How should you handle senior management's request ?

A. Deny the request because the project manager should be the one to acquire
project resources.
B. Accept the request, since identifying specific resources for the project can occur
as part of the early planning process.
C. Accept the request only after you have finished creating the project management
plan.
D. Deny the request since you have not had an opportunity to verify that the
individual has the proper skills.

15. As project execution begins, the project manager acquires the project team and,
based on project needs, decides that the team will use Scrum to develop the product
of the project. After conducting an assessment of the project team's Scrum skillset,
the project manager realizes that according to the Shu - Ha - Ri model, the team is at
the Shu level. What should the project manager recommend to the team ?

A. Request project termination

B. Modify Scrum to fit the project needs
C. Develop a new agile method
D. Closely follow Scrum ceremonies

16. While the first phase of a construction project was a success, one of the two lead
architects suddenly had to resign from her position due to a conflict of interest
within the company. What should the project manager do immediately to manage
the team composition?

A. Write a work performance report to generate awareness of the lead architect's

departure
B. Update the project organizational chart to reflect the team change
C. Review the change management plan and submit a change request
D. Use float on the critical path to prevent schedule slippage due to this new risk
Task 1.7 Servant Leadership
1. As an agile team works its way through the seventh iteration, a new stakeholder
joins the project. The stakeholder frequently contacts the team members to request
information and question their methods. The scrum master notices that the
productivity of the team drops. What is the best course of action for the scrum
master?

A. Remove impediments and roadblocks that interfere with the team's progress
B. Encourage the team to interact with and address the needs of the stakeholder
C. Isolate the team from the stakeholder and any other external influences
D. Provide the team with anything they need to be more motivated and productive

2. A significant safety issue has been discovered in one of the project deliverables.
Resolving and testing the issue would require two weeks of additional work. The
project manager is unsure if the team members and the testing lab required to
complete this work will be available during those two weeks. What should the
project manager do first?

A. Review the resource requirements document

B. Ask the project sponsor for additional resources
C. Check resource availability in the resource calendar
D. Submit a change request to update the schedule baseline

3. A project manager is leading a project to update computer systems. Unfortunately,

inadequate training of users on the new system has caused an increase in
transaction times. After implementing the risk response, the project manager has
collected data on average transaction times, which will be required to assess the
effectiveness of the risk response. What should the project manager do next?

A. Implement the fallback plan

B. Update the risk report with the new information
C. Report the findings to the stakeholders in accordance with the communications
management plan
D. Use technical performance analysis to evaluate the transaction time data
4. You are working in a matrix environment, and your project team has recently been
reduced by three team members. As a result, you will need more time from a team
member who only spends 50% of their time on your project. Which of the following
will have the most significant impact on your ability to acquire more of this
employee's time?

A. Decision making
B. Issue log
C. Training
D. Influencing

5. As a project manager, you monitor resource availability and determine that a

machine, which is needed for the testing is down for unscheduled maintenance,
which will cause a two-day delay. To avoid the delay, you check alternatives and
discover that you can swap this type of test with another activity. What tool or
technique did you use?

A. Acquire Resources
B. Problem solving
C. Contingency reserve
D. Control Resources

6. The equipment that is used to connect parts has broken. The maintenance crew has
begun repairs and ordered replacement parts per the response plan. The crew
expects the equipment to be down for at least three days. What should the project
manager do next?

A. Submit a change request to update the procurement management plan

B. Inform all affected stakeholders of the situation and the response plan
C. Order extra parts to store in the warehouse in case the machine breaks again
D. Document the knowledge gained in the lessons learned register
7. A traditionally managed project is using Scrum to develop the project deliverables.
The agile release plan calls for the recently completed MVP to be deployed into
production. However, the quality assurance (QA) department rejects the MVP,
stating that the department's policies and procedures do not address the
implementation of interim deliverables. After recording the issue on the impediment
board, what should the project manager do next?

A. Submit a change request to update the quality control measurements

B. Request the project sponsor's help with obtaining the necessary approvals
C. Ignore the QA department's opinion and release the MVP as scheduled
D. Ask the project team to deliver a feature-complete product before deployment

8. An agile coach is holding a training session for project managers in an organization

that is transitioning from a traditional to an agile project management approach. The
coach explains how the role of the project manager changes with this transition.
Which of the following would the project managers do the least after the transition
is complete?

A. Coaching and supporting the project team members

B. Fostering collaboration between the team and stakeholders
C. Encouraging the distribution of responsibility to the team
D. Tracking and presenting the team's status to the organization

9. During the current sprint, the product owner's availability has been limited due to
other commitments. At the daily standup, the team members complain that they
cannot get answers from the product owner, and, as a result, the development of
the product increment is delayed. What is the best course of action for the scrum
master?

A. Let the senior developers make the product decisions

B. Contact the product owner on behalf of the team members
C. Mention the availability issue during the sprint review
D. Discuss the availability issue at the sprint retrospective
10. During a sprint retrospective, the team members complain that the business analyst
has been unresponsive to clarify the work package to be developed in the sprint. As
a result, the work package has not been accepted by the customer. The scrum
master reaches out to the business analyst and requests them to collaborate with
the team during the upcoming sprints. What else should the scrum master do?

A. No further action needed as the problem is resolved

B. Report a work ethics violation to the human resources department
C. Continue monitoring the business analyst's involvement
D. Instruct the team to fix the work package to meet customer needs

11. Late in a project, a key team member leaves the company. The project manager
realizes that he does not have enough team members to meet the hard deadline. At
a weekly status meeting, the project manager discusses several options with his
project team, including authorizing additional overtime, hiring subcontractors, or
bringing in additional resources from another project team within the company.
Which resource management technique does the project manager use?

A. Cost - benefit analysis

B. Alternatives analysis
C. Problem solving
D. Interpersonal skills

12. A scrum master is conducting a daily standup. Each member of the development
team states that their work has been stalled due to various blockers. As a result, the
entire development team has been idled, and the schedule baseline is in jeopardy.
What should the scrum master do first?

A. Attempt to resolve the problems during the meeting

B. Analyze and prioritize the blockers
C. Assign the team to work on another project in the meanwhile
D. Escalate the issue to the project sponsor
13. You and the project management team have been vigilant about observing different
aspects of the project to ensure the project is progressing as planned. Currently, you
are using performance data generated during project execution to determine if the
status of overall project risk has changed, if the project assumptions are still valid, if
contingency reserves for cost or schedule require modification, and if project
strategy remains valid. What process are you performing?

A. Plan Risk Responses

B. Monitor Risks
C. Plan Risk Management
D. Identify Risks

14. As a project manager, you are leading a project, where you have twelve
programmers. Two of them have just handed in their letters of resignation. This
realized risk had been identified and accounted for during the planning stage of the
project. If no action is taken, you will not meet your deadline. What should you do
next?

A. Crash the schedule

B. Submit a change request to update the schedule baseline
C. Review the risk register
D. Perform the Plan Risk Responses process

15. Preorders for the new product you are developing have significantly exceeded
expectations, and current production will not meet demand. This situation presents
the company with a significant threat and opportunity. You need to take action to
mitigate the negative impact of the risk and enhance the opportunity. You know this
risk was captured during the Identify Risks process but are unsure of the risk owner
and the agreed-upon risk response. What should you do next?

A. Review the project charter

B. Hire external contractors and crash the schedule
C. Review the risk register
D. Review the requirements traceability matrix
16. After losing a member of her high performing team, the project manager
implements the response planned for this risk by hiring an independent contractor.
However, as a result of adding the new team member, the team is thrown back to
the storming stage of team development, and the project falls behind schedule. How
might the project manager have avoided this situation?

A. Developed a response plan for the residual risk

B. Established sufficient contingency reserves
C. Developed a response plan for the secondary risk
D. Established sufficient management reserves

17. Your project team is located in a building that undergoes renovation. During project
execution, the power goes out. You know that response plans were made in the
event of a power outage which includes the use of a generator, fuel, and an
uninterruptible power supply, but you cannot recall where all these items are
located. What should you do next?

A. Review the risk register

B. Read the risk management plan
C. Implement the agreed-upon risk response
D. Search any storage areas of the building for the supplies

18. As a project manager, you are leading a project, where you have twelve
programmers. Two of them have just handed in their letters of resignation. This
realized risk had been identified and accounted for during the planning stage of the
project. If no action is taken, you will not meet your deadline. What should you do
next?

A. Crash the schedule

B. Submit a change request to update the schedule baseline
C. Review the risk register
D. Perform the Plan Risk Responses process

19. Preorders for the new product you are developing have significantly exceeded
expectations, and current production will not meet demand. This situation presents
the company with a significant threat and opportunity. You need to take action to
mitigate the negative impact of the risk and enhance the opportunity. You know this
risk was captured during the Identify Risks process but are unsure of the risk owner
and the agreed-upon risk response. What should you do next?

A. Review the project charter

B. Hire external contractors and crash the schedule
C. Review the risk register
D. Review the requirements traceability matrix
20. After losing a member of her high performing team, the project manager
implements the response planned for this risk by hiring an independent contractor.
However, as a result of adding the new team member, the team is thrown back to
the storming stage of team development, and the project falls behind schedule. How
might the project manager have avoided this situation?

A. Developed a response plan for the residual risk

B. Established sufficient contingency reserves
C. Developed a response plan for the secondary risk
D. Established sufficient management reserves

21. Your project team is located in a building that undergoes renovation. During project
execution, the power goes out. You know that response plans were made in the
event of a power outage which includes the use of a generator, fuel, and an
uninterruptible power supply, but you cannot recall where all these items are
located. What should you do next?

A. Review the risk register

B. Read the risk management plan
C. Implement the agreed-upon risk response
D. Search any storage areas of the building for the supplies

22. During the current sprint, the product owner's availability has been limited due to
other commitments. At the daily standup, the team members complain that they
cannot get answers from the product owner, and, as a result, the development of
the product increment is delayed. What is the best course of action for the scrum
master?

A. Let the senior developers make the product decisions

B. Contact the product owner on behalf of the team members
C. Mention the availability issue during the sprint review
D. Discuss the availability issue at the sprint retrospective
23. During a sprint retrospective, the team members complain that the business analyst
has been unresponsive to clarify the work package to be developed in the sprint. As
a result, the work package has not been accepted by the customer. The scrum
master reaches out to the business analyst and requests them to collaborate with
the team during the upcoming sprints. What else should the scrum master do?

A. No further action needed as the problem is resolved?

B. Report a work ethics violation to the human resources department
C. Continue monitoring the business analyst's involvement
D. Instruct the team to fix the work package to meet customer needs

24. Late in a project , a key team member leaves the company. The project manager
realizes that he does not have enough team members to meet the hard deadline. At
a weekly status meeting , the project manager discusses several options with his
project team , including authorizing additional overtime , hiring subcontractors , or
bringing in additional resources from another project team within the company .
Which resource management technique does the project manager use?

A. Cost - benefit analysis

B. Alternatives analysis
C. Problem solving
D. Interpersonal skills

25. A scrum master is conducting a daily standup. Each member of the development
team states that their work has been stalled due to various blockers. As a result, the
entire development team has been idled, and the schedule baseline is in jeopardy.
What should the scrum master do first ?

A. Attempt to resolve the problems during the meeting

B. Analyze and prioritize the blockers
C. Assign the team to work on another project in the meanwhile
D. Escalate the issue to the project sponsor

26. You and the project management team have been vigilant about observing different
aspects of the project to ensure the project is progressing as planned . Currently ,
you are using performance data generated during project execution to determine if
the status of overall project risk has changed , if the project assumptions are still
valid , if contingency reserves for cost or schedule require modification , and if
project strategy remains valid What process are you performing?

A. Plan Risk Responses

B. Monitor Risks
C. Plan Risk Management
D. Identify Risks
Task 1.8 Negotiate Agreements
1. In a matrix organization, a project manager requests that a department manager
allow one of the departmental staff members to contribute to the project. The
project manager proposes a plan on how to best schedule and share the resource for
the duration of the project. What technique is the project manager using?

A. Resource calendar
B. Negotiation
C. Decision making
D. Pre-assignment

2. An agile team is in the middle of a sprint when the sponsor asks the project manager
to stop work on several user stories in the current sprint. With a recent news
announcement of new technology soon to hit the market, the sponsor is inclined to
think that these user stories would be of little value. What should the project
manager do?

A. Remove the user stories indicated by the sponsor from the sprint backlog
B. Ignore the sponsor's input and instruct the team to proceed as originally planned
C. Contact the product owner and ask if the user stories are still a priority
D. Conduct market research to confirm the announcement of the new technology

3. A project manager meets with the team to decide on the technology to be used on
their upcoming agile project. At the end of the meeting, the project manager obtains
consensus from the team on the choice of technology.
Which of the following agile practices do the project manager and the team
demonstrate in this situation?

A. Cross-functional training
B. Self-organization
C. Participatory decision making
D. Collaboration
4. An agile team is midway through a sprint when a key stakeholder approaches the
project manager with a new requirement. The stakeholder claims that the
requirement is must-have. The change management plan provides that all changes
should pass through the change control board (CCB). What is the best course of
action for the project manager?

A. Reprioritize the backlog of the current sprint and instruct the project team to
develop the new must-have requirement
B. Reject the requirement since new requirements can be requested only by the
product owner and change control board
C. Hold a sprint retrospective to determine why the requirement was not identified
during the Collect Requirements process
D. Ask the stakeholder to discuss the new requirement with the product owner and
have them submit a change request

5. A project manager is leading a product development project within a centralized

organizational structure. One of the project team members has left the organization
and needs to be replaced if the project goals are to be met. The project manager has
identified an employee within the organization that has the necessary skill set to fill
the vacancy. What should the project manager do first?

A. Submit a change request to update the schedule baseline

B. Negotiate with the employee's functional manager
C. Discuss the staffing situation with the project sponsor
D. Reassign the identified employee to the project team

6. Senior management is considering a project to replace the company's inventory

tracking system, and the pre-project work is underway. At this point, the project
needs assessment has just been completed. What should be done next?

A. Selecting a new inventory tracking system

B. Acquiring project team members
C. Carrying out the project kick-off meeting
D. Identifying key project deliverables
7. The scrum master sees that a team member has been missing the standup meetings.
As a result, there has been poor coordination of daily activities and a negative impact
on project performance. When confronted, the team member states that his
functional manager has been asking him to complete critical tasks outside the
project. What should the scrum master do?

A. Review the team charter with the team and revise as needed
B. Negotiate with the functional manager for an alternative time to complete the
other work
C. Allow the project team members to resolve the issue on their own
D. Escalate the issue to the product owner and ask that they prioritize the backlog
accordingly

8. A project manager is facilitating a kick-off meeting with project stakeholders. The

project will be managed traditionally, but its deliverables will be developed
incrementally over the course of ten 2-week iterations. Some of the stakeholders are
wondering about the approach used to accept the deliverables. How should the
project manager respond?

A. The deliverables will be tested and accepted as part of iteration retrospectives.

B. The deliverables will be reviewed and accepted as part of the project closure
activities.
C. The deliverables will be accepted by end-users as part of the early adoption
program.
D. The deliverables will be reviewed and accepted incrementally throughout the
project.

9. A project sponsor is reviewing a draft of a project charter, which was created by the
project manager. The project sponsor notices that a key element is missing from the
charter. Which of the following tasks might have the project manager overlooked
during the pre-project work?

A. Identification of detailed requirements

B. Identification of subjective project objectives
C. Identification of key deliverables
D. Development of a project scope statement
10. It comes to the attention of the project manager that some of the vendors do not
receive project communications, although the project management plan has specific
instructions as to how project information should be shared with vendors. What
might be the most likely reason that has caused this issue?

A. Neglecting to include vendors in the project communications register

B. There is no issue; vendors are not supposed to receive project communications
C. Forgetting to perform the Develop Project Management Plan process
D. Failing to review the agreements as part of the Identify Stakeholders process

11. A newly formed agile team is creating the working agreements for their current
project. What would an agile coach recommend to the team as part of this process?

A. Have every team member contribute as many working agreements as possible

B. Conduct a workshop where all team members collaborate on drafting working
agreements
C. Do not create any working agreements since agile teams are self-organizing
D. Bring in an experienced facilitator to draft and approve the working agreements
for the team

12. You are assisting a project sponsor with the development of a document, which
authorizes a product development project. Currently, you need to identify the
project's key deliverables for inclusion in the document. What might you do to
obtain this information?

A. Ask the project sponsor for a copy of the project charter

B. Research the company's organizational process assets
C. Invite the project sponsor and other key stakeholders to join a conference call
D. Look at the project scope statement

13. After having disagreements to determine the best approach to develop the product,
the agile team members meet with the project manager to discuss the issue.
However, after a very long meeting, the team is unable to reach a consensus. To
avoid any schedule delays, it is essential that an approach be selected by the end of
the meeting. What is the project manager's best course of action?

A. Call the project sponsor and have them make the decision
B. Suggest that the team use a simple voting technique.
C. Tell the team to create a user story that will determine the approach.
D. Recommend that the team carry out an architectural spike.
14. To develop a charter for the project you have been recently assigned to lead, you
have reviewed the business documents and studied the agreements. You lack the
information about the key project deliverables which should be included in the
charter. What is the best way to obtain this information?

A. Facilitate a meeting with key stakeholders

B. Ask the project sponsor for their advice
C. Review the project scope statement
D. Talk to the end users of the project

15. A project manager was asked to prepare a document, which the project sponsor will
sign to authorize a new software development project. Which of the following will
the project manager want to include in this document?

A. A work breakdown structure (WBS)

B. The key project deliverables
C. A project schedule
D. The project budget

16. A project is looking to procure a series of products to be developed in tandem with

the project. A single supplier must be able to build out the products and provide
services to the project team as the team works on the multitude of other
components. To best manage the quality of the long-term procurement need, what
is the best practice?

A. Require the seller to deliver earlier than needed to accommodate repairs of poor
quality deliverables
B. Reduce the number of metrics to optimize the cost of quality and associated
assets
C. Tighten the quality standards at various points in the project to ensure the seller
is staying aware of changing conditions
D. Form a relationship with the seller to build cooperation and mutually lasting
solutions
17. A few days before the end of the last iteration, the team informs the project
manager that they will be unable to finish two work packages, A and B, because the
WBS is insufficiently refined. The team thinks they might be able to complete
package A on time but will need an additional week to complete package B which
has a higher priority. What is the best course of action for the project manager?

A. Extend the iteration length in order to finish both packages A and B

B. Instruct the team to complete package B since it has a higher priority
C. Instruct the team to complete package A since it can be done on time
D. Consult with the product owner and make a decision accordingly

18. A project manager creates a procurement statement of work ( SOW ) from the
project scope baseline . The scope of the SOW , however , is not yet well defined ,
therefore the project manager decides to contract with a vendor to provide an agile
team of programmers . The contract is structured with fixed - price increments
based on user stories. How might the project manager verify that the vendor has
met the contractual obligations?

A. Wait until the team completes the development of all user stories specified in
the SOW
B. Request the product owner to approve or reject user stories during a sprint
review
C. Validate the user stories as soon as they are completed at any point during a
sprint
D. Conduct a procurement audit with the vendor each time a sprint retrospective is
held

19. To engage the newly identified stakeholders in the project at the earliest opportunity
, the scrum master suggests inviting them to the upcoming sprint review meeting to
demonstrate to the stakeholders that the team is moving in the right direction and
get feedback from the stakeholders about what the team has accomplished. Which
of the following is another reason for inviting the stakeholders to this meeting ?

A. To reflect on the team performance

B. To prioritize high - risk user stories for the next sprint
C. To reprioritize the release backlog
D. To discuss the high - level plans for the next sprint
20. You review the WBS of your project and realize that due to the lack of in - house
expertise , some of the deliverables will need to be outsourced to a vendor .
However, the requirements for these deliverables are not well-understood at the
moment. Therefore, you decide that the outsourced portion of work will need to be
managed using an agile framework. What is your best approach in negotiating an
agreement with the vendor ?

A. Seek an informal agreement rather than a formal contract

B. Secure a fixed - price contract for the outsourced scope
C. Negotiate aggressively for the most advantageous terms
D. Pursue a shared - risk - reward contract relationships

21. Four vendors have responded to a bid request on your project . Which of the
following vendors should you select based on the expected monetary value ( EMV ) ?

A. Vendor 1 with an 80% probability of success and profit of $ 20,000

B. Vendor 2 with a 90% probability of success and profit of $19,000
C. Vendor 3 with a 75% probability of success and profit of $ 18,000
D. Vendor 4 with an 85% probability of success and profit of $ 20,000

22. You are in the initiation stage of a project that aims to deploy and then maintain the
robotics for an automated production line for a returning client. In the project
charter, you need to include the agreed mean time to recover (MTTR) in the event of
a breakdown. What should you do to find this information ?

A. Do nothing since agreements are not yet available during project initiation
B. Refer to the procurement management plan
C. Review any emails or other correspondence with the client
D. Check the service level agreement with the client
Task 1.9 Stakeholder Collaboration
1. A project manager has completed the development of the project management plan,
which has just been reviewed and approved by the project sponsor and relevant
stakeholders. The project manager now needs to communicate the start of project
execution to inform stakeholders and gain commitment. What is the best way to
accomplish these objectives?

A. Email the project management plan to the team and stakeholders

B. Publish the project management plan on the company website
C. Conduct a kick-off meeting with the project team and stakeholders
D. Delegate the responsibility to one of the project team members

2. For your latest project, you have finalized the project management plan, which has
just been reviewed and approved by the project sponsor and other relevant
stakeholders. Your next step is to conduct a kick-off meeting to announce the start
of project execution. To ensure the best possible outcome for the kick-off meeting,
you want to know if there is any relevant information that can be gleaned from past
project kick-off meetings. What is your best course of action?

A. Review the lessons learned register

B. Meet with participants of past kick-off meetings
C. Check the enterprise environmental factors for information from past projects
D. Research the organizational process assets

3. A project to revise procedures to streamline company operations will be

implemented over the course of 12 iterations. The agile leader and product owner
are concerned that once the new procedures are implemented, the employees
might revert to their old habits resulting in a loss of benefits realization. What is the
best strategy to address this issue?

A. Ensure that the company's policies and procedures documents are updated
B. Stress the benefits of the changes during the project kickoff meeting with key
stakeholders
C. Dedicate the first six iterations to the eradication of the employees' old habit
D. Include user stories for post-project activities that will reinforce the change after
implementation
4. During the development of the project management plan, the project manager
learns that past projects suffered from scope creep, ineffective change control
process, and low stakeholder satisfaction. To ensure the current project is managed
better, the project manager decides to institute regular interactions with the
stakeholder community throughout the project. Which of the following would be the
least likely outcome of the project manager's decision?

A. Reduced scope
B. Mitigated risk
C. Reduced cost
D. Greater trust

5. To smooth the onboarding process for a group of new hires, a project manager
would like his team to impart their working knowledge of the internal client culture
and unwritten rules to the new staff. Thus, a training meeting was conducted, but
the team did not actively participate in sharing information, raising concerns, or
asking questions. What is the most likely reason?

A. Meetings are not an efficient way to share and transfer knowledge with new
team members
B. The team has not yet built trusting relationships to feel free to ask questions,
express concerns, or share knowledge
C. The new hires are younger professionals who are accustomed to more
interactive and entertaining training
D. Relying on discussions instead of having the team members document their
knowledge in a lessons learned register

6. The first phase of your project was completed successfully. However, during
execution of the second phase, you receive questions about the phase objectives,
and there seems to be confusion surrounding stakeholder roles and responsibilities.
You have also noticed that the commitment level of the stakeholders has declined
compared to the first phase. What strategy should have been used to avoid this
situation?

A. Conducting a kick-off meeting at the start of each phase

B. Carrying out a team-building exercise with the project stakeholders
C. Conducting the project in a single phase
D. Assigning a different project manager for each phase of the project
7. Executive stakeholders are failing to engage in a project. What is the best course of
action for the project manager?

A. Do nothing as executives are superior to project managers

B. Escalate the issue to the project sponsor
C. Work with the executives to improve their engagement
D. Update the stakeholder register

8. During project execution, the sponsor informs the project manager that a new
influential stakeholder has just joined the organization and will be responsible for a
few aspects of the project. What is the best course of action for the project manager
to learn about the stakeholder's requirements and expectations?

A. Revise the stakeholder engagement assessment matrix

B. Submit a change request to update the stakeholder engagement plan
C. Update the RACI chart with the responsibilities of the new stakeholder
D. Schedule a meeting with the new project stakeholder

9. A project with a tight budget to update an inventory control system is underway. A

key stakeholder submits a request to replace all barcode scanners. The request is
rejected by the CCB. The stakeholder contacts the project manager and insists that
replacing all the scanners is necessary as some of the existing units are broken. The
project manager is concerned that the stakeholder may become resistant to the
project if the issue is not addressed promptly. What is the best course of action?

A. Offering to assist the stakeholder by submitting a change request to replace only

the broken scanners
B. Explaining that the project budget does not include funds for the replacement of
the scanners
C. Referring the stakeholder to the project sponsor since the issue is beyond the
authority of the project manager
D. Promising the key stakeholder that the replacement of the scanners will be
included in the next project
10. As project execution begins, the project manager hears that many stakeholders are
unhappy with the way they are involved in the project. After meeting with some of
the stakeholders, the project manager reviews the project management plan and
submits a change request to incorporate an agile practice into one of the plan's
components. Which of the following did the project manager most likely include in
the change request?

A. Shielding the team from interruptions

B. Replacing the WBS with a product backlog
C. Engaging with stakeholders directly
D. Delivering working software more frequently

11. After seven sprints of an agile project have been completed, several stakeholders
reach out to the project manager, expressing concern that the project's status is not
transparent. Currently, project progress is only disseminated at the monthly steering
committee meetings. What is the best course of action for the project manager?

A. Conduct the steering committee meetings after each sprint

B. Invite the stakeholders to attend the steering committee meetings
C. Deploy big visible charts (BVCs) and ask the team to update them daily
D. Have the team provide the status to the stakeholders on a weekly basis

12. The last project iteration has just begun. After reviewing the information radiators,
the project manager realizes that the team will be unable to complete all the
remaining work planned for the project. It is evident that without adding more
developers, either the schedule baseline will be unattainable, or some work
packages will have to be removed from the WBS. What is the best course of action
for the project manager?

A. Raise the issue with the team at the next iteration retrospective
B. Meet with the product owner and suggest crashing the schedule
C. Request that the scrum master find the root cause for the delay
D. Ask the team to work overtime to meet all the project objectives
13. After several sprints , the project team encounters significant resistance to the
required changes from some of the impacted stakeholders . The resistance to the
change poses a threat to the successful outcome of the project. The team members
feel handling the issue is beyond their sphere of influence or authority. They ask for
help from the project leader. What is the best course of action for the project
leader?

A. Use a motivational strategy to enable change

B. Employ one - way communication to push the change
C. Leverage senior leadership force the change
D. Request that the change control board lead the change

14. An agile team has just completed their seventh iteration. In the nest deration, two
additional developers will join the team. The agile leader needs to formally set
expectations and establish a common understanding for the iteration what should
the agile leader do first?

A. Draft a team charter and share it with the new developers

B. Schedule a kick-off meeting with the project team before the iteration begins
C. Bring up the team agreements during the dally stand-up
D. Increase the iteration length to accommodate a larger development team

15. You have been working with the project initiator to develop a document that
authorizes the existence of the project you are about to manage. You have just
obtained approval of the document and want to ensure there is a common
understanding by the stakeholders of the key deliverables, milestones, and the roles
and responsibilities of everyone involved in the project. What should you do next?

A. Obtain project charter approval from the project sponsor

B. Facilitate a focus group with the stakeholders
C. Share the approved project charter with the stakeholders
D. Share the approved project management plan with the stakeholders

16. As a project progresses, existing knowledge is used, and new knowledge is created to
achieve the project's objectives and contribute to organizational learning. Which of
the following enterprise environmental factors would contribute to this process?

A. Lessons learned register

B. Knowledge management plan
C. Trusting working relationships
D. Interpersonal and team skills
17. Just after the daily scrum, the project sponsor stops by the war room and introduces
a new member of the organization whose role will be impacted by the project. Now
that a new stakeholder has been identified, what should the agile leader do next?

A. Seek to understand the stakeholder's feelings, emotions, beliefs, and values

B. Perform stakeholder analysis by using a power/influence grid
C. Monitor the stakeholder to ensure that they have the appropriate level of
engagement
D. Prioritize the stakeholder to determine the level of engagement needed going
forward

18. You have been assigned to lead an agile project at an organization with historically
high employee turnover. Knowing that turnover can be disruptive and result in a loss
of critical project knowledge and experience, you want to take an approach that
would help increase knowledge sharing across the team and minimize the impact of
turnover. What is your best course of action?

A. Have the team create comprehensive documentation about the product

B. Request the human resources department to determine the root cause of
turnover
C. Co-locate the team and have the customer work closely with the developers
D. Work with resource managers to hire additional developers to the project team

19. A project manager has been asked to create a document that formally authorizes a
project to use ground - penetrating radar to map geological conditions along a
proposed crude oil pipeline route. The performing organization has a written formal
agreement in place to share the data with a local university. The project manager
has reviewed the business documents and considered any relevant external
environmental factors to create the requested document. What might the project
manager do next?

A. Research the stakeholder engagement plan for any information to be included in

the document
B. Ensure any relevant information from the memorandum of understanding
(MOU) is included in the document
C. Review the business case for any pertinent information
D. Look to see if a benefits management plan was previously created
20. During the development of the stakeholder engagement plan , the project manager
realizes that a key stakeholder is resistant to the project. Without the support of this
stakeholder, the project may fail. What is the best course of action for the project
manager to identify the reason for the stakeholder being resistant?

A. Escalate to the project sponsor.

B. Update the stakeholder register
C. Use the mind mapping technique
D. Utilize an Ishikawa diagram

21. An agile team is tasked with the development of a robot. The project manager
wants to ensure that before the actual robot is built, the team receives early
feedback on requirements and adapts the design accordingly. Which of the
following should the team use to address the project manager's request?

A. Prototyping
B. Design review
C. Checklists
D. Business case

22. You are leading a meeting with the project sponsor and key stakeholders to review
the recently completed project management plan . The goal of the meeting is to
establish a common understanding of the plan, answer any questions or concerns,
and gain formal approval of the project management plan. Which of the following
interpersonal and team skills is the least beneficial to the project manager to use to
achieve the meeting's goal?

A. Conflict management
B. Facilitation
C. Meeting management
D. Team building
23. A project manager is leading a large project to develop a new model of smartphone.
Early in project execution, to foster the stakeholder involvement, the project
manager holds a meeting as specified in the stakeholder engagement plan. What
type of meeting does the project manager likely hold?

A. A project retrospective to finalize lessons learned register

B. A workshop to develop the team charter
C. A project kick-off meeting to explain the roles and responsibilities of
stakeholders
D. A meeting to create a comprehensive list of stakeholders"

24. You are leading a large and complex project. Due to the size and complexity of the
project, you have decided that a project management team will perform most of the
planning, and the remainder of the project team will be brought on when the initial
planning is complete. In this scenario, when is the best time to conduct the project
kick-off meeting?

A. As project execution begins

B. Shortly after project initiation
C. As part of pre-project work
D. During initial project planning

25. The development team has determined it won't be able to complete phase 1
deliverables in time for the upcoming release date. The team suggests a solution to
combine phase 1 and phase 2 deliverables and complete them with the following
release. However, this approach is outside the team's authority. What action should
the agile leader take?

A. Split the project deliverables between phase 1 and phase 2 using the ADKAR®
model
B. Continue work on the phase 1 deliverables as initially planned
C. Since the team is self-managing, allow the team members to determine the path
forward
D. Schedule a meeting with the steering committee to discuss the issue
26. A company is about to undertake an agile project. Before the first iteration of the
project even began, the team members and relevant stakeholders gather for a
meeting and discuss how successful the iteration was. What are the meeting
participants doing?

A. Playing a collaboration game called “Remember the future”

B. Applying a managerial strategy called “Project pre-mortem”
C. Creating the list of the success criteria for the team charter
D. Updating the lessons learned register with knowledge gained

27. A microprocessor manufacturer has released its new chip to the market. The
company tried to balance chip performance versus manufacturing expense. The
project manager wants to determine whether the performance and features that
sophisticated consumers demand from modern processors were met by the new
chip. What is the best course of action?

A. Send questionnaires and surveys

B. Make telemarketing calls
C. Send standard mail
D. Issue email subscriptions

28. A project manager is leading a project kick-off meeting with the project team and
other stakeholders. The goal of the meeting is to gain the commitment of the team
for the project and inform the stakeholders of the project's objectives as well as
define the stakeholders' roles and responsibilities. Which of the following
interpersonal and team skills is least likely to be utilized during a kick-off meeting?

A. Meeting management
B. Facilitation
C. Conflict management
D. Nominal group technique
29. A project manager wants to take advantage of knowledge available within the
organization to better manage their current project. What is the best course of
action for the project manager in order to achieve this goal?

A. Make sure the knowledge management plan is agreed upon by all project
stakeholders
B. Document lessons learned in the lessons learned register throughout the project
life cycle
C. Create an atmosphere of trust so that people are motivated to share their
knowledge
D. Empower your project team and encourage them to be self-organizing and self-
managing

30. A project charter has been approved, and the project manager has just completed
the identity Stakeholders process. Before project planning begins, what should the
project manager do?

A. Conduct stakeholder analysis

B. Hold a project kick-off meeting
C. Inform the key stakeholders of the approved project charter
D. Perform the Plan Stakeholder Engagement process

31. Your project is midway into execution when a new executive joins the company. The
sponsor tells you the executive will play a significant role in your project. What
should you do first?

A. Perform the Develop Project Management Plan process

B. Record the new executive as an issue in the issue log
C. Meet with the executive to review the project charter
D. Update the resource breakdown structure
Task 1.10 Shared understanding
1. A change request is approved to add functionality to a deliverable. The client's
representative agrees to the additional expense in a follow-up call. At the end of the
project, the client disputes the charges for the extra functionality. It turns out that
the representative has left the company. What should the project manager have
done differently to avoid this situation?

A. Used active listening skills to ensure understanding

B. Followed up the phone conversation with a different choice of media
C. Declined the customer's request as it is an example of scope creep
D. Incorporated interactive communication to ensure a common understanding

2. A company is about to undertake an agile project for an external customer. Due to a

lack of expertise, most of the deliverables will be outsourced to a vendor. The
project manager is reviewing the list of prospective vendors who submitted their
proposals. Which of the following is most important for the project manager to
emphasize and ensure when selecting and contracting with a vendor for this project?

A. Ensuring that the vendor's employees and associates are agile certified
B. Securing contracts with the selected vendors as fixed-cost with incentives
C. Maintaining regular contact and feedback between the customer and the vendor
D. Enforcing coding standards, pair programming, and continuous integration

3. You recently received an email from a client, which states, ""Thanks. We have
received the goods you just shipped."" You begin to close out the project, send the
final invoice to the client, and release all of your staff. As you are preparing to leave
for the day, you receive a voicemail from the client stating that the deliverables do
not meet the required specifications. This information comes as a shock because you
are sure the client has accepted the deliverables. What should you do now?

A. Call the client and tell them that they have accepted the deliverables and should
now pay the final invoice
B. Call the client to understand why they think the deliverables do not meet the
required specifications
C. Contact the legal department to check the contract and ask them to suggest a
course of action
D. Ignore the voicemail from the client since their email indicates that they have
already accepted the deliverables
4. The client contends that the project's deliverables do not meet the agreed-upon
specifications and have to be reworked. The client shows the meeting minutes to the
project manager saying that the standard for the acceptance of the deliverables was
discussed earlier in the project, during one of the status calls. What should the
project manager do first?

A. Check the project charter for the contract terms

B. Agree to rework the deliverables to meet the requirements as requested by the
customer
C. Review the agreements for the acceptance criteria
D. Tell the customer to proceed with claims administration to resolve the issue

5. Your agile project needs specialists that are not available locally. You find the needed
resources across the globe, but due to various constraints, cannot colocate them for
the duration of the project. You decide to organize the team in a virtual
environment. The kick-off meeting is in a few weeks from now, and the company
allows only one quarterly in-person meeting. What is your best course of action to
have the team attend the kick-off?

A. Have the team members connect to the video conference during the meeting
B. If possible, bring the team members to attend the kick-off meeting in person
C. Record the kick-off meeting on a video and send the recording to the team
D. Do nothing since agile teams are empowered to make their own decisions

6. A project manager is leading an agile project with a dispersed development team. To

bridge the geographical divide, the project manager has provided the team with
video conferencing and online collaboration tools. Despite these efforts, a significant
misunderstanding was uncovered during the recent iteration review that caused four
days of rework. What might the project manager have done differently to avoid this
situation?

A. Incorporated periodic round-robin check-ins

B. Utilized digital communication tools
C. Taken a waterfall approach instead of agile
D. Raised the issue at the project retrospective
7. Development team members argue with the product owner who rejected a
deliverable the team developed during the recent iteration . The project manager
schedules a meeting with the team , product owner , and other relevant
stakeholders to break down the situation and identify the root cause of a
misunderstanding . Which of the following will be considered an antipattern if used
during the meeting ?

A. Drawing a fishbone diagram

B. Using the five whys method
C. Maximizing the number of action items
D. Defining the problem statement

8. You are leading a construction project that involves a vendor . A team member tells
you that based on the rough assessment of the vendor's current work in progress,
she suspects that the vendor will be unable to complete their work on time. You
share your concerns with the vendor , but they claim that they are progressing as
planned . What is your best course of action to ensure a mutual understanding of
the work in progress ?

A. Conduct a walkthrough
B. Perform an earned value analysis ( EVA )
C. Conduct an audit
D. Resort to alternative dispute resolution ( ADR )

9. A vendor has been contracted by a buyer to develop a new device. The vendor
insisted that the contract thoroughly capture the device specifications. The buyer
does not have clear requirements upfront and, therefore, requested that the vendor
develop the device using agile. The vendor delivers as per the contract, but the
buyer is not satisfied with the outcome. Which Agile Manifesto's value was most
likely not appropriately applied?

A. Business people and developers must work together

B. Individuals and interactions over processes and tools
C. Pair programming over continuous integration
D. Customer collaboration over contract negotiations
10. During a meeting, two attendees begin debating the facts of a major topic of the last
meeting. More participants join in and begin arguing. The debate escalates, and
conversations veer farther and farther from the prepared agenda. To avoid further
discord, you announce the remaining agenda items will be discussed at the next
meeting and abruptly end the meeting. What should you have done differently to
have a better outcome in this situation?

A. Used better meeting management skills

B. Networked more before project execution has begun
C. Used body language to express your frustration
D. Recorded any actions to be taken and the action owner

11. An agile team operates in an organization whose policies and procedures require
every project to produce extensive documentation. As the organization considers
undertaking a new agile project, the product owner is already frustrated with the
fact that the team will have to spend more time creating the documentation than
developing the product. What is the best course of action for the project manager?

A. Build a shared understanding among the project stakeholders regarding the

deliverables
B. Request that the product owner do not include any user stories to cover
documents writing
C. Allocate the first three iterations for creating documentation and the rest for the
product development
D. Submit a change request to modify the organizational policies and procedures

12. During a sprint review, the product owner rejects a deliverable stating that it does
not meet the acceptance criteria. The quality assurance team, who verified the
deliverable as part of the Control Quality process, argues that there is nothing wrong
with the deliverable and that it should be accepted. The product owner disagrees
and rejects the deliverable. What is the project manager's best course of action to
ensure that this type of misunderstanding does not recur?

A. Perform a root cause analysis during the next sprint review and record the
knowledge gained in the lessons learned register
B. Discuss the problem during the next daily scrum meeting and resolve the
misunderstanding between the product owner and team
C. At the upcoming sprint retrospective meeting, facilitate an exercise to identify
the underlying cause of the misunderstanding
D. Submit a change request to modify the Control Quality process based on the
recommendations from the team and product owner
13. A new team of agile practitioners meets for the first time. The agile coach is
facilitating the meeting. The team members come from different organizations, have
various backgrounds and agile experience, and used different agile methods. The
meeting participants are wondering as to what agile method to use in their
upcoming project and what process tailoring to apply. What should the agile coach
do first?

A. Suggest mixing Scrum, Kanban, and XP methods

B. Avoid any process tailoring to save time
C. Synchronize everyone's understanding of agile
D. Consult the lessons learned repository
Task 1.11 Support Virtual Team
1. You are midway into an agile phase of a predictively managed project. You have just
been notified by the company's CEO that, due to a growing pandemic, all non-
essential personnel will be required to work remotely, including your project team.
However, the resource management plan mandates the use of physical colocation to
enhance communication and collaboration. What is your best course of action?"

A. Request a change to the resource management plan to incorporate the use of

virtual tools to replicate colocation in a remote environment
B. Examine virtual team member needs, investigate alternatives, and implement
options for virtual team member engagement
C. Submit a change request to update the project management plan to migrate the
project management approach from hybrid to predictive
D. Put the project on hold until the pandemic is over and then bring the team back
on-site to comply with the resource management plan

2. To help improve the communication of a virtual team, the project manager deploys
an online chat tool with channels for various topics that everyone uses while
working. Often, all is quiet, but sometimes, there are sudden long streams of chat
about many topics, both related and unrelated to the project work. The chat stream
can be quite distracting, and it is often difficult to find important points that relate to
work. What is the best course of action for the project manager?

A. Nothing. Online chat is a release for people getting to know one another.
B. Eliminate the chat tool and instruct the team to use email and phone instead.
C. Join in on the fun and encourage the team to keep on with this type of
conversation.
D. Request the team to use another channel for non-work related conversations.
3. A project to develop and roll out a new diagnostic system for the healthcare industry
is in planning. Due to the criticality of the project, a corresponding crystal method
has been selected for product development, which will be followed by a predictive
phase for regulatory approval. The regulatory approval process will involve a team of
experts from around the world. How will the transition from a colocated team to a
virtual team impact the project?

A. The project management approach will transition from a command and control
style during product development to a more collaborative environment for the
approval process.
B. Osmotic communication will be lost after the transition from product
development, and virtual tools will have to be utilized for team collaboration
during the approval phase.
C. The WBS will be decomposed down to the work package level for the product
development phase and then progressively elaborated for the regulatory
approval process.
D. The change control process will be very stringent during the product
development phase and then reduced or entirely eliminated for the regulatory
approval process.

4. Due to a large number of team members working remotely and the time differences
between them, you are having difficulty coordinating meetings with team members.
This situation negatively impacts team cohesion. Which of the following tools would
be the most beneficial for you to use?

A. Interpersonal skills
B. Conflict management
C. Communication technology
D. Individual and team assessments

5. You are leading a project to write content in three different languages. The project
team is co-located for greater effectiveness. Unfortunately, the only project team
member who can translate the documents into French has a leg injury and is unable
to commute to the office for the next three weeks. What is the best course of action
if you want to keep the project on track?

A. Delay the French release until the team member is back to the office
B. Hire an external firm to translate the content into French
C. Run the Acquire Resources process to replace the team member
D. Organize the project team members as a virtual team
6. According to the project management plan, your team will be virtual. To select the
project team members, you are using an analytical approach by ranking and
evaluating the candidates on various criteria such as experience, knowledge, cost,
and even time zones. What tool or technique are you using?

A. Interpersonal and team skills

B. Colocation
C. Multicriteria decision analysis
D. Pre-assignment

7. An enterprise is in the process of transitioning from traditional waterfall to SAFe.

There are five co-located development teams that comprise the Agile Release Train
(ART), but each team is located in a different country. The program management
plan indicates that Program Increment (PI) Planning must occur every eight weeks.
What is the best strategy to conduct the Program Increment (Pl) Planning?

A. Reserve a large conference room to serve as a war room and physically colocate
all of the project teams for the remainder of the project
B. Develop a fully decomposed WBS during initial project planning and then create
an activity list for assignment to each team member
C. Schedule a daily 15-minute meeting for all of the members of the development
teams to participate in the Program Increment (P) Planning
D. Arrange for five meeting rooms that will be connected with continuous live audio
and video communication between the sites

8. You are preparing the resource management plan for your new product
development project. Although colocation would be preferred, the scrum team will
consist of subject matter experts from around the world that will need to collaborate
in a virtual environment. Which of the following elements are least likely to be
included in the resource management plan?

A. The methods for identifying and quantifying team and physical resources for a
virtual environment
B. A description of how, when, and by whom project information will be
administered and disseminated
C. Training and development strategies for project team members that will operate
in a virtual environment
D. Guidance on how the virtual team will be acquired and the physical resources
needed to support the team
9. You are leading a project to develop a point-of-sale system for a retail store chain.
The system has been developed iteratively by a collocated agile team. However,
training the stores' personnel is done traditionally by the team members placed at
the physical retail locations across the country. With the daily standup meetings now
being conducted via an audio conference call, the team members encounter
misunderstandings and miscommunication. What is the best course of action?

A. Have the project team utilize video conferencing to overcome the loss of
nonverbal communication
B. Instruct the project team members to meet face-to-face for the daily standup
meetings
C. The daily standup meetings should be canceled since the project has entered a
predictive stage
D. The communication method should be changed from interactive to pull
communication

10. In order to take advantage of the best talent available, a project manager recruits
developers internationally rather than just locally. She is delighted to have acquired
such highly skilled individuals but now needs to develop them into a cohesive team.
Ideally, the project manager would like to bring everyone together at the home
office, but the project budget does not allow for travel expenses. What is the best
tool or technique for the project manager to use in this situation?

A. Sensitivity analysis
B. Recognition and rewards
C. Virtual teams
D. Colocation

11. You are acquiring the necessary resources for your project. The organization where
you are employed is an international company with locations in several countries.
With personnel located around the globe, you will be forming your project team a
virtual team, and the team members will be allowed to work from their home
offices. What special considerations do you need to take into account while working
with your team?

A. Project expenses
B. Communication planning
C. Pre - assigned team members
D. Team members with disabilities or mobility issues
12. A new smartphone will be developed by two teams: a hardware team that will use a
predictive project management approach and a software team that will use an agile
framework. Each team is colocated but resides in two different parts of the country.
The teams will need to coordinate their activities very closely but bringing them
together in one location is not an option. What should the project manager do to
create the most collaborative environment?

A. Use a blended agile approach

B. Create a fishbowl window
C. Transition the hardware team to agile
D. Implement caves and common

13. A project manager is facilitating a sprint retrospective meeting where the team
members discuss customer dissatisfaction from the product increment they
delivered during the sprint . The discussion reveals some issues with the remote
team members who were primarily using email to communicate with the rest of the
team. What was the most likely cause the product increment did not meet customer
expectations?

A. Failure to respond to changes in scope

B. Non colocated team members
C. Delivering working software in each sprint
D. Demotivated team members

14. You are leading a project to develop a product that will be sold through an existing
nationwide dealer network . The product will be built incrementally by a virtual
team , while the dealer training and product rollout processes will be well - defined
upfront . You want the dealers to provide the team with regular feedback
throughout product development . What is the best strategy to achieve your goal ?

A. Suggest that the dealers attend the biweekly iteration retrospective meeting
B. Collect requirements upfront and develop a detailed WBS for product
development
C. Invite the dealers to attend product demonstrations via video conference
D. Colocate the dealers with some of the developers for the duration of the project
15. You are managing a virtual project team across multiple time zones . As the project
progresses , the team members learn to trust one another and adjust their work
routines to accommodate the different time zones , work habits , and culture . What
stage of team development is being demonstrated in this situation?

A. Forming
B. Storming
C. Performing
D. Norming
Task 1.12 Define Team. Ground rules
1. To address teamwork issues encountered on previous projects, an agile coach
facilitates a meeting with the team. The team creates a comprehensive list of 27
items and include them in the team charter. Despite these efforts, the previously
experienced problems surface during the first iteration. What is the best course of
action for the agile coach?

A. Request the project sponsor to select the items for the team charter
B. Recommend reducing the working agreements to the top five to ten items
C. Adopt the team agreements used by another project team
D. Expand the working agreements to include all possible sources of conflict

2. An agile team is working on their first project together. The objectives for the first
iteration were missed, and there is significant dissension among the members of the
development team. During the iteration retrospective, it is discovered that some
team members are working odd hours and have been unavailable when needed.
What might the agile coach have done differently to prevent this situation?

A. Mandated standard working hours for the team.

B. Asked the functional leader to intervene
C. Nothing could have prevented the situation described
D. Facilitated a meeting to establish a social contract

3. Project team members develop a document that describes values that are
important to the team's success such as sharing best practices, listening each other
with an open mind, and communicating respectfully during meetings. What would
be the result of the team's effort?

A. Team management plan

B. Team charter
C. Resource management plan
D. Resource requirements
4. A project manager is leading a project , which is running behind schedule . A review
of the team performance assessments indicates that one developer's productivity is
lacking repetitive compared with the others due to attendance issues. What should
the project manager do to determine the appropriate disciplinary actions specific to
this project?

A. Check the resource management plan

B. Research the organizational process assets
C. Look at the project team directory
D. Consult with the developer's functional manager

5. A project manager is informed by a project stakeholder that the newest project team
member has, on more than one occasion, arrived to work more than 30 minutes
late. This news comes as a surprise as you haven't had any similar issues with the
project team previously. What may have prevented this situation?

A. Training for the project team on cultural awareness

B. Conflict management training for the project team members
C. Capturing the issue in the issue log
D. Reviewing the team charter periodically with the team

6. Up until now , your project team has allowed the use of flextime where project team
members may take time off during regular business hours and make up the time
during the evening hours or weekends. Recently, excessive use of flextime has
become a roadblock as some team members are not available when needed. The
team feels they should set a standard that flextime is only to be used for personal
emergencies. How should you handle this situation?

A. Contact the human resources department to update the corporate policies to

prohibit flextime
B. Submit a change request to update the team charter based on the team's inputs
C. Discuss the issue with the team and update the team charter accordingly
D. Do nothing as the team has already agreed to use flextime for personal
emergencies only
7. As a project manager , you are leading a colocated project team that will create
deliverables in an agile fashion, followed by a rollout phase that will use a predictive
approach. You are concerned that the transition from agile to waterfall may cause
friction within the project team. With the development phase complete , how might
the team's working agreements need to change in this situation ?

A. The team charter will need to be updated to reflect collective responsibility for
the completion of project tasks.
B. The project manager should institute a set of working agreements that worked
well on previous waterfall projects .
C. Each project team member will need to develop their own social contract to
support the new framework.
D. The social contract should reflect a transition from collective to individual
responsibility for the project tasks.

8. A project team is using an on-demand scheduling approach as specified in the

schedule management plan. During an iteration retrospective, a conflict between
team members surges around incomplete work items being passed along to the next
column on the Kanban board. As a result, the amount of rework grows, putting cost
and schedule baselines at risk. How should the project manager resolve this
situation?

A. Document the dispute in the lessons learned register so the problem can be
avoided going forward
B. Replace the current on-demand scheduling approach with the traditional Gantt
chart schedule
C. Bring up the team charter and refer to the team's working agreements for the
definition of done
D. The project manager should analyze the work items under discussion and make a
decision.

9. Several team members seem disinterested in the daily standup meeting and are
carrying on a side conversation What should the agile coach do first?

A. Inform their functional managers after the meeting

B. Stop the meeting and dismiss the participants
C. Ignore the issue and let the meeting continue
D. Let the team uphold its own ground rules
10. At an iteration retrospective meeting, two senior developers express frustration that
junior team members call them with questions late at night, waking them up and
disrupting their family time. As a result, the developers are less productive during
the work hours, which negatively affects product quality and creates variance with
the performance measurement baseline. What could the project manager have done
earlier in the project to avoid the situation altogether or at least reduce its severity?

A. Facilitated a meeting to develop a team charter as part of the Plan Resource

Management process
B. Established team working agreements during the daily standups and iteration
planning meetings
C. Selected a team of only senior developers using the pre-assignment tool during
project initiation
D. Nothing could have been done differently since agile teams should accept
working at all hours.
Task 1.13 Mentor Stakeholders
1. A highway construction project is about to use a large charge of dynamite when the
construction manager notices the demolition team joking about the amount of
charge being used. The construction manager postpones detonation and calls in the
safety manager to talk with the team about safety around explosives. What does this
situation exemplify?

A. The implementation of a secondary risk response

B. The use of a trigger condition
C. The employment of a delayed response strategy
D. The utilization of an avoidance strategy

2. You are managing a project, which has been plagued with quality issues, and you
decide to schedule a lessons learned meeting to determine how to address the
quality issues. The meeting is rather contentious with lengthy discussions about
everything that has gone wrong on the project but adjourned without any concrete
actions to prevent the problems from recurring. What might have made the meeting
more productive?

A. Development of a more detailed agenda for the meeting

B. The use of a skilled facilitator to guide the meeting
C. Inviting more appropriate meeting participants
D. An update to the lessons learned register after the meeting

3. A stakeholder frequently calls and emails the development team to get status on the
project, thus negatively affecting the team progress. How should an agile coach
handle this situation?

A. Escalate the issue the project sponsor

B. Guide the stakeholder on proper agile practices
C. Direct the stakeholder to the product owner
D. Let the team decide on how to handle this issue
4. Two iterations into an agile project, a team member leaves the company. An agile
coach helps hire a new team member. The coach believes the new team member is a
valuable asset to the team and project. Unfortunately, the team member does not
perform as expected. What is the first assumption the agile coach should make?

A. The team member lacks motivation

B. The product backlog is insufficiently refined
C. The work in progress limits are too wide
D. The team member lacks information and tools

5. Once a month, you attend a steering committee meeting to report on project status
as specified in the communications management plan. During the meeting, the
committee members challenge you on the productivity of your project team,
pointing out that your team has a velocity of 40 story points per sprint, while
another project team is averaging 80 points per sprint. What is your best course of
action?

A. During the next sprint planning meeting, direct your team to complete 80 story
points for the sprint
B. Repeat the Acquire Resources process to double the size of the team to achieve
80 story points per sprint
C. Submit a change request to update the project schedule with the actual velocity
of the team
D. Take the opportunity to coach the steering committee members on the proper
use of the velocity metric

6. You are a project manager conducting a meeting with your newly hired project team.
The primary purpose of the meeting is to assign roles and responsibilities to the
team members. Since the team members are meeting for the first time, you have
each of them introduce themselves and participate in a team-building exercise. What
stage in the Tuckman ladder model of team development does this scenario
represent?

A. Norming
B. Forming
C. Initiating
D. Mourning
7. Midway into project execution, a developer leaves your scrum team. You follow the
risk management plan, review the risk register, and implement the planned response
by acquiring a new developer. The new developer is highly qualified but is new to
the organization and not familiar with the Scrum framework. You introduce the
developer to the other team members. What is your next best step?

A. Request the team members to rotate with pair programming so that each team
member has an opportunity to mentor the new developer
B. Ask the new developer to review the organizational breakdown structure and the
Scrum Guide and assess the knowledge gained
C. Have the new developer review the product backlog and ask him to select the
user story with which he would prefer to begin his work
D. Hold an outdoor team-building exercise and invite the sponsor, key project
stakeholders, and customer representative

8. The sponsor has signed the project charter, and you have been assigned to manage
the project. Several employees have already been selected for the project team, and
you have not worked with any of them on previous projects. Which of the following
will help build relationships between the team members?

A. Creating an issue log

B. Colocation
C. Team performance assessments
D. Observation and conversation

9. According to the communications management plan, the project should use a

dashboard to communicate information to stakeholders. Some team members are
struggling to keep their project data current. What is the best action for the project
manager?

A. Encourage team members to enter any information whenever they can

B. Offer help to those team members who are struggling to report on time
C. Have the team focus on their work and report the status on their behalf
D. Reduce or adjust the format of those not able to keep their data current
10. Two days before the end of the last iteration of the project, an agile coach has
noticed that the performance of one of the developers significantly degraded, risking
the iteration goal. The coach and the developer have a one - on - one coaching
meeting scheduled a day after the iteration's end date. What is the best course of
action for the agile coach to take in this situation?

A. Conduct the individual performance appraisal of the developer

B. Ask the team to swarm on the tasks assigned to the developer
C. Employ real - time feedback to address the issue with the developer
D. Wait for the one - on - one meeting scheduled with the developer
Task 1.14 Emotional intelligence
1. A project to integrate hardware and software is in execution. The hardware
requirements are well-defined with a detailed WBS. The software requirements,
however, are vague and frequently change, forcing the team to develop the product
incrementally with short feedback loops. The team is frustrated by the frequency of
changes and the chaos that they create. How should the project manager respond?

A. Ignore the team's frustration and focus on the project goals

B. Absorb the team's frustrations and demonstrate positivity
C. Institute a strict change control process for software development
D. Eliminate the short feedback loops to allow more flexibility

2. The work is getting done, and the project is on track. However, the project manager
does not understand why so many team members keep requesting to be moved off
the project. As far as the project manager is concerned, all she is trying to do is to
ensure that the work is being completed as specified in the project management
plan. What might be the most likely cause?

A. The project manager gives the team too much work.

B. The team lacks the training needed to complete project activities.
C. The project manager lacks emotional intelligence.
D. The project manager does not clearly communicate the project's objectives.

3. You have taken over a project that is running over budget. The sponsor requested
that over the course of the remaining iterations, the project is brought back in
alignment with the cost baseline. As a servant leader, you believe that by using
emotional intelligence and personality indicators you can improve team
performance and ultimately achieve a better cost-efficiency. Which of the following
could help you the most?

A. Check sheets
B. Tumked
C. Tuckman ladder
D. Impact map
4. A project manager and team lead meet with the customer to discuss project
progress. The project manager notices that when the team lead communicates with
the customer, she tends to mirror the customer's body language. Nearly every time
the customer folds their arms, sits back in their chair, or puts their hands together on
the table, so does the team lead. What should the project manager do?

A. Stop the meeting, call this behavior to the team lead attention, and apologize to
the customer
B. In private, reprimand the team lead for inappropriately mocking the customer
C. Do nothing. There is nothing wrong with the team lead's behavior
D. Establish communication classes for the project team

5. An agile coach reflects on his past agile projects and realizes that his ability to
understand human motivation, expression and dynamics played a large part in his
success. Which of the following interpersonal skills does the agile coach refer to in
his personal retrospective?

A. Servant leadership
B. Conflict resolution
C. Emotional intelligence
D. Adaptive leadership

6. You are a senior project manager who is mentoring a newly promoted project
manager. Your mentee states that she has recurring arguments with her project
team and is having difficulty controlling her own temper. This situation has created
a toxic environment for the project team and threatens the successful completion of
the project. What is the best advice for your mentee?

A. Improve leadership skills

B. Develop emotional intelligence
C. Study conflict management
D. Introduce recognition and rewards
7. You have been provided a list of concerns some stakeholders have with your project.
You meet with them to address the concerns in hopes of gaining their support and
cooperation. You pay close attention by actively and effectively listening. You focus
on each person's input to ensure you are aware of and are taking all perspectives
into consideration. You then clearly articulate your point and your position and ask
for their support. Which tool or technique best describes the skills you are using?

A. Influencing
B. Team performance assessments
C. Conflict management
D. Emotional intelligence
 1

People
Domain
Answers
Q. No. 1.1 1.2 1.3 1.4 1.5 1.6 1.7
1 A B B C C D A
2 C C B A A D C
3 C B A C C C D
4 A C A D A A D
5 B C C A A C B
6 C A B A C D B
7 B D A D B A B
8 B D A C A B D
9 A D D A B D B
10 A D B B A C C
11 A B B C B B B
12 D B C D C A B
13 D A B A B D B
14 B C C B A A C
15 B D C C D C
16 A C C C C
17 D C D A
18 A B C
19 C A C
20 C C C
21 D A
22 A B
23 A C
24 A B
25 D B
26 D B
27 B
28 C
29 C
30 C
31 A
32 D
33 D
34 B
35 C
36 D
37 D
38 D
Q. No. 1.8 1.9 1.10 1.11 1.12 1.13 1.14
1 B C B A B B B
2 C D C D D B C
3 C D B B B B B
4 D A C C A D C
5 B B B D D D C
6 D A A C C B B
7 B C C D D A A
8 D D A B C B
9 C A D A D B
10 D C A C A C
11 B C A B
12 C B C B
13 B A C B
14 A B C
15 B C D
16 D C
17 D A
18 B C
19 D B
20 D D
21 B A
22 D D
23 C
24 A
25 D
26 A
27 A
28 D
29 C
30 C
31 C
 People
Domain
Explanation
Task 1.1 Manage conflict
1. An agile coach has been assigned to a team that has already completed several
iterations of their agile project. By the tension within the group and some mean
comments the team members exchange with one another, the coach suspects that
there are problems with the team's working relationships.
What is the agile coach's best course of action?

A. Observe the team's interactions over the next week

B. Allow the team to work virtually to minimize interactions
C. Escalate the issue to the human resources manager
D. Ignore the problem as agile teams are self-managing

Answer- A

Before taking an action or deciding, one should first determine the context of the conflict.
To do this, the agile coach will need to spend time with the team members. The agile coach
will have to observe the team in their natural environment for a few days or even weeks.
Observing the group for a few minutes will not be sufficient to understand the team's social
dynamics. Since there is no information provided in the scenario that suggests that
immediate intervention is necessary, it would be best for the agile coach to observe the
team's interactions over the following days to determine what action, if any, is warranted.

2. A deliverable is comprised of several parts. Two team members disagree on how to

test it. One wants to test each part before the final assembly, while the other wants
to run very detailed tests on the completed deliverable once it's assembled. With
facilitation, they agree to test some parts before the final assembly and perform only
basic testing of the whole deliverable after it's assembled.
What was the conflict management technique used in this scenario?"

A. Smooth/accommodate
B. Force/direct
C. Compromise/reconcile
D. Withdraw/avoid

Answer- C

The question best describes the compromise/reconcile conflict resolution technique. There
was some give and take on both sides to resolve the conflict, with some tests performed
before assembly and some tests performed post-assembly. Both parties gave up something
and received partial satisfaction relative to their initial position. The compromise/reconcile
approach is the best description of the scenario presented by the question.
 3. A project manager has just notified his supervisor that he has accepted a position
with a competitor. The supervisor is angry and accuses the project manager of
sabotage by leaving in the middle of a high-profile project. The project manager tries
to explain his position, but his supervisor continues yelling accusations. Finally, the
project manager turns around and exits the office.
What type of conflict management technique has the project manager used?"

A. Smoothing/accommodating
B. Compromising
C. Withdrawing/avoiding
D. Collaborating

Answer- C

Conflict is inevitable in a project environment. Learning how to manage conflict is a valuable

interpersonal skill for a project manager. Each technique has its place and use. Retreating
from an actual or potential conflict situation and postponing the issue to be better prepared
or to be resolved by others is the technique of withdrawing/avoiding. The project manager
left the supervisor's office during the conflict clearly withdrawing from the conflict

4. Two team members continue to have arguments and opposing views on an issue. As
a project manager, you are becoming concerned that their disagreement could
affect their other tasks. You understand the issue but have not intervened hoping
they can resolve the issue between themselves.
Which of the following is the most appropriate action to take?

A. Meet with the two project members to facilitate solution

B. As project manager make an immediate and final decision
C. Escalate the issue to the sponsor
D. Get stakeholder input

Answer- A

The question should be read carefully to assess the situation being presented. Although the
question states the two team members need to resolve the situation, the situation is not
presented as critical, nor has the project manager attempted to facilitate a solution. When
conflict arises, which becomes a negative factor or issue, the project team members are
initially responsible for resolving the issue. If the team members fail to resolve their
differences, it is the responsibility of the project manager to become involved and attempt
to facilitate a solution. Using a force / direct approach, which involves pushing one's
viewpoint at the expense of others results in a win - lose situation and may have a negative
impact on the team if facilitation and compromise are not attempted first .
 5. Your software development project is in initiation. The sponsor wants to take
advantage of early revenue from incremental delivery and pushes to use an agile
approach. However, the team is strongly opposed to agile due to strife among the
team members. They insist on a predictive approach so they can work independently
with individual task assignments.
What is your best course of action to address these conflicts?

A. Apply an agile project management approach as requested by the sponsor

B. Recommend leading the project using a hybrid project management approach
C. Select a predictive approach to avoid conflict among the team members
D. Adopt an XP framework since it is agile, but team members work independently

Answer- B

The scenario describes two different sources of conflict. There is a conflict with the project
sponsor's interest in using an agile framework and the development team insisting on a
predictive approach. There are also conflicts among the team members that are severe
enough that they do not even want to work together. Of the available alternatives, there is
only one option that addresses both sources of conflict, which is the answer choice for
selecting a hybrid project management framework. When selecting a project management
framework, many factors must be considered, including the nature of the project, the
structure of the team, and the culture. Even if the project and team structure are well-
suited to an agile approach, we cannot ignore the attitudes of the project team members. If
the development team has a high level of resistance to a specific methodology, for whatever
reason, the risk of project failure increases. An effective project manager must balance all
these constraints to select the best approach for a particular project. The conflict between
the project team and the project sponsor can be resolved by adopting a hybrid approach.
The project sponsor's interest in agile methodologies is specifically to achieve early revenue
generation through incremental delivery. The development team wants to work
independently and have tasks assigned to them rather than collaborating to complete the
project work. Even though the development team is advocating for a predictive approach,
their goals can still be achieved with a hybrid approach. With a hybrid approach, the project
could be structured to provide incremental delivery while at the same time, allowing the
development team members to work independently and have their tasks assigned to them.
The conflict resolution technique being applied to address the conflict between the project
sponsor and the project team might be solve, depending on whether each side is giving
something up (which is not entirely clear in this case). The conflict resolution technique that
is being applied in the scenario to address the conflict within the project team would best
be described as withdraw/avoidance since allowing the project team members to work
independently should avoid conflict that might arise from their interactions. One might
argue that it would be better to address the conflict within the project team first rather than
just avoiding it, which is certainly a fair point. However, none of the available answer
choices provide a potential solution to the internal strife among the team members.
Therefore, of the available choices, adopting a hybrid approach to address both sources of
conflict are the best answer course of action for the project manager.
 6. An internal project will deliver a new tool to the performing organization for use by
its employees. The project team wants to use short development cycles to gain early
feedback and manage the high rate of change coming from the employees. The
training manager, on the other hand, insists on creating a detailed training plan
upfront to train the employees. What is the best way for the project manager to
resolve the conflict?

A. Avoid the conflict by escalating the issue to the project sponsor

B. Emphasize the commonalities between both approaches
C. Facilitate a compromise by adopting a hybrid approach
D. Force an agile framework to satisfy the project team

Answer- C

The scenario describes a conflict regarding the best project management framework for the
project. Product development would be best served with an agile approach to provide early
feedback and manage the high rate of change. However, the training manager's aspect of
the project would be better suited to a predictive approach. Since the product development
and the training represent two distinct stages of the project, there is no reason to force a
specific approach to both stages. Each stage can adopt the project management framework
that is best suited to it. Providing a compromise by adopting an agile framework for product
development and a predictive model for the training should resolve the conflict and provide
the best overall approach for the project. It should be noted that the use of the
compromise/reconcile conflict management technique suggests that each side is giving
something up, which is not clear in this case. If by adopting the hybrid project management
approach, neither party is making any sacrifice, then the collaborate / problem solve conflict
resolution technique might better describe the resolution. However, from the scenario
described, it cannot be determined whether or not both sides are giving anything up. Since
the collaborate/problem solve technique was not offered as an answer choice,
compromising is the best answer from the available options.
 7. A scrum master is facilitating a sprint retrospective meeting. The meeting becomes
slightly contentious with first signs of conflict between several team members.
What is the best course of action for the scrum master?

A. Intervene immediately to avoid further escalation and damaged relationships

between the team members
B. Intervene only if the conflict becomes destructive and take a break if needed to
address individuals privately
C. Address the situation during the meeting to hold the individuals who are involved in
the conflict accountable
D. Do not intervene regardless of what happens since agile teams are self-managing
and can handle anything

Answer- B

Conflict is inevitable and can be beneficial to a project when it promotes team discussion
and encourages debate. It is important that the resolution of conflicts be encouraged,
promoting an open environment where team members are empowered to express their
opinions and concerns about the project. However, when conflict becomes destructive, it
may be appropriate and necessary for the scrum master to intervene. The appropriate
action for the scrum master to take in this circumstance would be to take a break and
address individuals in private. In the scenario, however, the conflict is still at its very
beginning. There is not enough information in the scenario to determine if the conflict is
going to escalate and become destructive. Therefore, at this point, no action is needed from
the scrum master. To select the correct answer in this question the available choices. "Only
if the conflict becomes destructive" is the key part that makes intervening only if the conflict
becomes destructive and taking a break if needed to address individuals privately the best
answer to the question asked.
 8. You are leading a traditional waterfall project that incorporates Kanban to manage
the software development workflow. As the project team works to complete the
user stories captured on the Kanban board, the testers are getting into arguments
with the programmers regarding the completeness of work submitted for testing,
causing an increase to work in progress. What might you do to address the conflict?

A. Update the project schedule

B. Have the team revise their team charter
C. Update the resource calendar
D. Revise the team management plan

Answer- B

The scenario describes a project with a predictive model that is incorporating

Kanban, which makes this a hybrid project. When using the Kanban method, teams need to
have a common definition of when a task or user story is complete. For example,
programmers may need to address edge cases before handing off a feature to the next
stage for testing. Additionally, Kanban best practices call for limiting work in progress, and
the team may need to establish ground rules to support this practice. For example, an
agreement might be reached to always take items in the furthest righthand column of the
Kanban board to bring user stories to completion as quickly as possible, or perhaps establish
work in progress limits for each column on the board. Therefore, having the team revise
their team charter to cover these points, which are not typically relevant for a team charter
when a pure waterfall model is being used, should address the conflict described by the
question.
 9. As a scrum master, you are leading a user story relative sizing exercise, when two
developers begin screaming at each other over the number of points that should be
assigned to a particular user story. You separate the two developers before the
argument becomes physical.
Considering this is not the first such incident, what should you do to try and resolve
the conflict?
A. Dismiss the meeting and meet with the developers afterward
B. Average the story point estimates provided by the two team members
C. Allow the developers to work out the issue on their own
D. Use the ideal time estimation method instead of story points

Answer- A

The situation described in this scenario is extreme and suggests that the possibility of
physical violence exists. It seems unlikely that a disagreement over something trivial such as
story point estimates would evoke this type of reaction. It is far more likely that there is
some underlying issue between the two developers, which is just being triggered by the
disagreement about story points. Determining the story points at issue will not likely resolve
the underlying source of the conflict. Given the extreme nature of the conflict, the scrum
master should intervene to address the issue. Additionally, a severe and complex issue such
as the one described in this scenario cannot realistically be resolved during a meeting.
Therefore, the best course of action for the scrum master is to dismiss the meeting and
meet with the developers privately to try and uncover the underlying source of conflict and
attempt a resolution.
 10. A project manager is leading a project that recently transitioned from a predictive
phase to an agile phase that will utilize Scrumban. As the development team reviews
the Kanban board, they begin arguing over who will complete the required user
stories. At an impasse, the project manager begins assigning the user stories to
specific team members. What might the project manager have done differently?

A. Facilitated an update to the team charter for the agile phase of the project
B. Avoided different project management approaches for different phases
C. Used eXtreme Programming framework instead of the Scrumban method
D. Nothing could have been done differently since conflict is unavoidable.

Answer- A

The question describes a project that is transitioning from a predictive phase to an agile
phase, specifically Scrumban. When using a predictive model, tasks are typically assigned to
specific agile framework is employed, project tasks (user stories in this case) are assigned at
the team level rather than the individual level, and the project team then collaborates to
determine how the tasks will be completed and by whom. A team charter that was
developed for a predictive phase is not likely to contain agreements for how the work will
be assigned. Therefore, the project manager should revisit the team's social contract (team
charter) before the start of an agile phase and have the team align on how they will
collaborate to complete the work, rather than making the assignments for the team.

11. A vendor did not perform as contracted, so you are withholding payment as
stipulated by the contract. The vendor started using foul language and is calling you
names. Your team members are furious, and some of them have responded
similarly. Even though you are angry as well, you stay calm and handle the situation
with respect. Which of the following have you demonstrated by responding to the
situation in this way?

A. Conducted yourself in a professional manner

B. Proved to be loyal to the vendor
C. Protected team members from the fight
D. Boosted team morale

Answer- A

The PMI Code of Ethics and Professional Conduct describes the expectations that we have of
ourselves and our fellow practitioners in the global project management community. It
articulates the ideals to which we aspire as well as the behaviors that are mandatory in our
professional and volunteer roles. There are four values identified as most important to the
project management community, these are responsibility, respect, fairness, and honesty.
Respect involves conducting ourselves in a professional manner, even when it is not
reciprocated. Respect, along with the proper conflict management approach, is the primary
behavior that was demonstrated in this scenario. In other words, you have conducted
yourself in a professional manner.
 12. One of your project team members, who was responsible for several key
deliverables, has suddenly left the company. You overhear a heated debate among
the team members over what to do next. It sounds as if the team is split half want to
hire a new team member, the other half want to contract out the work. As the
project manager, you want to resolve this conflict in a way that solves the problem
and keeps the team unified. Which of the following approaches should you take?

A. Tell the team that you are in charge and will take disciplinary action if a consensus is
not reached
B. Agree with the team that a resource is needed, and urge one side to back down for
the sake of agreement
C. Ask the team members to find a compromise that would be acceptable to both sides.
D. Work with the team to research different options, present ideas, and come up with a
solution

Answer- D

Project management best practices advocate for problem-solving and collaboration when it
comes to resolving issues or conflicts, as it is a win-win conflict resolution technique that
typically leads to greater buy-in and the most lasting solution. The 'collaborate/problem-
solve' approach emphasizes open dialogue, cooperation, and incorporating multiple
viewpoints to find the best outcome for the project. In this scenario, the project manager
sends the project team on a fact-finding mission, which is a good way to help the team
discuss the issue more objectively. Getting the team together in a problem-solving session
to present their ideas and work out a solution is more likely to satisfy both sides and keep
the team unified; therefore, the Collaborate/Problem Solve' approach is the 'best' answer
choice. All other approaches are temporary solutions resulting in recurring conflicts.
 13. You are leading a project with a critical time constraint and cannot afford any project
delays. An argument between two project team members over a report format to
document their testing results turns into a shouting match. The team members
draw you into their argument. You realize that resolving the conflict would delay the
project timeline. What is your best course of action?

A. Tell the team members to figure it out for themselves

B. Look for an approach that would completely satisfy both team members
C. Request that the team members return to work to avoid any further delays
D. Select the report format that you think is best and make the decision

Answer- D

Your success in managing a project and your team often depends on your ability to resolve
conflict appropriately and promptly. You should choose the most appropriate conflict
resolution method based on factors such as the importance and the intensity of the conflict
and timelines. According to the scenario, the subject of the conflict (a report format) is not
critical to project success. The project, however, has a critical time constraint and cannot
afford any delays. Therefore, you need to address the dispute quickly so that the team
members can return to work without further delay. The quickest way to resolve the conflict
in this situation, and, therefore, your best course of action, is to use the force/direct method
by selecting an approach that you think is the best and make the decision. Note, the
collaborative or problem-solving approach, which incorporates multiple viewpoints and
insights from different perspectives, is ideal to resolve conflicts. However, such an approach
is not always possible. Project managers should use their interpersonal and team skills and
situational judgment to determine how best to handle a conflict.
 14. The project manager and a stakeholder get into a heated debate about the
stakeholder's idea requiring a scope change to the project. The project manager
says the change will not be implemented and that the stakeholder must drop the
idea. The project manager emphasizes that she is the project manager, and the
decision is final. Should the project manager have responded differently to resolve
the conflict?

A. No; The project manager has the formal authority to make the final decision
B. Yes; The project manager should have discussed the idea with other stakeholde
C. No; The project manager was demonstrating the culture in which the company
works.
D. Yes; The project manager should have compromised with the stakeholder.

Answer- B

The project manager is using the force/direct conflict resolution technique, which involves
pushing one's viewpoint at the expense of others and offering only a win-lose solution.
While force/direct is a legitimate conflict resolution technique, it should be used only when
other conflict resolution techniques fail or when the situation warrants this approach. The
scenario described in the question does not suggest that other conflict resolution
techniques have been used or that the situation is so acute that the project manager was
left with no option except to use the force/direct technique. Since it appears the project
manager did have other options, she should have pursued a win-win outcome, which the
collaborative/problem-solving technique often creates. Discussing the stakeholder's idea
with other stakeholders is the only conflict resolution technique offering the possibility of a
win-win situation, and therefore is the best answer to the question asked.
 15. Two project team members are having a disagreement over how to approach a
minor technical detail. The project manager has little experience working with them,
and her technical knowledge is limited. What is the best action for the project
manager to take?

A. Abide by the decision of the most senior team member

B. Avoid being involved in the discussion and decision making
C. Stop the discussion and direct the team members to get back to work
D. Request the human resource department's representative to step in

Answer- B
As the project team is working on the project, there are going to be situations where an
answer must be worked out. Sometimes these situations are complex, requiring a lot of
debate and discussion; other times these are very simple decisions. These minor conflicts
are commonplace in almost every project. A project environment that supports the decision
making and trust among team members, so they can resolve issues and find beneficial
solutions are hallmarks of high-performing teams. A project manager must assist in creating
and developing such an environment and the team. That sometimes means backing away
from situations where the project manager is not a value-add and allowing the project team
to problem solve and decide. While this option sounds counter-intuitive, under the
circumstances described in the scenario, withdrawing from the conflict and not making the
decision is the best course of action for the project manager.

16. As a scrum master, you are facilitating a retrospective for a sprint that failed to meet
all its objectives. Members of the development team and the product owner are
arguing over who is responsible for the failure. After performing a root cause
analysis, you uncover the source of the conflict. Of the following, what did you most
likely discover?

A. The product owner determined how many user stories were to be completed during
the sprint
B. The development team decided how many user stories were to be completed during
the sprint
C. You, as the scrum master, failed to assign user stories to the development team
D. The Gantt chart did not include enough story points

Answer- A
When properly using a scrum framework, the product owner prioritizes the user stories in
the product backlog. The product owner, however, should not determine how many' user
stories will be completed during the sprint. Instead, it is the development team members
who decide how many user stories they can commit to completing. If the product owner
overcommitted the development team, then the sprint will likely fail to meet some or all its
objectives. Additionally, if the product owner assigns the work to the development team,
then the team is less likely to be fully committed to completing the sprint objectives. The
incorrect answer choices represent the correct application of scrum best practices or are
not relevant to scrum.
 17. During a sprint retrospective, an issue is raised that some project team members are
slow to respond to inquiries resulting in degraded project performance. The
identified team members become defensive and claim that no standard had been
established for response times.

A. What might the agile leader do differently going forward to improve project
performance?
B. Report the underperforming team members to their functional managers for
disciplinary action
C. Update the lessons learned register with the delays caused by the slow response
D. At every subsequent retrospective, review the team's social contract and revise it as
needed

Answer- D

"As part of creating a collaborative project team environment, an agile project leader should
ensure that the project team develops a set of team agreements at the start of the project.
However, it is not uncommon that unforeseen conflicts that are not addressed in the team's
social contract arise as the project progresses. The team agreements should evolve over
time so that they continue to be relevant and effective. Revisiting the team agreements on a
regular basis and revising them necessary might be helpful in addressing new concerns and
establishing norms for team member behavior going forward.
Note, the scenario is ambiguous as to what inquiries exactly the team members are slow to
respond to and how this situation led to the degraded project performance. However, this
information is not required to answer the question correctly. One should keep in mind that
the questions and answers on the actual exam can be vague, and the goal of the exam taker
is, of the choices available, to select the best answer to the question asked."
Task 1.2 Leading a Team
1. To reduce potential conflict and increase productivity, the project manager creates a
team charter with clear expectations of acceptable behavior and diligently enforces
the terms of the charter. Despite these efforts, team conflict has become a
significant issue and threatens the successful completion of the project. What could
the project manager have done differently to avoid this situation?"

A. Have the human resources department provide a preapproved team charter

B. Allow the project team to develop the team charter
C. Conduct more frequent performance appraisals
D. Create a team member of the month award

Answer- B
The question describes a situation where the project manager developed, implemented,
and enforced the team charter. The team charter works best when the team develops it or
at least has an opportunity to contribute to it. Additionally, all project team members share
responsibility for ensuring the rules documented in the team charter are followed. Of the
available options, allowing the project team to develop the team charter provides the best
way to avoid team conflict.

2. A high-performing project team is on track to complete the product development

within the remaining two iterations. Unfortunately, the project manager gets
severely sick and won't be able to come back to work for the rest of the project
duration. It's unclear how soon if at all, the organization will be able to find a
replacement. What should the team do?

A. Take a self-study course on effective project management

B. Self-organize to reduce user stories that may hinder project completion
C. Rotate the facilitator's role among the team members
D. Postpone project work until a new project manager is assigned

Answer- C
The key to answering this question correctly is the notion the scenario provides in its
beginning: "A high-performing project team...". This point, combined with the fact that the
project is managed using either an agile or hybrid project management approach (as
evidenced by the product developed in iterations), indicates distributed management and
leadership. For example, a project team may self-organize to complete a project as well as
decide on a team member who will serve as a facilitator for the team, helping the team with
communication, collaboration, and engagement. This role may be performed by one
individual or shifted among the team members. The fact that the team is high-performing
and is on track to complete the project demonstrates its ability to self-organize and share
the management and leadership responsibilities with minimal impact on the project. Hence,
under the circumstances described in the scenario, rotating the facilitator's role among the
team members is the best answer to the question asked.
 3. The project manager and project team have worked together for many years. There
is a deep sense of community and collaboration. Everyone knows their stuff and gets
better with every project.
Which leadership style of the project manager is most effective in deepening those
connections?"

A. Communications leadership
B. Servant leadership
C. Transformational leadership
D. Charismatic leadership

Answer- B
Project managers must lead and manage the project team. Dealing with people, like those
on the project team, and getting things done requires a project manager to apply various
leadership styles within a project and sometimes across projects. There is no one 'correct'
way to lead a project. Circumstances in this scenario suggest that the project manager's
style to best be associated with servant leadership. Servant leadership puts the team first
and seeks to enhance the connections and collaboration of the team. The project manager
can serve as an encourager. Pushing the team forward by clearing the way, removing
distractions, and supporting the team would help the team and the project to achieve the
project objectives. Applying this style of leadership then enhances the connections and
community aspects of the team.

4. As a new project manager, you have kept your project on track by relying on control
and focusing on the bottom line. Although the project team is doing what has been
asked of them, they feel that they are being micromanaged and lack the autonomy
to make independent decisions for the betterment of the project.
How might you improve the performance of the team?"

A. Become a more inspirational leader by improving your management skills

B. Ask the project team to focus more on systems and structure
C. Develop leadership skills to inspire trust and focus more on the horizon
D. Focus your attention more on operational issues and problem-solving

Answer- C
The question describes a situation where you, as the project manager, are relying
exclusively on management to keep the project on track. The consequence of this
leadership style is that the project team lacks the autonomy to perform optimally.
Developing leadership skills and focusing more on the horizon will inspire trust and improve
the performance of the team. All the incorrect answer choices are related to emphasizing
management over leadership, which will be counterproductive in this situation. Therefore,
of the available options, developing leadership skills to inspire trust and focusing more on
the horizon is the best approach to improve team performance.
 5. During a sprint retrospective, the project team suggests purchasing a 3D printer to
print out product prototypes. The team says that their work would be more efficient
with the printer and allow the project to be completed ahead of schedule. The
organization does not have access to such a printer and purchasing it would put the
project over budget. What action, if any, should the scrum master take?"

A. Thank the team for their suggestion and tell them they need to do more with less
B. Acquire the printer for the team using the project's management reserves
C. Escalate the issue to the project sponsor to see if additional funds can be
allocated
D. No action is necessary since the expense would put the project over budget

Answer- C

"Agile leaders need to demonstrate leadership behaviors. As a servant leader, the

scrum master has an obligation to ensure that the project team has all the tools and
resources to be successful. If the project team feels that the 3D printer would help them
work more efficiently and benefit the project by having it completed earlier, the scrum
master should attempt to secure the resource. Since the scrum master does not likely have
the authority to approve an unplanned expense that would put the project over budget,
approval should be sought from the appropriate authority, such as the project sponsor. The
project sponsor might deny the request, but the scrum master should at least make the
attempt. While you may notice that escalating issues to the sponsor (or other authority) is
often considered an incorrect answer, each question should be reviewed in its context.
Under the circumstances provided in this scenario and with the given set of these particular
answer choices, escalating the issue to the project sponsor to see if additional funds can be
allocated is the best answer to the question asked.
Note that one might argue that the acquisition of such an asset would be a capital expense
rather than an expense absorbed at the project level. While this is a fair point, it does not
change the fact that the scrum master does not likely have the authority to approve the
expense and should still escalate the issue to the proper authority."
 6. Your project team is about to begin the adjourning stage of team development. How
can you best support your team during this process?

A. Reward the team with a celebration meeting and ensure that the team members are
reassigned
B. Conduct a kick-off meeting so the team can learn about the project and their roles
and responsibilities
C. Provide support as needed so the team can continue to function as a well-organized
unit
D. Utilize conflict management skills to ensure the environment does not become
counterproductive

Answer- A
The question is about the Tuckman ladder, which is one of the models used to
describe team development. This model includes five stages of development that teams
may go through including forming, storming, norming, performing, and adjourning. During
the adjourning phase of team development, the team completes the work and moves on
from the project. This stage is when staff is typically released as deliverables are completed
or as part of the Close Project or Phase process. Therefore, of the available choices,
rewarding the team with a celebration meeting and ensuring that the team members are
reassigned is the best way for you, as the project manager, to support the project team with
the adjourning stage of team development
 7. A project involves a diverse group of stakeholders and team members from different
cultures across the world. The project manager decides to use a social media tool to
enhance communications on the project. However, this would require everybody to
create an account for the tool to interact with others. What is likely to be the biggest
issue that the project manager will face?"

A. The cost of the tool may be so high that it would negate the benefits of using the
tool
B. The fact that everyone uses different computers and mobile devices for access
C. Social media tools should never be allowed as a platform for project communications
D. Some project stakeholders and team members would be reluctant to use the tool

Answer- D
Social media can be an effective tool for communication among stakeholders. Although
social media may be very prevalent in some regions, not all people embrace the use of
social media, especially when the stakeholders come from different cultures all across the
world as described by the scenario. Cultural awareness is an understanding of the difference
between individuals, groups, and organizations and adapting the project's communication
strategy in the context of these differences. While some of the project's stakeholders or
team members may be interested in using the social media tool, the requirement to create
an account for the tool may be challenging for others to get everyone engaged with the
idea. Therefore, in this scenario, people's reluctance to use the tool will likely be the biggest
issue for the project manager.
 8. A project manager is developing the project schedule and wants to empower the
team with more decision-making authority than past projects. He creates a Gantt
chart that displays activities down to the work package level of the WBS, which are
assigned to the team rather than individuals. He then records the work packages in
the backlog of a Kanban board. How might the project manager use inspirational
motivation to empower the team through idealized attributes and behaviors?"

A. Adopt a Laissez-faire leadership style

B. Incorporate the elements of a servant leader
C. Utilize management by exception
D. Use a transformational leadership style

Answer- D

The scenario describes a traditional waterfall project with the use of a work breakdown
structure (WBS) and a Gantt chart. However, the project manager is also incorporating the
agile concept of a self-organizing team and the use of a Kanban board. Incorporating
elements of agile practices within an overarching predictive model makes this project a
hybrid. Regardless of the background information provided, the question is asking for the
leadership style that uses inspirational motivation to empower the team through idealized
attributes and behaviors, which best describes the transformational leadership style. The
transformational leadership style is defined as empowering followers through idealized
attributes and behaviors, inspirational motivation, encouragement for innovation and
creativity, and individual consideration.
 9. As the project unfolds and the team delivers product increments in a two-week
cadence, the project leader notices that the productivity of the most experienced
developer diminishes. A private conversation reveals that the developer is not
motivated enough. When asked what would improve their motivation, the developer
replies that they want more autonomy. What is the best course of action for the
project leader?

A. Allow the developer to work on the most important user stories in the product
backlog
B. Ask the rest of the team members to more frequently interact with the
developer
C. Separate the developer from the team and block all interactions between them
D. Permit the developer to establish their own work hours and delivery cadence

Answer- D Motivating project team members is a leadership skill. Motivated individuals

perform better because they are committed to the project and its outcomes. Good project
leaders understand what motivates project team members and armed with this knowledge,
work with the team members to keep them motivated throughout the project. Motivation
to perform can be intrinsic or extrinsic. Achievement, challenge, relatedness, and autonomy
are just a few examples of intrinsic motivation. In the scenario, a conversation between the
project leader and the developer reveals that the diminished performance is caused by the
lack of motivation. According to the developer, having more autonomy would improve their
productivity. Individuals who thrive on self-direction and autonomy will perform better if
they can establish their own ways of working and even their own work hours and cadence.
In an agile environment that promotes teamwork, collaboration, and pre-defined delivery
cadence, allowing the developer to establish their own work hours and delivery cadence
might be problematic. However, of the answer choices provided, this approach is the only
one that would provide the developer with the autonomy they are looking for. The incorrect
answer choices address different motivators.
 10. After a few iterations, a highly respected and experienced member of the scrum
team is reassigned to another project. The company decides not to replace the team
member since the project does not have a firm deadline. The remaining team
members are relatively inexperienced. They get frustrated and discouraged by the
change, and their performance declines. What should the scrum master do to
address the issue?"

A. Request that the team members' functional managers take disciplinary action
B. Seek to replace the departing team member with another highly experienced
individual
C. Adopt a laissez-faire leadership style to boost morale and productivity of the
team
D. Provide the team members with encouragement and additional development
opportunities

Answer- D Demonstrating and adapting leadership behaviors to support individual and

team needs is one of the project management core principles. A scrum master should be
acting as a servant leader to support the team. One of the responsibilities of an agile leader
is to provide team members with encouragement and development opportunities. This
action should help keep the project team satisfied and productive. Since the remaining team
members are relatively inexperienced, they will likely need additional training and
development opportunities to reach their full potential. With the most experienced team
member leaving, developing, coaching, and mentoring the remaining team members should
be a priority for the scrum master.
Agile/Hybrid
 11. A project manager is leading a retrospective for a project that is running behind
schedule and over budget. Feedback from the meeting suggests that the project
manager was too focused on problem-solving and operational issues and did not
effectively inspire and motivate the project team. What could the project manager
have done differently to have been more successful?

A. Focused more on the bottom line

B. Spent more time developing the project team and providing a vision for project
success
C. Directed the team using positional power
D. Emphasized the administrative aspects of the project

Answer- B The question implies that the project manager has been relying too heavily
on managing the project rather than leading the project team. Project managers need to
employ both leadership and management and strike the right balance between them to be
successful. Developing the project team and providing a vision for success represents an
emphasis on leadership. All the incorrect answer choices are examples of greater
management rather than leadership. Therefore, of the available options, the project
manager could have spent more time developing the project team and providing a vision for
project success.
 12. It has been decided that a project will be managed using an agile framework. The
project is now in execution. In this adaptive environment, what should be the focus
of the project manager?

A. Performing detailed product planning and delivery

B. Building a collaborative decision-making environment
C. Holding the project team accountable for deadlines
D. Planning what will be accomplished during each iteration

Answer- B The expectations of the project manager do not change in an adaptive

environment, but control of the detailed product planning and delivery is delegated to the
team. The project manager's focus is on building a collaborative decision-making
environment and ensuring the team can respond to changes. When an agile framework is
being used, the project manager assumes a more supportive role as a servant leader. The
incorrect answer choices are all examples of a project manager taking direct control over
project planning and work which is inconsistent with agile best practices. Therefore, of the
available choices, building a collaborative decision-making environment is the best answer
to the question asked.
 13. You have been assigned to manage a project midway into its execution since the
previous project manager was transferred to another division within the company.
As you review the documentation on the project, you realize that a project charter
was never established. What is your best course of action?

A. Establish a project charter at the point where you entered the project
B. Continue the project without a project charter
C. Terminate the project because a project cannot exist without a project charter
D. Wait and see if a project charter is necessary

Answer- A The primary purpose of the charter is to formally authorize the project and,
most importantly, provide the project manager with the authority to apply organizational
resources to project activities. In this situation, the project has already begun without a
charter. However, the scenario does not provide details about how well the project is
progressing. Projects without charters can suffer for multiple reasons. A project charter
defines what the project should deliver and sets out management's expectations for results.
Therefore, without a charter, there are no clear expectations for project outcomes allowing
the potential for the project to drift without any real results. Also, the project can face
roadblocks due to the unavailability of resources and the project manager not having the
written authority to acquire resources. Since the scenario does not give any details on the
project other than it does not have a charter, and the project charter has significant
benefits, the best answer to the question asked is to develop a charter at the point where
you entered the project.
 14. A project manager has developed a comprehensive project management plan,
including a fully elaborated WBS and detailed project schedule. Despite these
efforts, the project is running behind schedule because the change control board
(CCB) is unable to cope with the high volume of changes, even though they were
approved by the product owner. What is the project manager's best course of action
to get the project back on track?

A. Request the termination of the existing project and seek approval to initiate a
new project that will utilize agile methodologies
B. Update the project schedule to reflect the delays caused by the change control
board's (CCB) long process times
C. Seek approval to bypass the change control process and have the project team
collaborate directly with the product owner
D. Instruct the product owner that the project is using a predictive model, which
means most of the changes should be rejected

Answer- C

The scenario implies that the project is managed using mostly a predictive project
management approach with the change control board (CCB), a comprehensive project
management plan, a fully elaborated work breakdown structure (WBS), and a detailed
project schedule. The existence of the product owner suggests the project has agile
elements. The project is characterized by a high rate of changes, and it is reasonable to
assume that the vast majority of these changes are necessary, as the product owner keeps
approving them. However, the project is behind schedule due to the CCB being unable to
process the changes timely. It seems as there is a conflict in the way the changes are
handled on the project: the product owne approves the changes, but the changes still go to
the CCB for further review. The predictive model is not well-suited to projects with a high
rate of changes as the formal change control process seeks to limit all but the most
important changes. In this case, incorporating some agile best practices will allow the
product to evolve as needed without a burdensome change control process. By having the
project team work directly with the product owner, the high rate of change can be managed
more efficiently and effectively. Note that bypassing the change control process would
require an approved change request to modify the change management plan and likely
other elements of the project management plan. Therefore, the project manager should
first seek approval to make this change.
 15. A small organization with one project manager decides to transition from a
traditional waterfall project management approach to agile. However, the relevant
organizational personnel lacks experience with agile methodologies. The
organization has elected to use hybrid life cycles as a transition strategy. What else
should be done to facilitate the transition?

A. Replace the existing project manager with an experienced external agile coach
B. Establish a directive project management office (PMO) to lead the transition
C. Eliminate the project manager's role entirely as agile teams are self - managing
D. Contract an external agile coach to assist the organization with the transition

Answer- D

"Organizations may elect to adopt hybrid life cycles as a transition strategy from predictive
to agile methodologies. However, even when choosing to take a gradual transition, the
organization may lack experience and knowledge with agile best practices. One common
strategy is to use the services of an external agile coach to help guide the transition and
allow the internal personnel gain exposure and experience with agile methodologies. The
external agile coach will have the advantage of experience, but the disadvantage of weak
relationships with the client organization. An internal project manager will have established
strong relationships but will lack the experience. Thus, supplementing the organization with
an external agile coach can help bridge the experience gap and allow the internal project
manager time to acquire the necessary skillset.
 16. An organization has decided to gradually transition from traditional methods to
hybrid and then agile. A consulting firm has been hired to lead the process and
advise management. To start the process, the consultants emphasize that with this
transition, the role of project leaders will have to change from command-and-control
top-down approach to agile servant leadership. What will this transition mean for
the project leaders in their day-to-day work?

A. Assigning tasks to the team, monitoring and controlling project work

B. Managing user stories and tasks specified in the product backlog
C. Setting the direction for the team, providing guidance, facilitating work
D. No change will be required since the leader's role remains the same

Answer- C

There are many aspects to consider when an organization transitions from one project
management approach to another. One aspect is leadership style. The transition from
traditional methods to hybrid to agile will first have to ensure that the company
management understands and accepts the fact that they themselves and those managers
reporting to them will have to undergo a significant shift in their mindset before the
transition of the project management approach may take place. An important hybrid / agile
concept to consider here is that of a leadership collaboration management style, also
referred to as servant leadership. This agile leadership style differs from the command - and
- control top - down management style that is often seen on traditional projects.
Commanders know the objective while leaders grasp the direction. Commanders dictate
while leaders influence. Controllers demand while collaborators facilitate. Controllers micro
- manage while collaborators encourage. Managers who embrace the leadership -
collaboration model understand that their primary responsibilities are to set direction,
provide guidance, and facilitate work. Command and control top - down managers tend to
dictate, demand, and micro-manage. Agile leaders influence, facilitate, set direction, and
provide guidance.
 17. The project is struggling. The project team looks to you for leadership. What should
you do?

A. Work with the executives to reduce stress from the team

B. Offer help in analysing and resolving technical issues
C. Provide guidance, motivation, and direction to the team
D. Apply the strategic and business industry expertise

Answer- C

Most place the skills and expertise of project managers into the category of technical
project management. This is the skill set representing those skills of effectively applying the
project management knowledge and competencies to achieve project objectives. Although,
PMI has determined from studies that there are two equally important skills that a project
manager should have in balance: strategic and business skill, and leadership skills. Project
managers can demonstrate leadership skills in a variety of ways, especially when dealing
with people and teams. At its core, leadership skits manifest themselves in a project
manager’s ability to guide, direct, motivate, and build project teams to meet their potentials
and the goals of the project
 18. A project manager is leading a hybrid project with all but one project aspects being
managed using a waterfall framework. The product of the project will be developed
using an incremental and iterative approach with regular customer feedback and
reviews. The project manager is currently conducting an analysis to the stakeholders'
influence. What should the project manager take into account during this analysis?

A. Stakeholder influence will remain strong throughout project execution

B. Stakeholder influence will be the greatest after the product is released to the
market
C. Stakeholder influence will be greatest during requirements gathering and then
decline
D. Stakeholder influence is not affected by the project management framework

Answer- A

"When a predictive project management framework a utilized, the requirement planning is

completed early in the project, and the requirement are well-defined before project
execution begins. However, with agile projects, stakeholder influence remains strong
throughout the project and does not decrease until the product is released and the project
is completed. Agile uses an incremental and iterative approach to product development
with regular customer feedback and reviews. This concept is also captured in the Agile
Manifesto principle that states, ""Business people and developers must work together daily
throughout the project Therefore, in this scenario, where the product of the project is
developed using an agile framework, the project manager should take into account the fact
that stakeholder influence with remain strong throughout the project.
 19. As the iteration retrospective goes on and uncovers problems, the agile coach
notices unhealthy dynamics among the team members, biased opinions, and
unstated assumptions. To recognize, analyse, and resolve the problems, the coach
suggests that the team gathers unbiased well-balanced information and applies
inductive, deductive, and abductive reasoning. Which of the following will help the
team the most in adopting the agile coach's suggestion?

A. Periodic deliveries
B. Flow-based estimating
C. Critical thinking
D. Cross-cultural communication

Answer- C

Any project involves stakeholders. Stakeholders are individuals (or groups) with their own
biases, assumptions, and values. When a group of diverse individuals should work together
as a team to accomplish the project's objectives, those diverse opinions, biases,
assumptions, and values surface and may negatively affect project outcomes. Critical
thinking entails recognizing bias, identifying the root cause of the problems, and considering
ambiguity and complexity. In the scenario, the agile coach not only demonstrates critical
thinking by noticing unhealthy dynamics among the team members, biased opinions, and
unstated assumptions but also encourages the team members to apply critical thinking to
recognize, analyse, and resolve the problems. The coach suggests that the team gather
unbiased well-balanced information and apply inductive, deductive, and adductive
reasoning, which are activities associated with critical thinking.

20. Project execution is just getting underway, and the project team is still in the forming
stage of team development. What might the project manager do first?

A. Create the team charter for the team

B. Create the project resource management plan
C. Schedule a team building meeting
D. Move the team to the performing stage of team development

Answer- C

The forming stage of team development is where the team members meet and learn about
the project and their formal roles and responsibilities. Team members tend to be
independent and not as open in this phase. Team building is conducting activities that
enhance the team's social relations and build a collaborative and cooperative working
environment. The objective of a team building meeting is to help individual team members
work together effectively. The incorrect answer choices represent actions that should have
been completed earlier in the project or are inappropriate. Therefore, of the available
options, scheduling a team-building meeting is the best way for the project manager to
guide the project team through the forming stage of team development
 21. An agile project leader wants to ensure that the product vision does not fade away in
the team members' minds throughout the course of the project. Which of the
following would be the best way for the agile leader to achieve that goal?

A. Present the product vision statement at the kickoff meeting

B. Upload the product vision statement to the company's internal website
C. Email the product vision statement to all project stakeholders
D. Re-communicate the product vision at the beginning of each iteration

Answer- D
Visioning and goal setting have been identified time after time as key ingredients of project
success. A project leader's primary role is to facilitate the creation of a product vision and
guide the team toward making that vision a reality. Product vision drives product roadmap;
the product roadmap drives release plan; the release plan establishes the iterations. The
product vision is not always static and, in some cases, can be adjusted over the course of the
project, especially an agile project, where requirements often and constantly change.
Therefore, by re-communicating the product vision at the beginning of each iteration (or
milestone), project leaders create a sense of purpose in the endeavor that will motivate
people to work toward the common goal.

22. One of the project manager's key responsibilities is to motivate the project team to
achieve maximum productivity and increase the probability of project success. In this
respect, according to Maslow's hierarchy of needs, which of the below is most
correct?

A. Physiological needs such as food water and sleep must be met before financial
compensation, recognition, and social relationships can significantly motivate the
team.
B. All workers fit into two groups, X and Y. The X group avoids responsibility, does
the least work possible, and requires constant supervision. Those in the Y group
are willing to work without close supervision and want to achieve
C. All motivators can be divided into hygiene factors that must be satisfied, such as
working conditions and salary; and motivating agents such as responsibility and
recognition.
D. There are three universal motivators: achievement, affiliation, and power. In
every person, one of these three will dominate the other two.

Answer- A
 23. You and your project team hold a meet-and-greet with stakeholders from a different
country. Feedback after the meeting indicates that your project team felt the
stakeholders were distant and aloof as they kept stepping back when engaged in
conversation. Whereas, some of the stakeholders thought the project team was too
pushy and did not respect their personal space. What could have helped you to
avoid these perceptions?

A. Better cultural awareness

B. Improved political awareness
C. Conducting the meeting virtually
D. Applying conflict management skills

Answer- A

24. Your current project has just completed a phase that used a predictive project
management approach. The nature of the next phase requires that the project team
will utilize agile. You want to empower the team for this transition and ensure that
the team members understand how their roles and responsibilities will change.
What should you do first?

A. Work with the team to define the purpose so they can engage and coalesce
around the goal for the phase
B. Use network to implement solutions to remove impediments, obstacles, and
blockers for the project team
C. Determine communication methods, channels, frequency, and level of detail for
all project stakeholders
D. Assess and prioritize impact on project backlog based on changes in the external
business environment

Answer- A

The scenario describes a project which is transitioning from a phase that has been lead using
a predictive project management approach to a phase that requires the use of agile best
practices. With agile methodologies, the project team is far more empowered than project
teams working in a predictive environment. Agile teams are self-organizing and self-
managing but still need servant leadership to empower the team members. With agile
projects (phases), the project manager's role as a servant leader will be to facilitate the
project team's discovery and definition of agile. Servant leaders approach work in the
following order: purpose, people, and then process. You, as the project manager, should
first work with the team to define the purpose so they can engage and coalesce around the
goal for the project (or phase in this case).
 25. A change request to repair or replace a defective component as necessary has been
submitted and approved. The cost difference between repairing and replacing the
component is negligible. The project manager asks the seven-member team how to
proceed, but the team members, after a lengthy discussion, are not able to reach an
agreement. What is the best course of action for the project manager?

A. Allow the discussions to continue

B. Facilitate a formal meeting with the project team members
C. Escalate the issue to the project sponsor
D. Have the project team members vote to reach a decision

Answer- D

Approved change requests are implemented through the Direct and Manage Project Work
process. While voting, as a decision-making technique, is not specified among the tools and
techniques of the Direct and Manage Project Work process, prospective PM aspirants have
to remember that the PMBOK® Guide does not prescribe or limit usage of specific tools or
techniques while carrying out specific processes. Voting is an effective decision-making
technique that can be used in the Direct and Manage Project Work process to make
decisions that will help gain the commitment of the team members such as in the situation
described in the question. Since the discussion has reached an impasse, the project manager
should guide the team to decide on the best way to implement the approved change
request. The project team members possess the technical knowledge but are unable to
agree, therefore, the best course of action for the project manager in this scenario is to
facilitate a group decision by voting. Of the available choices, using voting as a decision-
making technique is the best way for the project manager to break the impasse so that the
approved change request can be implemented without further delay to the project. It is
reasonable to ask what happens if the result of the vote is a tie? If you read the question
carefully, you will notice that there are seven members on the team. While a tie is possible
if an odd number of the team members abstain, the way the question is designed to
specifically indicate the number of the members on the team should hint that a tie is not
considered an option.
 26. Your project team functions as a well-organized unit. The team members are
interdependent and work through issues smoothly and effectively. What is your
best course of action?

A. Provide clear direction on the project objectives and the behavior expected from
the team members
B. Help the team to get through their struggle by ensuring they listen to each other
and understand their differences?
C. Ensure the team resolves conflicts quickly and continues to work collaboratively
and step-in only when needed
D. Serve as a gateway between the project team and the stakeholders and delegate
decision making to the team members

Answer- D
The question is in reference to the Tuckman ladder, which is one of the models used to
describe team development. This model includes five stages of development that teams
may go through including forming, storming, norming, performing, and adjourning. The
question suggests that the project team had reached the performing stage of team
development. Teams that reach the performing stage function as a well-organized unit, and
the team members are interdependent and work through issues smoothly and effectively.
This makes the life of project managers relatively easy and requires from them to mostly
serve as a gateway between the project team and the stakeholders and delegate decision
making to the team members.

27. A project manager has taken over a project that has been in execution for a few
months. He ran into problems right away. He has had difficulty getting sign off on
decisions, he doesn't have the authority to acquire the equipment necessary for the
project, the stakeholders and the project team have differing opinions about the
objectives and the outcome of the project. What is the most likely source of these
problems?

A. Weak leadership skills

B. Lack of a project charter
C. Lack of a project management plan
D. Lack of a procurement management plan

Answer- B
A project charter is the document that authorizes the existence of a project and provides
the project manager with the authority to apply organizational resources to project
activities. The project charter also states the purpose, primary objectives, vision, and
mission for the project, aligning the project stakeholders and the project team with the
project goals, expectations, and outcomes. A project sponsor approves the project charter
and is supposed to provide support for the project manager to achieve the project goals.
While other answer choices could have been the source of some of the project manager's
problems, the lack of a project charter addresses all of the pro asked.
 28. You are drafting a stakeholder engagement plan for a software development project.
The product will be built using a scrum framework. You want to ensure that the
stakeholders' level of influence on product development is analyzed and categorized.
What is your best course of action?

A. Submit a change request to update the stakeholder register

B. Wait until the stakeholders attend the first sprint review
C. Suggest that the product owner use a power / influence grid
D. Conduct the analysis yourself using hierarchical charts

Answer- C

When using a scrum framework, the product owner works directly with the stakeholders to
determine project requirements and incorporate stakeholder feedback in the development
of the items in the product backlog. The product owner serves as the voice of the customer
by representing the relevant stakeholders and providing direction to the project team. Since
the product owner is responsible for working with the stakeholders to determine product
requirements, it would make the most sense to have the product owner analyze and
categorize the stakeholders influence. A power and influence grid can assist the product
owner in a grouping of stakeholders according to their level of authority (power) and ability
to influence the outcomes of the project (influence).

29. Your project is a few days into execution. You are concerned because you notice that
your project team members hardly speak to one another, aside from polite small-
talk, and do not seem to be collaborating very much. As the leader of the team, you
are playing a dominant role during meetings and begin to wonder if there is
something wrong with your project team. According to Tuckman, what stage is being
described?"

A. Storming
B. Performing
C. Forming
D. Norming

Answer- C In this scenario, the project is early in execution, with the team members that
have apparently just been acquired, which makes it most likely to be the forming phase - the
first phase in Tuckman's Ladder. The team is still getting to know one another and adjusting
to their roles while working more independently. This closely matches the definition of
forming.
 30. Due to the size and complexity of an upcoming project, two scrum teams will be
assigned. However, only one scrum master can be allocated to lead both teams. All
of the scrum team members are very experienced and high-performing. What
strategy might the scrum master employ to support both project teams effectively?"

A. Refuse to accept the project as scrum mandates the use of one scrum master per
team
B. Assume an autocratic management style to provide direction and clarity to the
teams
C. Provide leadership training to the development team before the start of the
project
D. Combine the daily standups of both teams to save time by only attending one
meeting

Answer- C

"Project leaders need to demonstrate and adapt leadership behaviors to support individual
and team needs. Ideally, every project team is led by a project leader with all of the
necessary skills to help ensure a successful outcome for the project. Assigning a single scrum
master simultaneously to two project teams would be inconsistent with agile best practices.
However, there can
impractical or just not feasible to assign a project leader to each project. With a scrum
master leading two scrum teams, there is an inherent risk of vacuum. However, leadership is
not exclusive to an assigned project leader, and anyone on the project can exhibit effective
leadership skills. In the scenario described, it will be critical for the project's success that the
team members apply their skills to fill any leadership void. Of the answer choices given
providing the project team members with leadership training prior to the start of the project
would be the best way to ensure a successful project outcome."
 31. With each consecutive sprint, the project team members get an increased number of
external requests resulting in time fragmentation and reduced productivity. At the
project retrospective, the team puts the blame on the project manager. The team
members state that the project manager provided insufficient:

A. Diversion shield
B. Scope stability
C. Leading indicators
D. Work in progress

Answer- A Servant leadership is the practice of leading the team by focusing on

understanding and addressing the needs and development of team members in order to
enable the highest possible team performance. Protecting the team from internal and
external diversions (interruptions) is one of the responsibilities of the project manager as a
servant leader. Diversions redirect the team from its main goal of delivering business value
for the organization. Diversions result in time fragmentation and reduced productivity,
which are the problems described in the scenario. At the project retrospective, the team
rightfully puts the blame on the project manager. While there are other ways of expressing
one's disappointment with someone else's performance than putting blame on them, of the
choices provided, insufficient diversion shield was the most likely reason for the issue
described in the scenario, making that choice the best answer to the question asked.

32. In order to support the continuous development of your project team, you schedule
monthly skill-building meetings. Lately, the meetings have become contentious and
veered off topic. What might you do to make the meetings more productive?

A. Covering applicable human resources policies and procedures at the start of the
meeting
B. Providing individual training opportunities rather than using a group setting
C. Canceling the meetings if they become counterproductive
D. Reviewing the team charter with the project team

Answer- D The team charter establishes clear expectations regarding acceptable

behavior by project team members. Discussing areas such as codes of conduct,
communication, decision making, and meeting etiquette allows team members to discover
values that are important to one another. The team charter can be reviewed and updated
periodically to ensure a continued understanding of the team ground rules. Therefore, of
the available options, reviewing the team charter with the project team is the best way to
make the skill building meetings more productive.
 33. An agile project is ahead of schedule. During the daily scrum, a developer states that
his request to gain access to a corporate data repository has been denied, and he
will be unable to complete his tasks if the issue is not resolved soon. What action
should the scrum master take?"

A. Take no action since the project is ahead of schedule

B. Direct the developer to escalate the issue to the corporate management
C. Suggest that the developer's tasks are swarmed by the team
D. Take ownership of the issue and investigate the reason for the denial

Answer- D One of the objectives of a daily standup meeting, sometimes referred to as a

daily scrum, is to identify impediments to achieving project objectives. A scrum master
needs to demonstrate leadership behaviors by acting as a servant leader. Once an
impediment has been identified, the leader should take ownership of the issue and ensure it
is resolved as quickly as possible. In the scenario described, the team member has been
denied access to a database. The scrum master should investigate the reason for the denial
and seek options to resolve the issue. If the scrum master is unable to resolve the problem,
they might need to escalate the issue to the project sponsor or other appropriate authority.
 34. A project manager is leading a scrum team with a product development project. The
resource management plan provides the project manager broad discretion for
recognition and rewards. To cover the cost of recognition and rewards, a budget has
been allocated and accounted for in the cost baseline. What is the best strategy for
the project manager to use these funds?

A. Add the rewards and recognition funds to the contingency reserves and
distribute the remaining amount to the team at the end of the project
B. Set up a recognition dinner at the end of each sprint to show appreciation for the
efforts and hard work the team members have been doing
C. Hold a competition between the team members and award all the money to the
developer whose software has the least number of escaped defects
D. Distribute the money to the team members in proportion to the number of story
points each team member completes as the project progresses

Answer- B The scenario describes a hybrid project combining traditional project

management elements, such as the resource management plan and cost baseline with agile
methods, such as Scrum, in which the product is developed incrementally over the course of
several sprints. The question is really asking about the timing of allocating the funds
budgeted for rewards and recognition Although there is nothing wrong with allocating some
of the funds at the start and/or end of the project, it would be best to incorporate rewards
and recognition throughout the project. With this strategy, the project manager can
reinforce positive behavior during the project to improve performance throughout the
project lifecycle. Holding a recognition dinner at the end of each sprint best represents the
strategy of using the rewards and recognition throughout the project and is, therefore, the
best answer to the question asked.

35. A project manager focuses on systems and structure to accomplish project goals. As
a result, the project manager has a strained relationship with the project team.
Although the current project is trending to meet project objectives, excessive
turnover of the project team threatens the project. For self-improvement, what type
of skills should the project manager spend time developing?

A. Management skills
B. Operational and problem-solving skills
C. Leadership skills
D. Administrative skills

Answer- C The strained relationship with the project team suggests that the project
manager lacks leadership skills. Management focuses on systems and structure while
leadership focuses on relationships with people. All of the incorrect answer choices are
representative of management rather than leadership. Therefore, of the available options,
the project manager should spend time developing better leadership skills to foster a better
relationship with the project team.
 36. A team member working in a matrix organization has produced two major
deliverables that failed to meet the quality specifications. The project coordinator
tried to clear up misunderstandings about the specifications, but the quality issues
persisted. The project coordinator approached the employee's functional manager
to help resolve the problem. What kind of power is the project coordinator asking
the functional manager to invoke?

A. Persuasive
B. Expert
C. Coercive
D. Legitimate

Answer- D Positional (also known as formal, authoritative, and legitimate) power is

based on formal position granted in the hierarchy of the organization, or the authority
granted by the project charter. This is the kind of power you can use when assigning work to
someone who reports to you. According to the scenario described, the project team is
working for a company structured as a matrix organization. A functional manager has more
legitimate authority in a matrix organization than a project coordinator. Therefore, by
turning to the functional manager, the project coordinator is invoking legitimate power.
 37. The project was a tremendous success. The project exceeded expectations by
coming in under budget and exactly on schedule. To celebrate the success, a party
was announced and scheduled for the project team. The party will be financed from
cost savings that have been added to the contingency reserves. But as the project is
closing, the project manager and other stakeholders are feeling it is better to use the
funds allocated for the party to shore up future business with the customer and
appease the project sponsor. What should be done with the funds allocated for the
party?

A. Applied to develop additional features

B. Reassigned back to the organization
C. Provided to the customer
D. Spent on the party as planned

Answer- D Closing a project encompasses a lot of activities. One is to celebrate the hard
work and success of the project team. If funds are available and allocated to an event to
thank the project team for meeting their objective, then the project manager should honor
that announced, scheduled, and promised event. According to the scenario, the cost savings
have been added to the contingency reserves which is a common practice when
opportunities are captured and resulting in cost savings. Celebrating success is an example
of a meeting that can be used among the tools and techniques of the Close Project or Phase
process described in this scenario.
We are often asked about the practice of adding cost savings to contingency reserves.
According to the reference provided, page 265, as work on the project progresses,
contingency reserves may be used as planned to cover the cost of risk responses or other
contingencies. Conversely, when opportunities are captured and resulting in cost saving,
funds may be added to the contingency amount, or taken from the project as margin/profit.
The scenario describes a project in which costs have been saved thanks to the project
coming in under budget and exactlys on schedule. According to the scenario, it has been
decided to add funds (that represent these cost savings) to the contingency amount to
cover the cost of the party. In other words, in this particular project, the decision has been
made to add funds to contingency reserve rather than take them from the project as margin
profit. And since these funds have been allocated for the party, spending them on the party
as planned is the best answer to the question asked.
 38. A project manager is having difficulty getting project team members to meet their
weekly performance targets. The project manager has provided team training and
team-building activities, but so far these and other efforts have been unsuccessful.
The project manager would like to use a reward system to incentivize team members
to meet their performance goals. What should the project manager do first?

A. Give rewards to team members who meet their performance goals at the end of
the project
B. Give all team members a salary raise to help motivate them
C. Hold a contest where team members can compete for prizes
D. Consult the resource management plan

Answer- D Recognition and reward systems are determined during the Plan Resource
Management process. While managing the project team, the project manager makes
reward decisions and implements them as part of the team development process. Unless
the need arises to change the recognition plan, a project manager should adhere to the
project plan. Since the work of creating a recognition and reward system should have
already been done, the project manager's best approach would be to consult the resource
management plan.
Task 1.3 Support Team Performance

1. During project execution, after investing in the training of your project team
members, you notice that one of them consistently exceeds expectations while
performing her tasks. To have the project benefit from the team member's skills and
reduce the risk of missing defects in the project deliverables, you have tasked the
team member to handle the most advanced quality inspections. Where would you
record the new duties of this team member?

A. Resource calendar
B. Project team assignments
C. Risk register
D. Quality inspection report

Answer- B Develop Team is the process of improving competencies, team member

interaction, and the overall team environment to enhance project performance. In the
scenario, after you invest in team training, you notice a high performer and task her with
advanced responsibilities to improve project performance, implying you are involved in the
Develop Team process. When team development results in changes to assignments, the
changes are recorded in the project team assignments documentation. Updates to project
team assignments is among the outputs of the Develop Team process. While there are many
other places to record individual capabilities, this question is focused on changes to
assignments, making project team assignments the best answer to the question asked.
 2. A project team is producing deliverables incrementally in order to take advantage of
early revenue. The project is trending to meet all of the baselines. However, the
project manager has determined that the team's velocity has been 50 points for each
of the first five sprints with an SPI of 0.83 over the same time period. How should the
project manager respond to the team's performance?

A. Submit a change request to revise the project schedule baseline

B. Suggest that the team set more realistic goals during sprint planning
C. Crash the schedule in order to get productivity back on track
D. Assign the team 60 story points for each sprint going forward

Answer- B "The scenario suggests that a hybrid lifecycle is being employed with the use
of baselines combined with sprints. When applying the schedule performance index (SPI) to
sprints, the SPI can be calculated as the story points completed divided by the story points
associated with the sprint goal. The team has been completing 50 story points per sprint
with a goal of 60 points for an SPI of 0.83. The goal of 60 story points can be calculated using
simple math, i.e., if 50 / X = 0.83, then X = 50/0.83 = 60 (rounded). When using Scrum (as is
suggested with the use of sprints), the team commits during sprint planning to the number
of story points to be completed in the upcoming sprint. Despite falling short of their sprint
goals, the project is still on schedule. Since the team has established a stable velocity of 50
story points per sprint, it is unrealistic to keep committing to completing 60 points,
especially in light of the fact that the team's current velocity has kept the project on
schedule. Although it would not be appropriate for the project manager to direct the team
to lower their sprint goal, the project manager should provide guidance that the sprint goal
of 60 points might not be realistic based on the team's velocity of 50 points per sprint.
Note, the fact the project is trending to meet all of the baselines but the SPI is 0.83 might
seem to contradict. In reality, it does not. All it means is that the team likely over-committed
by planning 60 story points per sprint. Therefore, if the team indeed completed 60 points
per sprint, the project would have been ahead of schedule. In the scenario, the team
completed 50 points, so the SPI is less than 1.0, but the project is still on schedule."

3. To schedule team building activities, the project manager wants to find details on
the availability of the team members so that the meetings would have a minimal
impact on the project team assignments. What should the project manager do?

A. Look at the resource calendar

B. Review the project team assignments
C. Check with the team members
D. Consult the project schedule

Answer- A The resource calendar is a calendar that identifies the working days and shifts
upon which each specific resource is available helping identify times when the project team
members can participate in team development activities. The resource calendars may
provide information on the availability of other needed resources such as a meeting room,
audio/visual equipment, etc. The incorrect answer choices may or may not provide some
information, but they do not specify resource availability. Therefore, of the available
options, looking at the resource calendar is the best answer to the question asked.
 4. A project has just completed a phase that utilized a traditional waterfall approach.
The next phase will use Scrum. The project manager wants to ensure that the most
appropriate recognition and rewards system is integrated into each phase. How
should the project manager adjust the recognition and rewards criteria for the
upcoming phase?

A. Change the recognition criteria from individual performance to team-based

performance
B. Recognize those individuals that effectively transition from T-shaped to I-shaped
C. Base the criteria on how effectively the team completes the scope as originally
planned
D. Reward the project team that completes the most story points within the
organization

Answer- A The scenario describes a project with a predictive phase followed by a Scrum
phase, which means that the overall project management framework is a hybrid. When
using a traditional waterfall approach, the tasks required to complete the required project
work are typically assigned to specific individuals and recorded in the project schedule. Agile
teams are self-organizing and self-managing, which is contrary to a predictive approach.
When using an agile model, the elements of the product are captured in a prioritized
product backlog and assigned at the team level rather than specific individuals. The team
then collaborates to complete the project work. Therefore, in this scenario, it would be
most appropriate to transition from individual to teambased performance criteria for
recognition and rewards.

5. In an effort to get your new project team to be as cohesive as possible, you have
been conducting a series of on-site team-building activities. You believe that your
efforts have helped team members improve both their interpersonal relationships
and the level of trust in the team. What should you do next to determine if your
efforts have been successful?

A. Monitor the team engagement matrix

B. Develop a team charter
C. Conduct team performance assessments
D. Create a responsibility assignment matrix (RAM)

Answer- C The scenario implies the project manager is carrying out the Develop Team
process. Team performance assessments are an output of that process. Ongoing team
performance assessments give the project manager insight into whether the team
development efforts such as team building, which is a tool of the Develop team process,
have been effective. As initiatives such as training and team building are implemented, the
project manager should see improvements in the team's effectiveness and cohesiveness.
The correct team development strategies and activities will increase the team's
performance, which in turn, increases the likelihood of meeting project objectives.
Therefore, in the scenario described, making a team performance assessment is the next
step to take and is the best way to determine if the team building efforts have been
productive.
 6. The latest iteration in the project went far better than the first iteration. Some claim
it was the increased communication. Others credit the change in the social media
strategy. While others feel it was due to the inclusion of a training course. What
should the project manager do to make the next iteration even more successful?

A. Include another training course in the next iteration

B. Update the lessons learned register with what worked well
C. Double the communications in the next iteration
D. Increase the usage of the social media tools in the next iteration

Answer- B There are many lessons learned as the project progresses. These lessons
should be captured, shared, analyzed, and leveraged. In this scenario, there were multiple
potential reasons the team felt that the project iteration went well. The ones listed
revolved around the project communications . These communications lessons learned need
to be recorded or documented some way for the project manager and team to learn from
and apply that learning to the current project and future projects. The lessons learned
register is a project document used to record knowledge gained during a project so that it
can be used in the current project and entered into the lessons learned repository .Updates
to the lessons learned register is an output of the Monitor Communications process
described in the scenario. Therefore , of the choices offered , updating the lessons learned
register with what worked well is what the project manager should do to make the next
iteration even more successful .

7. Throughout a project, the project team's overall performance should be evaluated to

identity specific training, assistance, or changes needed to improve performance.
Using the results from formal or informal evaluations, the project manager can take
action to resolve issues, modify communication, address conflict and strengthen
team interaction. Which of the following would be used in this situation?

A. Team performance assessments

B. Work performance reports
C. Enterprise environmental factors
D. Project team assignments

Answer- A Team performance assessments are inputs to the Manage Team process and
should be used throughout the project lifecycle to evaluate a team's performance and
effectiveness. By using project-specific indicators, the project management team can assess
and identity specific training, coaching, mentoring, assistance, or changes required to
improve performance. Regular formal and informal assessments allow the project
management team to address issues and develop strategies to increase the likelihood of
successfully meeting project goals.
 8. You are a scrum master leading an agile project team that has been consistently
meeting the goals set for each iteration. The product owner is pleased with the
team's progress, and the performance measurement baseline shows no deviations.
However, you feel that one team member is less productive than the others. What is
the most appropriate feedback approach for you to take in this situation?

A. Allow the project team members to address the issue if they deem necessary
B. Direct the underperforming team member to work extra hours to bridge the gap
C. Call out the team member's low productivity at the upcoming iteration
retrospective
D. From the next iteration onward , assign the team member the easiest user
stories

Answer- A The scenario describes a hybrid project in which some of the elements are
managed using a predictive/ti while others are managed using agile (the product is
developed over the course of several iterations). According to the scenario, the scrum
master feels that one team member is less productive than the others. But this is likely just
based on one's subjective perception, which may or may not be reflective of reality. With
agile methodologies, it is the development team members, not the scrum master, who are
the experts on the project work. The scrum master may lack in-depth knowledge of the
work requirements compared to the team members themselves. For example, the identified
team member might be taking on the most difficult tasks, which make it appear that their
productivity is lacking. The project team members are in a much better position to
determine if a team member holds back the team. The scrum master should allow the
project team members the latitude to collaborate and address relatively minor issues
among themselves. In some cases, such as the one described in the scenario, providing
direct feedback to the individual is not the best approach.
On a side note, this does not mean to imply that there is no action that should be taken by
the scrum master. The scrum master might ensure that the team has developed and
documented their team agreements. The scrum master might dig deeper to see if there are
any training needs that can be addressed. However, of the available answer choices, the
best course of action for the scrum master is to allow the project team members to address
the issue if they deem necessary.
 9. For the third consecutive time, at the end of each iteration, a software application
developed by the team fails during the Control Quality process conducted by the
quality assurance department. This situation causes rework for the product and a
delay in the project schedule. The project manager wants to reduce the feedback
loop to the shortest possible interval. What is the best course of action for the
project manager?

A. Shorten the iteration length

B. Reduce the size of the user stories
C. Revise the schedule baseline
D. Suggest pair programming to the team

Answer- D The scenario describes a hybrid project in which some of the elements are
managed using a predictive/traditional project management approach (the schedule
baseline, the Control Quality process, the dedicated QA department) while others are
managed using agile (the product is developed over the course of several iterations). Pair
programming is an agile software development technique from eXtreme Programming (XP)
in which two developers work side-by-side in tandem at the same workstation. While one
programmer writes the code, the other reviews the code as it is entered. The two then
switch roles frequently. With pair programming, the feedback loop is immediate. If a
developer enters a coding error, their partner has the opportunity to catch the error where
it can be fixed immediately. Thus, of the available responses, pair programming offers the
feedback loop with the shortest interval.
 10. Gold plating had been an issue with your current software development project.
However, you found that ever since instituting daily stand - up meetings , no more
features or functionalities that the customer did not request have been introduced
into the project . What is your best course of action to prevent gold plating for the
remainder of the current project and on future projects?

A. Bring up the topic during the project retrospective

B. Capture the best practice in the lessons learned register
C. Gold plating adds customer value and should not be prevented
D. Ensure that the scope management plan includes daily stand - up meetings

Answer- B Daily standup meetings can be used by teams and stakeholders, often on
agile projects, to share and discuss achievements and issues of the previous day as well as
plans for the current day's work. The question suggests that you, as the project manager,
have discovered that using daily standup meetings is beneficial in controlling the project
scope. This hybrid project management practice, traditional scope control approach using
agile methods, can be documented in the lessons learned register, which is a project
document used to record knowledge gained during a project so that it can be used in the
current project. At the end of the project or phase, the information in the lessons learned
register is transferred into the lessons learned repository as an organizational process asset,
where it can be used to improve the performance of future projects. Therefore, of the
available choices, capturing the best practice in the lessons learned register is the best way
to prevent gold plating for the remainder of the current project and on future projects.

11. A project manager has just returned from vacation and wants to get a project
update. The project team outlines several issues and describe how each issue was
addressed. The project manager is impressed with how smoothly and effectively the
team has addressed the issues even in the absence of leadership. What stage of
team development is being demonstrated in this scenario?

A. Norming
B. Performing
C. Excelling
D. Forming

Answer- B The question is in reference to the Tuckman ladder model of team

development. This model identifies five stages of team development including forming,
storming, norming, performing, and adjourning. The performing stage can be described as
addressing issues smoothly and effectively, therefore, the performing stage is the best
answer.
 12. A project manager is in the process of developing a project team to enhance project
performance. Which of the following activities is the project manager least likely to
perform in support of this resource management process?

A. Recognizing and rewarding good performance

B. Creating an environment that facilitates teamwork
C. Ensuring that the resources are available as planned
D. Providing timely feedback and support as needed

Answer- C "The question implies that the project manager is conducting the Develop
Team process. Project managers require the skills to identify, build, maintain, motivate,
lead, and inspire project teams to achieve high team performance, and meet the project's
objectives. Teamwork is a critical factor for project success, and developing effective project
teams is one of the primary responsibilities of the project manager. Project managers
should create an environment that facilitates teamwork and continually motivates the team
by providing challenges and opportunities, providing timely feedback and support as
needed, and recognizing and rewarding good performance.
On the other hand, Control Resources is the process of ensuring that the physical resources
assigned and allocated to the project are available as planned. The question is asking which
activity the project manager is least likely to perform as part of the Develop Team process.
Don't be distracted by the resource management process' mentioned in the scenario that
may deceive you from selecting the correct answer. Both team members and physical
resources are managed using the processes of the Project Resource Management
Knowledge Area. However, ensuring that the assigned resources are available as planned is
not part of the Develop Team process and is, therefore, the best answer to the question
asked.
 13. A software developer on an agile project team has discovered that adding a second
computer monitor has increased productivity by reducing the time spent opening
and closing screens. The company has extra monitors in storage, so cost is not an
issue. As an agile coach, you want this practice to be adopted by the rest of the team
members. What is your best course of action?

A. Discuss the best practice with the project team during the project retrospective
B. Have the project team member share the best practice during the upcoming
iteration retrospective
C. Request the PMO to establish a new corporate policy that all developers should
use two monitors
D. Pull the extra monitors out of storage and assign one additional monitor to each
developer

Answer- B A common problem with establishing continuous improvement during

project execution is that lessons learned can become an afterthought as the project team
focuses on the work of producing the project's deliverables. Best practices and knowledge
gained may be recorded in the lessons learned register but that information is of no value if
it is not shared with the project team to improve the performance of the project. When an
agile approach is used, the Control Schedule process implied by the question is concerned
with conducting retrospectives. An iteration retrospective is a scheduled review in which
best practices can be shared to improve the performance of future iterations. Having the
team member that discovered the best practice share her experience with the project team
will bring credibility as she is already having success with improved productivity. Therefore,
of the available choices, having the project team member share the best practice during the
upcoming iteration retrospective is the best answer to the question asked.

14. As the project manager working on a large, multi-year project, you have conducted
an extensive series of training and development activities for the team. This has
greatly benefited both the team and the productivity of the project, resulting in a
very successful initial year. What should you use to ensure that your team members
will be recognized for their performance after they leave the project?

A. Lessons learned register

B. Project team assignments
C. Personnel assessment
D. Team charter

Answer- C The scenario implies that you are concerned with the Develop Team process.
On longer-term projects, the project manager will either write or contribute to her team
members' corporate personnel assessments. Because personnel assessments are
organizational process assets, as an output of the Develop Team process, they will have an
impact beyond the life of the project and have the potential to directly impact your team
members' career prospects.
Task 1.4 Empower Stakeholders
1. You are working for a company with an organizational structure type that is best
described as organic or simple. You have been assigned a project to upgrade the
computers at a retail store. To complete the project, all you need is for the
company's information technology (IT) specialist to load the software. The IT
specialist states that they are busy with another project. With the deadline now in
jeopardy, what is your best course of action?

A. Approve overtime for the IT specialist

B. Recommend project termination
C. Escalate the issue to the owner
D. Install the software yourself

Answer- C The question describes a company with an organizational structure type of

organic or simple. In this environment, the project manager is better described as a project
coordinator and has little or no authority over the project. In this situation, the owner or
operator controls the budget and project resources. Therefore, the only viable option for
you, as the project manager, is to escalate the issue to the owner.

2. Your software development project has an approved project management plan that
will incorporate an iterative approach as well as constraint-driven delivery to
complete the project on time and budget. You have empowered the development
team with a high level of decision-making authority, and the team has established a
stable velocity that is exceeding expectations. Which of the following decisions is
least likely to be delegated to team members?

A. Moving up the release date in response to the accelerated delivery of features

B. Adjusting the project schedule with the tasks assigned to the team
C. Determining how many features will be developed by the release date
D. Deciding the number of story points for inclusion in each iteration

Answer- A "The scenario describes a project with an approved project management plan
that incorporates an iterative approach with constraint-driven delivery. Therefore, this
project is a hybrid project that includes elements of predictive and agile frameworks.
Dynamic Systems Development Method (DSDM) is known for the constraint-driven delivery
approach. With constraint-driven delivery, the budget and release date would be fixed,
whereas the scope is variable. With the project team's velocity exceeding expectations, the
team should be able to deliver more features to be included in the release, but the release
date should not be changed.
Additionally, since the project has an approved project management plan, it is reasonable to
assume that the release date is incorporated into the schedule baseline, which is part of the
project management plan. An approved change request would be required to update the
schedule baseline. Change requests are handled in accordance with the change
management plan. There is not enough information in the scenario to determine if the
project manager alone has the authority to approve change requests. Therefore, adjusting
the release date is the least' likely decision to be delegated to the project team."
 3. An agile project to build a new company website is being implemented using a lean
product development approach. The project manager delegates some of the duties
to the team lead as well as encourages the team members to make local decisions,
including managing their workflow. What is the project manager trying to achieve?

A. Waste elimination
B. Fast failure
C. Team empowerment
D. Workflow visualization

Answer- C According to lean product development best practices, agile leaders delegate
tasks to the team to avoid both micromanagement and abdication. This concept is known as
team empowerment, which is a fundamental aspect of servant leadership. Lean thinking
includes the ability to delegate work while still retaining responsibility for the outcomes.
Retaining the responsibility can be accomplished using visual controls, where a manager can
see the team's process, see how the team is doing at any time, and see the team's
outcomes. If the team members get into trouble, the manager can actively coach them to
improve their results without telling them specifically what to do.

4. A project manager oversees a team consisting of a business analyst and three

software developers. The team released a prototype to the customer for review and
just finished gathering new requirements for the next project iteration. After
reviewing the requirements documentation, the project manager discovers that
some of the requirements were never documented. In this scenario, who would be
the person responsible for gathering and documenting business requirements?"

A. The customer
B. The project manager
C. The developers
D. The business analyst

Answer- D On projects that have an assigned business analyst, eliciting, documenting

and managing stakeholder requirements is the responsibility of that role. The business
analyst has the unique skill set and expertise to do the requirements-related work, whereas
the senior programmers would likely be responsible for executing project deliverables to
meet the business requirements. The project manager may work closely with the business
analyst, especially on such a small project team, but is focused on overseeing the
requirements management process and its integration with the overall project. The project
manager in this scenario is fulfilling that responsibility by reviewing the requirements
documentation, but it is the business analyst who is responsible for gathering and
documenting the business requirements.
 5. A project has been chartered to replace the current company's file storage system.
An external vendor provides the hardware, and an internal team develops the
software. The team is self-organizing and comprised of generalized specialists. The
team suggests working iteratively with the vendor, but the vendor refuses.
Therefore, only software will be developed iteratively. What project management
approach would work best for this project?

A. Hybrid
B. Waterfall
C. Agile
D. Predictive

Answer- A When a project requires the cooperation of various organizations, teams,

departments, etc., it's best when all parties use the same project management practices.
However, in reality, this is not always possible. In the scenario described, the internal
project team is comprised of generalizing specialists who suggest to carry out the work
iteratively, i.e., using agile practices. However, the vendor refuses. There is not enough
information in the scenario to determine if the organization can force the vendor to adopt
agile methods for the duration of the project. The team, being a self-organizing unit, is
empowered to make decisions related to its work and, therefore, decides that at least their
portion of the project work will be carried out using agile. When two different project
management approaches are combined (either voluntarily or out of necessity), the best
approach to take in this situation is to manage the project as a hybrid.

6. You have just drafted a document which, at a high level, will ensure a common
understanding by the stakeholders of key deliverables, milestones, and the overall
project risk. Before you wrap up the current process, what should you do?"

A. Obtain approval of the document you have drafted

B. Conduct a project kick-off meeting
C. Obtain approval of the project management plan
D. Pre-assign key project team members

Answer- A The question suggests that you have just drafted the project charter, which is
the main output of the Develop Project Charter process. The project charter is a document
that, at a high level, ensures a common understanding by the stakeholders of key
deliverables, milestones, and the roles and responsibilities of key project stakeholders.
Although a project manager may assist with the development of the project charter, the
charter must still be formally approved by an initiating entity such as a sponsor, project
management office (PMO), or authorized representative. Therefore, before wrapping up the
Develop Project Charter process, you should obtain the project charter's approval.
 7. A project is divided into phases. Each phase consists of tasks involving design,
development, testing, and integration. You have developed a project charter, and
the project sponsor has just signed and approved the charter. The purpose of this
document includes all of the following, except:

A. To provide a formal record of the project

B. To provide a direct link between the project and the company's strategic
objectives
C. To show organizational commitment to the project
D. To authorize functional management responsibilities to the project manager

Answer- D The project charter once signed and approved, is a commitment by the
organization to dedicate the required time and resources needed for the project. The
project manager is named and authorized to use organizational resources for project
activities. An approved charter validates the alignment of the project to the strategy and
ongoing work of the organization. These all describe the purpose of a project charter. The
question, however, is asking what is not a purpose of the project charter. While the charter
authorizes the project manager to expend organizational resources on the project, the
charter does not authorize functional management responsibilities to the project manager.
Functional management responsibilities are determined by a company's corporate structure
and not by a project charter.

8. A company needs to purchase a 3D printer for a project in the planning stage. The
project manager assigns a project team member to be responsible for acquiring the
3D printer while two other team members will be trained on operation and
maintenance and can then be consulted when needed. What tool or technique is
most useful in documenting these responsibilities for future reference?

A. Requirements traceability matrix

B. Project team directory
C. RACI chart
D. Probability and impact matrix

Answer- C The question implies that the Plan Resource Management process is being
carried out, and a responsibility assignment matrix (RAM) is one of the tools associated with
this process. A RACI chart is a common type of RAM that uses responsible, accountable,
consult, and inform statuses to define the involvement of stakeholders in project activities.
In the scenario described, activities such as acquiring the 3D printer, training to operate and
maintain the printer, etc., are shown in the left column, while the roles and responsibilities
of the team members assigned to these activities are shown in rows. Therefore, a RACI chart
is the best tool for documenting the responsibilities for future reference.
 9. A project manager is in the execution stage of a construction project. Poor weather
conditions that have hampered progress on the project caused the project to fall
behind schedule. Additionally, two of the vendors have been unable to perform as
contracted. The project manager now needs to implement the responses planned
for these risks. What tool or technique will be most valuable to the project manager
in this scenario?

A. Influencing to encourage risk owners to take necessary action

B. Facilitation to improve the effectiveness of risk responses
C. Networking to interact with project stakeholders and develop contacts
D. Probability and impact matrix to assess the odds that the risk responses will be
successful

Answer- A The question indicates that previously identified and analyzed risks have
been realized , and response plans need to be implemented , which implies that the
Implement Risk Responses process needs . be performed. Some response actions may be
owned by people outside the immediate project team or who have competing demands .
The project manager may need to exercise influencing t encourage nominated risk owners
to take necessary action where required. The incorrect answer choices represent tools and
techniques which are more likely to be used during other processes in the Project Risk
Management Knowledge Area. Therefore, of the available choices, influencing will be the
most valuable tool or technique to the project manager in this scenario.

10. A project manager has been asked to manage a new project that the organization
about to undertake. Which of the following tasks should the project manager do
first?

A. Start developing the project management plan

B. Obtain approval for the project charter from the sponsor
C. Talk to the functional managers to secure resources
D. Meet with the customer to gather detailed requirements

Answer- B The project charter is the document issued by the sponsoring entity that
provides the project manager with the authority to plan and execute the project . The
project charter allows the project manager to formally apply organizational resources to the
project activities .While other answer choices are valid steps in project planning and
execution , of the choices given , obtaining the project charter approval from the sponsor
must happen first and is , therefore , the best answer to the question asked .
 11. An agile team is working to meet an aggressive release goal. The scrum master has
recently noticed that the performance of one of the developers has dropped and the
developer seems to be participating less in group discussions. What should the
scrum master do?

A. Request the rest of the team members to back the workload of the developer
B. Discuss the developer's performance issues at the sprint retrospective meeting
C. Meet with the developer privately and try to determine what motivates them
D. Look for a replacement because agile teams require the best talent available

Answer- C The situation presented in the question is of an agile team working to meet
an aggressive release schedule. At this critical time, the scrum master notices that the
performance of one of the team members has dropped, and the team member seems to be
communicating less in group discussions. The scrum master should ask the question, what
would a true servant leader do in such a situation? The scrum master could respond in many
ways. However, there is only one choice that is consistent with the agile mind set,
specifically with one of the Agile Manifesto values that states, "We value individuals and
interactions over process and tools". The humanistic approach is to have a conversation
with the team member privately and in confidence and determine the reason behind the
drop in the team member's performance. Understanding what motivates the team member
could lead to a potential solution.

12. A project manager has written a charter but has been unable to get the charter
approved by senior management. His manager has asked him to begin the project
without the charter. What is the best thing for the project manager to do?

A. Proceed with the project, but document the lack of project charter in the risk
register
B. Focus on other projects that have project charters
C. Start working on the project management plan
D. Refuse to proceed with the project

Answer- D The primary purpose of the charter is to formally authorize the project and,
most importantly, to provide the project manager with the authority to apply organizational
resources to project activities. Without an approved charter the scope and nature of the
project may not be clearly defined, or the project could progress in a direction that is not in
alignment with the organization's objectives. The act of creating an approved charter shows
management support for the project and the project manager. If the project starts without
the project charter, the project may suffer from the lack of resources throughout its entire
life cycle. The lack of resources is likely to lead to project failure which will likely be
perceived as the project manager's fault. A better answer choice would be "refuse to
proceed with the project and explain the impact of proceeding without an approved
charter." However, this option is not given. Therefore, of those provided, refusing to begin
the project is the best answer to the question asked.
 13. You are leading a project team that will consist of a mixture of internal employees
and contractors, and you have decided to use a chart that will ensure the assignment
of roles and responsibilities is clear. The table has a list of activities as well as an
indication of which team member is accountable, responsible, providing
consultation, or is an information resource for the activity. Which of the following
choices describe this chart?

A. Responsibility assignment matrix (RAM)

B. Control chart
C. Resource breakdown structure
D. None of these

Answer- A The RAM is a tool used during Plan Resource Management to illustrate the
connections between work packages and project team members. The matrix format shows
all activities associated with one person and all people associated with one activity ensuring
there is only one person accountable for any one task. By using a RAM, the project manager
can avoid confusion about who has authority for the work. The scenario describes a RACI
(responsible, accountable, consult, inform) chart which is an example of a RAM. The RACI
chart shows the activities to be completed and designates the resources assigned to each
activity as either responsible, accountable, consult, or inform. Using a RACI chart can ensure
the assignment of roles and responsibilities are understood. Since the RACI chart is an
example of a RAM, and the RACI chart was not an answer choice, RAM is the best answer to
this question.

14. A multi-phase project will deliver a self-driving car. Most phases have well-defined
requirements, a clear cost structure, and a fixed schedule. The prototype phase is
characterized by high variability. To maximize focus and collaboration, the project
manager decides that the prototype phase will be performed by a self-organizing
team of generalizing specialists. Which of the following is the project manager trying
to avoid by putting together this collaborative team?

A. Improved communication
B. Increased time for decision making
C. Better knowledge sharing
D. Higher flexibility of work assignments

Answer- B
 15. During a daily standup meeting, the project manager goes from one team member
to another questioning each one on the work they have accomplished and
reprimanding them for the slow progress the team made so far. The meeting lasts
for almost an hour and turns into a status meeting. What should the project
manager do differently to avoid the next standup meeting turning into a status
meeting?

A. Use a timer configured to alarm 30 minutes after the start of the meeting
B. Switch the development life cycle from adaptive to predictive
C. Ask a team member to facilitate the standup instead of the project manager
D. Only focus on issues that represent roadblocks and impediments to progress

Answer- C Agile leaders are not only responsible for understanding the guidelines
governing the daily standup meeting but also for ensuring that all team members adhere to
these guidelines. In this situation, the project manager does not follow these guidelines by
allowing the meeting to go over the 15-minute timebox as well as reprimanding the team
members for slow progress, thus forcing the daily standup to become a traditional status
meeting. Those who have mainly worked in a predictive environment may tend to fall into
this antipattern since they used to get a status from the team members. To ensure that the
next daily standup meeting does not fall into this trap, the project manager should
empower the team and organize around its strengths. The project manager may want to let
the team members facilitate the standup so that the meeting is used as a time for the team
to self-organize and make commitments to each other.
Task 1.5 Training
1. An organization that is steeped in a predictive project management approach has
decided to adopt hybrid methods as a transition strategy to agile project
management. A pilot scrum project has been chartered and scrum roles and
responsibilities assigned. The project manager wants to ensure the optimal delivery
of value to the customer. What should the project manager do next?

A. Assign story points to prioritize the product backlog

B. Request that the team use the MOSCOW method
C. Schedule scrum training for the product owner
D. Decompose the WBS into scrum user stories

Answer- C Having a prioritized project backlog is essential to delivering the optimal

value to the customer. A prioritized backlog helps guide the development team to build the
highest value features first, so the customer can start realizing the greatest value as early as
possible. With agile project management, specifically Scrum, the product owner serves as
the voice of the customer and is responsible for prioritizing the product backlog. In this
scenario, the newly assigned product owner is not likely to have the knowledge to
effectively perform their role since the product owner role does not typically exist within a
predictive environment. The project manager should ensure that the product owner is
adequately trained to perform their role effectively.

2. A project manager has just taken over during the first phase of a project, which is
running ahead of schedule. Each phase of the project will require different
competencies, and the project manager needs to understand what training should
be provided to the team in preparation for the upcoming phases and when this
training will be needed. What is the best course of action?

A. Consult the project schedule

B. Talk to the human resources department
C. Review the resource calendars
D. Examine the training management plan

Answer- A The question suggests that the project manager is performing the Develop
Team process and needs to gain an understanding of how and when to provide training to
the team which will be required for the upcoming phases. The project schedule serves as an
input to the Develop Team process and presents linked activities with planned dates,
durations, milestones, and resources. Note, the project schedule alone does not define
'what' training is needed for a particular team member and how this training should be
conducted. However, by analyzing the project schedule and identifying what activities are
scheduled, when they are scheduled, and who is assigned to these activities, the project
manager can determine in advance what training is required for each project team member,
and how this training should be conducted to develop the competencies required at
different phases. In other words, the project schedule helps identify the need for team
development strategies during project execution. Therefore, of the available choices,
checking the project schedule is the best answer to the question asked.
 3. As part of its transformation to agile, an organization selects a pilot team for a
project to develop a software tool. An agile coach is assigned to the team to guide
them throughout their transition. For the first few iterations, the coach works with
the project manager and team to coach them on agile practices and assign tasks to
the team members. What is the agile coach's best course of action to determine if
the team has acquired the required skills to perform the upcoming iterations without
coaching?

A. Attend daily standup meetings

B. Conduct product demonstrations
C. Hold iteration retrospectives
D. Carry out team building activities

Answer- C The scenario describes a hybrid project that starts with traditional project
management practices, where the project manager assigns tasks to the team members, and
gradually transitions to agile with the help of the agile coach who guides the team as the
project progresses. Experienced agile teams are self-organizing and empowered to make
decisions related to their work. Rather than selecting and sequencing work, the project
manager explains higher level objectives to the team, and the team members are
empowered to self-organize specific tasks as a group to best meet those objectives. The
team in the scenario is not yet knowledgeable in agile practices. Therefore, before reaching
this empowered team state, the team members need guidance from an experienced agile
practitioner, such as the agile coach. It is also possible, at this stage, that work is assigned to
the team members by the project manager. Iteration retrospectives are used to review the
process the team uses to complete their tasks and determine what works well and what
could be improved. The use of iterations supports such continuous improvement, allowing
the team to improve their agile practices from iteration to iteration and, eventually, acquire
the skills required to perform without coaching.
 4. To determine the budget for your project, you aggregate cost estimates of the work
packages and send the draft budget to the sponsor for review. The sponsor replies
with a request to remove training costs for the project team arguing that since the
product will be developed by a self-organizing agile team, the team members can
self-study the missing knowledge. How should you respond to the sponsor?

A. Explain that even if the team members may learn the missing skills on their own,
the budget will still have to cover the time the team will spend to close the
knowledge gap since the team will be less productive during that period.
B. Agree with the sponsor that self-organizing agile teams have the ability to self-
educate themselves on the missing knowledge and remove the amount
accounted for the training of the team members from the project budget
C. Request that the sponsor submit a change request to remove the costs of
training for the team members and, after the change control board approves the
request, update the cost baseline and project budget accordingly
D. Facilitate a meeting between the sponsor and the team and suggest that the
sponsor uses the fist of five voting technique to determine the level of support of
the team to self-educate themselves on the missing knowledge"

Answer- A "The scenario implies the project is managed using a hybrid project
management approach as evident from the fact the budget is developed by aggregating cost
estimates of work packages, while the product is developed using agile methods. Agile
development is typically performed by self-organizing self-managing teams of generalizing
specialists. However, being selforganizing and self-managing does not necessarily mean the
team members will be able to self-educate themselves on the missing knowledge. Even if
they can, the time they will spend acquiring new knowledge and skills will likely be less
productive, and the team members will have to be paid while they are learning. Therefore,
the time spend by the team studying the new material should be accounted for in the
project budget.
Note, the scenario does not indicate that the team is missing any knowledge. However,
none of the answer choices suggests otherwise and, therefore, selecting the correct answer
should be done with the assumption in mind that some knowledge is missing.
 5. You are leading a research and development project where knowledge in specific
areas is essential to project success. You want to understand what knowledge your
team possesses as a group and what knowledge is missing. What should you do?

A. Review the source breakdown structure

B. Examine the project knowledge register
C. Review the lessons learned repository
D. Check project management information system

Answer- A According to the scenario, you are performing the Manage Project
Knowledge process. The resource breakdown structure is one of the inputs to this process.
The resource breakdown structure is a hierarchical representation of resources by category
and type. This document includes information on the composition of the tea and may help
understand what knowledge is available as a group and what knowledge is missing

6. An organization that manages its projects using waterfall has decided to adopt scrum
as the development approach for all of its future projects. You have been assigned to
lead an upcoming project. You follow the resource management plan to acquire the
project team when you realize that the team members are unfamiliar with scrum.
What is your best course of action?

A. Schedule a scrum workshop and include the cost in the project budget
B. Let the team learn scrum by doing the job because agile teams are self-
organizing
C. Schedule a scrum workshop and request training funds from the organization
D. Request the organization to replace the team with the one that has experience in
scrum

Answer- C Development approach is a component of the project management plan that

describes how the project deliverables will be built. For example, a project as a whole can
be managed using the traditional (predictive, waterfall) project management approach,
while the project deliverables, e.g., a software application, is developed using one of the
agile frameworks, such as scrum, XP, Kanban, ane combination of those, etc. The scenario
indicates that the organization has decided to use scrum as the development approach for
all of the organization's upcoming projects. The project team, however, does not have any
experience with scrum. One of the responsibilities of a project manager, as a servant leader,
is to ensure that the project team members possess the necessary skills to perform their
work effectively. Thus, in this case, the project manager should arrange for scrum training.
Training costs can be included in the project budget or applied at the organizational level.
When the skills to be acquired from the training will be unique to a particular project, then
the training costs should be included in the project budget. In the scenario, the scrum skills
acquired from the training will likely benefit all future projects for which the project team
will be assigned. Therefore, requesting the organization to absorb the training costs makes
the most sense and is, therefore, the best answer to the question asked.
 7. It has been determined that due to the lack of local resources for the new project,
the project team members will have to be hired from different countries worldwide.
The project manager has concerns that miscommunication and misunderstanding
among the team members might be an issue. What is the project manager's best
course of action to address these concerns?

A. Implement an online tool to enable the team members to chat among

themselves
B. Enroll the project team members in cultural training to raise cultural awareness
C. Nothing; the business world has been multicultural for so long that there should
be no issues
D. Funnel all communications through the project manager to avoid
miscommunication

Answer- B The fact that the project team comes from all around the world suggests that
there will likely be cultural differences among the project team members and stakeholders.
Thus, the project manager is wise to be concerned about how these cultural differences will
impact communications. The project manager's best course of action, in this scenario, is to
help the team develop their cultural awareness by enrolling everyone in cultural training.
Cultural awareness is an understanding of the differences between individuals, groups, and
organizations and adapting the communications in the context of these differences. This
awareness and any consequent actions may help minimize misunderstandings and
miscommunication that may result from cultural differences within the project team.
Therefore, among the available choices, enrolling the project team members in cultural
training to raise cultural awareness is what the project manager should do first.

8. As a result of extensive training and development activities specified in the resource

management plan, all of the teams working on the project perform at their best.
However, as the project progresses, one of the teams sees substantial turnover. You
realize that the team will need specific training and coaching to align its performance
with the rest of the teams. What is the best approach for you to take in this
situation?

A. Conduct individual and team assessments

B. Repeat the training regime for the team
C. Create project work performance reports
D. Review the resource management plan

Answer- A The scenario implies the project manager is carrying out the Develop Team
process. Individual and team assessments are one of the tools and techniques that can be
used during this process. Team performance assessments are an output of this process. The
best way to measure team performance is by assessment. In this case, individual and team
assessments should be given to the team that experienced high turnover to ensure that you
can most effectively target any shortcomings. It will not be useful to base your adjustments
on past performance, because, as a result of the significant turnover described in the
question, a substantial part of the team consists of new members.
 9. Your marketing project started with a team comprised of junior graphics designers.
Throughout the project, you have invested heavily in courses to strengthen the
proficiencies of the team members. Now, you are evaluating the professional
knowledge of each team member. What would be most likely updated as a result of
your efforts?

A. Project team assignments

B. Skill assessments
C. Individual and team assessments
D. Team-building activities

Answer- B The scenario implies that you are involved in the Develop Team process,
focusing on the skill development of your team which is comprised of junior designers. After
conducting the intensive training, you want to validate whether or not the training has
achieved its objectives. In other words, you apply various tools and techniques associated
with the Develop Team process to he team members. The question is asking, "What would
be most likely updated as a result of your efforts?" In other words, the question is aski
choice that represents one of the outputs of the Develop Team process. Enterprise
environmental factors (EEFs) that can be updated as a result of the Develop Team process
include skill assessments, making this choice the best answer to the question asked.

10. You are a project manager working with a new team on a project using Scrum best
practices. You know that the team members have little experience in Scrum and will
need some training. Where would you document training needs and strategies
required for your team members for this project?

A. Team management plan

B. Project management plan
C. Physical resource management plan
D. Team charter

Answer- A This question is tricky and has more than one correct answer, but which one
is the best answer?
 11. As a project manager, you recently completed a project team performance appraisal,
and a previously unknown competency gap in technical skills was uncovered, which
needs to be addressed. What should you do next?

A. Implement the response planned for this risk

B. Conduct unplanned training to address the competency gap
C. Consult the training management plan
D. Let go of the staff who have technical skill gaps

Answer- B "The question states that a competency gap was uncovered as a result of a
project team appraisal that was previously unknown. As a result, the newly discovered
training need is not likely to be addressed in the resource management plan. If project team
members lack the necessary management or technical skills, such skills can be developed as
part of the project work. Scheduled training takes place as stated in the resource
management plan. Unplanned training takes place as a result of observation, conversation,
and project performance appraisals conducted during the management of the project team.
The incorrect answer choices represent actions that do not directly address the newly
discovered training need. Therefore, of the available options, conducting unplanned training
to address the competency gap is the best response.
Note, since the unplanned training will likely consume project resources (time, budget, etc.),
an approved change request will be required. While the correct answer choice does not
indicate this, it's still the best of those provided."
 12. You are preparing for an upcoming software development project. The project will
be initiated and planned using a predictive approach, while the development team
will use Kanban. A budget has been established for training, and you need to
determine how to allocate those funds. What is your best course of action?

A. Send the development team to a seminar on maximizing WIP

B. Provide training to transform T - shaped people into I - shaped people
C. Deliver training to convert I - shaped people into T - shaped people
D. Train the team on how to best prioritize the features to be developed

Answer- C The fact the project will be initiated and planned using a predictive approach,
while the development team will use Kanban (one of the agile methods), indicates that a
hybrid management approach has been selected for the project. High performing agile
teams are cross-functional as they are comprised of T-shaped people (also known as
generalizing specialists). Generalizing specialists can perform a wider range of project tasks
compared to I-shaped people (specialists). An agile team of generalizing specialists will have
greater flexibility, which will help avoid bottlenecks and increase throughput. Transforming
the development team from l-shaped to T-shaped should improve velocity. The incorrect
answer choices represent actions that would provide little to no value or would be
counterproductive.
 13. To better use existing knowledge and to create new knowledge for a project, the
project manager is looking for ways to identify any knowledge gaps. Which of the
following would help the project manager the most to complete this process?

A. Bid documents
B. Resource breakdown structure
C. Quality metrics
D. To-complete performance index

Answer- B Using existing knowledge and creating new knowledge for a project is
essentially the definition of the Manage Project Knowledge process. When the knowledge
that the project has is compared to its knowledge needs, then the gaps in knowledge can be
identified and addressed. Specifically, the resource breakdown structure, as it pertains to
the Manage Project Knowledge process, includes information on the composition of the
team and may help to understand what knowledge is available as a group and what
knowledge may be missing.
 14. A project manager has just been hired to lead a project, which is already in the
execution stage. Even though the project team members demonstrate strong social
relations and collaborative working environment, the project manager wants to
improve the performance of the team and provide the training necessary to achieve
the project's objectives. Among the following, what should the project manager do
first?"

A. Evaluate the team members' current skills and competencies

B. Provide one of the courses offered by the company
C. Schedule a project retrospective
D. Conduct a team building activity

Answer- A The question does not provide information on why the project manager
wants to improve the team performance. The question only suggests that the project
manager is planning to carry out the Develop Team process. The question also indicates that
the project manager is new to the performing organization, and, as a result, does not have a
working knowledge of the project team's current skills and competencies. Team member
skills, competencies, and specialized knowledge represent some of the enterprise
environmental factors that may influence the Develop Team process. All of the answer
choices describe actions which may provide some benefit; however, to identify training
needs, the project manager should first seek to understand what skills and competencies
currently exist with the project team members. With this understanding, the project
manager is then equipped to look for those training and development activities which
address the specific needs of the team members. Therefore, of the available options, before
deciding on a team developmental strategy, the project manager should first evaluate the
team members' current skills and competencies.
 15. An inspection of a shipbuilding project has identified consistent welding failures in
critical components resulting in substantial rework, schedule delays, and budget
overruns. A quality management team has been tasked to identify the root cause of
the problem. The team has determined that inadequate welder training was the
predominant reason. What should the project manager do next?

A. Request an audit by the enterprise quality team to confirm the root causes of the
issue, its impact on the project, and the cost of future rework.
B. Request extra budget money to cover the cost of the welding rework and
additional inspection teams.
C. Determine training options and prepare a quality report with a summary of the
issue and recommendations for corrective actions.
D. Meet with the welders to emphasize that the quality of work is unacceptable and
that future failures will result in disciplinary action

Answer- C This scenario implies that the project manager performs the Manage Quality
process. The problem and its root cause have been identified, so it is time to determine
options and make recommendations. Quality reports are an output of the Manage Quality
process, and they are the best way to include a summary of findings, potential options, and
recommendations. The key here is to find a path forward that will correct the problem in a
positive, proactive way. Since the inadequate welder training was the predominant reason,
of the choices provided, determining training options and preparing a quality report with a
summary of the issue and recommendations for corrective actions is what the project
manager should do next.
 16. As the project progresses, the project manager finds pair programming to be
particularly effective in transforming highly specialized team members into
generalizing specialists. Although this type of on-the-job training had not been
included in the project management plan, the project manager wants to ensure that
this XP technique is used for the remainder of the project. What should the project
manager do next?

A. Instruct the project team to use pair programming as one of the extreme
Programming (XP) techniques going forward and update the project
management plan accordingly
B. Discuss pair programming at the next iteration retrospective and submit a
change request to include this technique into the knowledge management plan
C. Include the knowledge gained about the pair programming in the lessons learned
register and submit a change request to revise the resource management plan
D. Update the lessons learned repository with the information regarding eXtreme
Programming (XP) and indicate how it can be used to improve productivity

Answer- C The lessons learned register is a project document where knowledge gained
during the project should be documented so that it can influence the future performance of
the project. Any knowledge that is gained during the course of the project should be
recorded in the lessons learned register. Additionally, the resource management plan
should define how the project team will be trained and developed. Including pair
programming as part of the training and development plan within the resource
management plan will help ensure that the practice is used for the remainder of the project.
Since the scenario implies the project is managed using hybrid methods with the project
management plan in place, an approved change request is needed to update any
component of the project management plan. When more than one choice looks like a
plausible answer, select the choice that more accurately addresses the question asked.
 17. A project to roll out a new payroll system for the organization has been completed.
Training the employees on the new system was a key deliverable in the scope
baseline. The training was provided to all employees in a single class but proved
inefficient as the payroll department was overwhelmed with incorrectly filled out
timesheet forms, which delayed paychecks. What might the project manager have
done differently to prevent the incorrectly submitted timesheets?

A. Conducted a project retrospective to gain insights into the problems that

occurred
B. Included the approval of overtime and bonuses for the payroll department as a
risk response
C. Captured the problem in the issue log and assigned an owner for monitoring
D. Incorporated incremental delivery along with retrospectives in the project
management plan

Answer- D One of the responsibilities of a project manager is to ensure that team

members and stakeholders are adequately trained. In this scenario, a single large training
class was conducted for all of the employees (stakeholders). While this probably was the
most cost-efficient way of delivering the training, it clearly was not the most effective. One
of the advantages of incremental delivery is the ability to learn from each progressive
iteration and apply those learnings to improve the performance of future iterations. In this
case, starting with a small group of training, participants should have uncovered the
problems with the training so they could be addressed with future groups. By incorporating
elements of agile like incremental delivery to an otherwise predictive project, the project
becomes a hybrid. Although this strategy may not have prevented a small spike in timesheet
issues for the payroll department, the volume of issues would have been greatly reduced,
which may have prevented the payroll department from being overwhelmed, delaying the
paychecks.
 18. A company undertakes its first hybrid project. The project schedule is measured
against the baseline, and the product is developed using Scrum. Agile training is
provided to the team. The project completion date is due, and the team submits
what they were able to complete so far. The customer inspects the product and
indicates that an important feature was not delivered. What was the most likely
reason that caused this situation?

A. The project team refused to work evenings and weekends to complete the entire
product backlog
B. A product owner was not included in agile training or was not even assigned to
the project
C. The project team did not consult with the customer on how to prioritize the
product backlog
D. The schedule baseline was too short for all the items in the product backlog to be
developed

Answer- B The scenario implies that the project backlog was not prioritized properly.
Specifically, an important feature was not developed, whereas features of lesser importance
were completed. The project backlog should have been prioritized to ensure that the most
valuable features were completed first. In this manner, if time runs out on the project, only
the least valuable features are not created. It is the responsibility of the product owner to
serve as the voice of the customer and prioritize the backlog accordingly. The question
indicates that agile training was delivered to the development team, which was a good idea.
However, it is unclear if the product owner was included in the training or even assigned to
the project. If the product owner were included in the training, the product owner would
have a clear understanding of their role and responsibility in the project and the importance
of having a prioritized backlog. Therefore, it is reasonable to assume that, of the choices
provided, the most likely reason that caused the situation described in the scenario was the
fact that a product owner was not included in agile training or was not even assigned to the
project.
 19. A project is carried out using traditional methods. To produce project deliverables
more frequently, the project manager wants to incorporate some agile practices into
the team's work. An agile coach is brought in to conduct a workshop with the project
team. What should the project manager do next to verify that the team has acquired
the agile skill set needed to meet the project objectives?

A. Facilitate a focus group to evaluate the effectiveness of the workshop and then
prepare a team performance assessment
B. Schedule a team-building event to enhance team cohesiveness, improve
collaboration, and strengthen interpersonal skills
C. Hold a retrospective and then submit a change request to update the lessons
learned register with the knowledge gained
D. Update the RACI chart with the agile knowledge and skills acquired by the project
team members during the workshop

Answer- A The scenario describes a traditional project in which the product will be
developed using agile methods, implying the project overall will be managed using a hybrid
framework. Regardless of the approach, evaluating the effectiveness of training delivered to
the project team is a good idea. This evaluation would provide the organization with
feedback on whether the project team has acquired the knowledge and skills required to
achieve the project objectives. The evaluation would also reflect on how well training
resources have been spent. In the scenario, the question is specifically asking how to verify
the effectiveness of the training. Individual and team assessments are included among the
tools and techniques associated with the Develop Team process implied by the scenario.
Conducting a focus group is one method of performing individual and team assessments,
the results of which should be documented as a team performance assessment, which in
turn, is an output of the Develop Team process.
 20. You have been assigned to lead an agile phase within an otherwise traditional
waterfall project. On your first day on the project, you conduct an introductory
meeting with the development team, and it becomes apparent that some of the
team members have gaps in their skillsets to function as generalizing specialists.
What should you do first?

A. Check with the human resources department what plans they have put in place
for the development of the project team members throughout the various
project phases
B. There is no need to develop the team members towards becoming generalizing
specialists since agile methodologies stress the importance of subject matter
experts
C. Review the resource management plan to gain an understanding of what training
and development activities have already been put in place for the project team
members
D. Submit a change request to update the cost baseline and the schedule baseline
to account for the costs and time required to be allocated for training of the
team

Answer- C In this scenario, you, as the project manager, have identified gaps in the
skillsets of the development team. The project manager should ensure that plans are in
place to address any training and development needs. The resource management plan is
supposed to contain the approved training and development activities for the project team
members. You should first review the resource management plan to determine whether or
not the existing plans are sufficient to address the training and development needs of the
project team. If the existing training and development plans are inadequate, then it might
be necessary to submit a change request to update the resource management plan and
possibly the cost baseline and schedule baseline to account for the incremental expense as
well as the time needed for training.
Task 1.6 Build a Team
1. To hire independent contractors for the project team, the project manager follows
the resource management plan and advertises the opportunity on social media. The
response is overwhelming. After narrowing down the list of applicants to those
qualified for the project work, the project manager has a much larger than
anticipated candidate pool. What should the project manager do next?

A. Apply the source selection criteria to the candidate pool

B. Submit a change request to update the resource management plan
C. Update the lessons learned repository
D. Use multicriteria decision analysis to select the independent contractors

Answer- D The question involves two processes: Acquire Resources (independent

contractors are hired for the project team) and Conduct Procurements (external resources,
which could be both physical and human, are procured). Advertising, that was used by the
project manager to attract potential contractors, is a tool or technique of the Conduct
Procurement process. Decision making is one of the tools and techniques that may be used
as part of the Acquire Resources process. The context of the question (procuring resources
for the project team) suggests that of the two processes, Acquire Resources and Conduct
Procurements, the former is likely the process one should focus on. Decision-making
techniques that can be used in the Acquire Resources process include multicriteria decision
analysis. With multicriteria decision analysis, criteria are developed and used to rate or
score potential resources (applicants for contract work in this case). The criteria are
weighted according to their relative importance and values, and can then be applied to the
candidate pool to determine the best applicants to serve on the project team. Of the
choices provided, using the multicriteria decision analysis tool will be most helpful for the
project manager in selecting the project team members from a large list of qualified
applicants and is, therefore, what the project manager should do next.
 2. A project manager is leading a six-member agile team. The team's current velocity
and the number of story points remaining in the backlog indicate that the project is
trending to meet the schedule baseline. Midway into project execution, the project
sponsor informs that three team members are being reassigned to a new higher
priority project and will not be replaced. What should the project manager do next?

A. Provide the sponsor with a formal letter that the project is terminated since
achieving the project objectives is unrealistic with the remaining resources
B. Request the remaining team members to run three more sprints to determine a
new velocity so that a new project completion date can be estimated
C. Mandate the use of overtime and allocate bonuses for the remaining team
members to bridge the gap and ensure that the project objectives are met
D. Submit a change request to revise the schedule and/or scope baseline based on
the remaining resources and evaluate the options on how to proceed

Answer- D The question indicates that the project has a schedule baseline and is using
an agile team. These circumstances imply that an agile development cycle is being used
within an overarching project management plan, making this project a hybrid. Given the fact
that half of the development team has been reassigned, it is reasonable to assume that the
existing project backlog will not be completed within the schedule baseline. With the limited
information presented in this scenario, it is clear that the project scope and/or the schedule
baseline will need to be adjusted, or the project might need to be terminated prematurely.
When a project uses baselines to track performance, a modification to a baseline requires
an approved change request. Unless stated otherwise in the scenario, the project manager
lacks the authority to adjust baselines or terminate a project at will. The best course of
action for the project manager in this scenario is to submit a change request to adjust the
project scope and/or schedule baseline as necessary. Within the change control process, the
changes need to be evaluated against all project constraints, and the authorized
stakeholder(s) will need to decide on the best option.
 3. You are in the process of implementing the resources management plan for your
technology development project. The plan indicates that a team performance
assessment should be conducted monthly to support continuous improvement
efforts. The project is characterized by high variability and is following an agile
lifecycle for product development. How should you approach the team development
strategy for this project?

A. Incorporate the use of attitudinal surveys into the daily standup meetings and
apply the outcomes derived from them to create the monthly team performance
assessments
B. Conduct project retrospective to gain insights into how the team can improve
their processes, and use the knowledge gained to create the team performance
assessments
C. Incorporate individual and team assessments into the existing iteration
retrospective meetings and use the information obtained to create the monthly
team assessments
D. Submit a change request to remove the requirement for the monthly team
assessments as agile teams are self-organizing and work in the absence of
centralized control

Answer- C "The question implies that you, as a servant leader, are leading an agile team
within an overarching predictive environment, which includes the use of a resource
management plan. Individual and team assessments are among the tools and techniques
associated with the Develop Team process, the implementation of which should be
documented in the resource management plan. The information gleaned from conducting
individual and team assessments can then be used to create the team performance
assessments.
Individual and team assessments can be incorporated into the existing iteration
retrospectives as the project team should be discussing their processes and how they
interact as a team in order to identify areas for improvement. Thus, the individual and team
assessments are aligned with the primary purpose of the iteration retrospective. For
example, team member attitudes toward the project and other team members can be
assessed, and gaps in training and development might be identified. The servant-leader
should facilitate the iteration retrospective and ensure that any developmental needs are
identified so they can be addressed as part of continuous improvement efforts."
 4. An agile leader has been tasked with putting together a team for a complex software
development project with an aggressive schedule planned to be completed in six
months using an adaptive development approach. Most of the team members will
be hired externally, and the remaining members will be brought from within the
performing organization. What hiring strategy will support the team's and project's
adaptability and resiliency?

A. Select individuals with broad skill sets as well as experts with knowledge in each
required skill area
B. Choose team members with extensive knowledge of change control processes
and procedures
C. Identify each required skill area and select the team member that has the best
qualifications for that area
D. Seek team members who will be able to complete the project in four instead of
six months

Answer- A Project leaders should embrace adaptability and resiliency in order to obtain
optimal results. Adaptability refers to the ability to respond to changing conditions, while
resiliency is the ability to absorb impacts and recover quickly from a setback or failure.
Challenges and setbacks are frequently encountered during the project life cycle, and
adaptability and resiliency will help keep the project moving in the right direction when
facing such challenges. In the scenario described, the agile leader will need to select project
team members with the stated goal of enhancing the team's and project's adaptability and
resiliency. Adaptability will be particularly important as agile teams collaborate closely to
complete the project's deliverables as opposed to having tasks assigned to them as is the
case with predictive projects. While a team of subject matter experts might be needed for a
complex software development project, team members that also have a broad range of
skills and experience will provide more flexibility, which enhances adaptability and
resiliency. For example, if one team member's tasks become a bottleneck, others might
have sufficient skills in that particular area to provide additional support and keep the
project on track.
 5. The project team that you are managing is entirely virtual and distributed all over
the country. You know that as the project progresses, your team will learn things
and gather more information about the project. You would like to ensure all that
knowledge and information does not get lost. By managing project knowledge, you
can improve current project results as well as support future projects. Which of the
following will you need to remember when managing knowledge on this project ?

A. Managing project knowledge only involves documenting information so it can be

shared.
B. Managing project knowledge only involves obtaining lessons learned.
C. Explicit knowledge can be easily shared but isn’t always understood correctly.
D. Tacit knowledge is easy to organize and index .

Answer- C Knowledge is commonly split into two forms . Tacit knowledge is personal
and hard to express. It involves the collective know-how, techniques, and expertise gained
from one's experiences. Tacit knowledge is difficult to organize and is typically shared
through conversations and interactions between people . Explicit knowledge can be
expressed in words , numbers , and symbols and therefore can be easily documented and
shared . However, explicit knowledge lacks context and is open to different interpretations
making it easily misunderstood. You need to remember this drawback of using only explicit
knowledge in order to effectively manage knowledge on this project. You need to take
actions, such as building an atmosphere trust so that people are motivated to share their
knowledge, to reduce the risk of relying only on explicit knowledge.
 6. You have been assigned to lead an agile project. However, when you meet with your
team for the first time, you realize that due to various company's imposed
constraints, most of the team members would not be able to be 100 % dedicated to
the project. What is your best course of action?

A. Switch the development approach from agile to scrum

B. Increase iteration length from two to four weeks
C. Offer rewards to the team members to work overtime
D. Adjust assignments based on individual capacity

Answer- D Ideally , agile team members are colocated and 100% dedicated to the team
and project .However, having all team members 100% dedicated to the project is not always
possible. The main problem with partially dedicated team members is multitasking and task
switching . Multitasking reduces the throughput of the team's work and impacts the team's
ability to predict the constant delivery of value to the customer. Multitasking slows the
process of the entire team because team members waste time by context switching and / or
waiting for each other to finish work. Since the scenario is talking about the company's
imposed constraints, there is little you can do to increase the availability of the team
members to your project. Therefore , of the choices provided , adjusting assignments based
on individual capacity is the best answer to the question asked . Notes , agile , tasks are not
assigned to the team members , but rather pulled by the team members . However, the
correct answer choice does not go into the details as to how tasks are assigned, but rather
provides a general idea of what should be done when team members are not 100 %
dedicated to the project.

7. During project execution, some of the project team members are working in
different cities. It has come to the attention of the project manager that these team
members are multitasking during video conference calls and missing vital
information. As a result, team cohesion is lacking which has caused the project to fall
behind schedule. What tool or technique could the project manager use to address
the issue and get the project back on schedule?

A. Colocation
B. Virtual team
C. Communication technology
D. Cross-functional team

Answer- A

The problem described in the question requires a tool from the Develop Team process to
improve the team's productivity. Of the choices provided, only colocation would bring the
team together in order to improve team performance. Although colocation is not always
possible, the question does not provide enough information to determine if colocation is or
is not practical. Therefore, it can not be assumed that colocation is impossible. More
importantly, the other choices are either not a tool or technique or would not result in
improved team cohesion or improved productivity.
 8. You have just taken over a project in the middle of the fourth of five phases. The
project is running behind schedule which is attributed to poor performance of the
project team. You want to improve their performance and avoid repeating past
mistakes. What should you do first?

A. Review the project team assignments

B. Examine the lessons learned register
C. Check out the team charter
D. Meet with the team and ask for their input

Answer- B The question implies that you are about to carry out the Develop Team
process. Since you are new to the project, it is best to familiarize yourself with any
knowledge gained thus far in the project concerning team development. The lessons
learned register is a project document used to record knowledge gained during a project so
that it can be used to improve performance in the current project and entered into the
lessons learned repository. The best source for understanding what has not worked well
thus far in the project, so the mistakes are pot repeated, is the lessons learned register.
Note that you should also review the lessons learned repository in addition to the lessons
learned register, to understand what has been effective and ineffective for past projects,
but the lessons learned repository was not listed as an answer choice. Therefore, of the
available options, examining the lessons learned register to avoid repeating past mistakes is
the best answer to the question asked.
 9. An agile project enters its third iteration. Even though the team diligently adheres to
agile best practices, the scrum master feels that there is something wrong with the
team dynamics. Each team member works independently, and during scrum events,
the team members are not open to one another and avoid conflict. In what stage of
the Tuckman development model does the team currently operate, and what can
the scrum master do to help the team to move onto the next stage?

A. Storming; the scrum master needs to help the team navigate the conflict towards
high performance.
B. Norming; the scrum master needs to help the team put conflict aside as unhealthy
and nonproductive.
C. Performing; the scrum master needs to ensure conflict is mitigated to keep the team
members on task.
D. Forming; the scrum master needs to help the team acknowledge that conflict is
productive and necessary.

Answer- D The ultimate goal of any team is to move up the team development ladder to
the performing stage and become a high-performing team. High-performing teams are
characterized by constructive disagreement, which is achieved with healthy levels of
conflict. In the scenario presented, the team members work independently and avoid
conflict. Teams in the forming stages of development are characterized by a lack of trust and
fear of conflict. Agile leaders can help their teams avoid the fear of conflict by explaining
that not all conflict is bad. Trust is built by addressing and working through the conflict as a
team. Conflict must not be avoided. Rather, if the conflict arises, the issue at hand should be
discussed and dealt with, which would help the team to form and move onto the next stage
of development.
 10. You are leading a project to transform an organization from a predictive project
management approach to agile methodologies. At regular intervals throughout the
project, as part of team development, you conduct individual and team assessments
to evaluate the team's knowledge and comfort levels with agile. What should you do
with these assessments after they have been completed?

A. Include the assessments in the resource management plan for future reference
B. Share the assessments with the team during the iteration retrospective meetings
C. Update the skill assessments' section of the enterprise environmental factors
D. Post the results of the skill assessments on the project information radiator
boards

Answer- C According to the Project Management Professional (PMP) Examination

Content Outline, one of the enablers associated with the "Build a team" task is the appraisal
of stakeholder skills. While this may sound counter-intuitive, project team members are
considered stakeholders. The scenario implies the project manager is carrying out the
Develop Team process. Individual and team assessments may be performed as part of this
process. Outputs of the process include updates to the enterprise environmental factors
(EEFs), including skill assessments. Enterprise environmental factors represent conditions,
not under the immediate control of the team, that influence, constrain, or direct the
project. This example represents one of the very few instances where the EEFs might be
updated as a result of carrying out a project management process.

11. A project manager is looking to replace one of the agile team members who left to
take another position. After interviewing several applicants to backfill the position,
the project manager narrows down the list to four individuals. Which of the
following candidates should the project manager hire?

A. An expert senior software developer who works well with others

B. An individual with a diverse skill set to be able to play many agile roles
C. A candidate with development experience on a wide range of products
D. New to agile and easily trainable as they do not have any bad agile habits

Answer- B The question requires familiarity with the makeup and desired qualifications
of an agile team. Some of the characteristics presented in the correct answer choice are
derived from eXtreme Programming (XP) core practices. They include collective code
ownership, consistent and strict coding standards, pair programming, test-driven
development (TDD), continuous integration, refactoring, and simple designs. In addition to
these practices, is the concept of "whole team', which is the idea that all agile team
members are collocated and, ideally, act as generalizing specialists. A generalizing specialist
is a team member who can serve in many agile roles or capacities, for example, develop
code, integrate software modules, test product increments, and even serve as an agile
coach, if necessary. Therefore, an individual with a diverse skill set to be able to play many
agile roles and be a versatile team player would be the best candidate to backfill the
position of the agile team member who left the project.
 12. A project to build a new production line is in execution. A change request was
submitted and approved to apply corrective action to a component of the new
production line. The implementation of the change request requires technical
knowledge that no one on the project team has. What should the project manager
do to resolve this situation?

A. Bring in a qualified consultant

B. Escalate the issue to the project sponsor
C. Defer the change request
D. Document the issue in the issue log

Answer- A Approved change requests are implemented through the Direct and Manage
Project Work process. Expert judgment is one of the tools and techniques associated with
the Direct and Manage Project Work process. Specialized knowledge or training is an
example of expert judgment. Since the project team members do not possess this technical
knowledge, the project manager should seek out someone that has the technical knowledge
to implement the corrective action described by the question. Of the available options, only
bringing in a qualified consultant would resolve the issue in a timely manner and is,
therefore, the best answer to the question asked.

13. To comply with the customer's contract, the project must use a certified agile
practitioner to lead and coach the project team. However, the only certified agile
practitioner employed by the company was just assigned to another project. The
project manager must now hire an independent contractor to serve as the agile
coach, which delays the start of project execution. Which of the following may have
helped to avoid the delay in executing the project ?

A. Documenting the potential unavailability of the agile coach in the project

assumption log
B. Using different verbiage in the resource management plan to remove the
requirement for an agile coach
C. Assigning a different team member from the company to serve as the agile coach
D. Securing the internal agile certified practitioner with a pre - assignment when
this requirement was first identified .

Answer- D "The question suggests that the project manager is performing the Acquire
Resources process. Pre-assignment is one of the tools and techniques that may be used in
this process. When es for a project are determined in advance, they are considered pre-
assigned. This situation can occur if the project is the result of specific
an occur if the project is the result of specific resources being identified as part of a
competitive proposal or if the project is dependent upon the expertise of a particular
person. Had the qualified agile coach employed by the company been pre-assigned, the
resource may have been available for the other project and the situation described by the
question may have been avoided."
 14. You are the project manager for a project that is in its early stages. During a meeting
, your boss informs you that senior management would like you to include a
particular staff member on your project team because of their necessary expertise .
You have not recruited any other team members, and the project has not even been
formally authorized yet. How should you handle senior management's request ?

A. Deny the request because the project manager should be the one to acquire
project resources.
B. Accept the request, since identifying specific resources for the project can occur
as part of the early planning process.
C. Accept the request only after you have finished creating the project management
plan.
D. Deny the request since you have not had an opportunity to verify that the
individual has the proper skills.

Answer- A Pre-assignment is a formally defined tool of the Acquire Resources process. It

involves identifying physical or team resources for a project in advance and is often used
when a project is dependent upon the expertise of particular persons. In this scenario,
senior management has requested a particular individual for the project team because of
their necessary expertise. Therefore, the project manager should accept the request.
Although denying the request until the project manager has had a chance to verify the skills
of a pre-assigned resource may seem like the best answer of those provided, it is not. The
project manager can make that assessment if necessary without denying the pre-
assignment request and it shouldn't be assumed the project manager has the expertise to
verify the resources expertise.
 15. As project execution begins, the project manager acquires the project team and,
based on project needs, decides that the team will use Scrum to develop the product
of the project. After conducting an assessment of the project team's Scrum skillset,
the project manager realizes that according to the Shu - Ha - Ri model, the team is at
the Shu level. What should the project manager recommend to the team ?

A. Request project termination

B. Modify Scrum to fit the project needs
C. Develop a new agile method
D. Closely follow Scrum ceremonies

Answer- D "The scenario states that the project team is at the Shu level of the Shu-Ha-Ri
model with respect to the Scrum framework. The Shu-Ha-Ri model describes the
progression of skills acquisition by an individual or group. The Shu level indicates, in this
case, that the project team lacks proficiency with the Scrum framework, and they should
follow the rules as set forth in Scrum. On the project team has acquired sufficient expertise
with the Scrum framework, they can progress beyond the Shu level and begin to customize
the approach to better suit the needs of the project and project team. Therefore, of the
available choices, the best approach for the project manager is to follow the scrum
ceremonies as close as possible.
Note, the way the scenario is worded implies that the project at its higher level is managed
using predictive/traditional methods, while the team is using (or will use) Scrum to develop
the product of the project. This means the project as a whole is carried out using a hybrid
project management approach."

16. While the first phase of a construction project was a success, one of the two lead
architects suddenly had to resign from her position due to a conflict of interest
within the company. What should the project manager do immediately to manage
the team composition?

A. Write a work performance report to generate awareness of the lead architect's

departure
B. Update the project organizational chart to reflect the team change
C. Review the change management plan and submit a change request
D. Use float on the critical path to prevent schedule slippage due to this new risk

Answer- C The key words in this question immediately and to manage the team
composition". The change management plan is a subsidiary plan of the project management
plan. It provides direction to manage the change control process and documents the roles
and responsibilities of the change control board (CCB) if one is used on the project. The
question describes a situation in which the project manager is in the Manage Team process.
One of the activities of this process involves managing team changes to optimize project
performance. For example, staffing changes, whether made by choice or by uncontrollable
events, can disrupt the project team (and need to be managed). To do so, the project
manager may submit a change request to either replace team members who leave or
outsource some of the work.
Task 1.7 Servant Leadership
1. As an agile team works its way through the seventh iteration, a new stakeholder
joins the project. The stakeholder frequently contacts the team members to request
information and question their methods. The scrum master notices that the
productivity of the team drops. What is the best course of action for the scrum
master?

A. Remove impediments and roadblocks that interfere with the team's progress
B. Encourage the team to interact with and address the needs of the stakeholder
C. Isolate the team from the stakeholder and any other external influences
D. Provide the team with anything they need to be more motivated and productive

Answer- A One of the key responsibilities of the scrum master, as a servant leader, is to
eliminate roadblocks and other issues that could be negatively affecting the productivity of
the team. In the scenario described, the development team's productivity is suffering
because of constant requests for information coming from the stakeholder as well as the
stakeholder's intrusive questions forcing the team to defend how they do their work.
Therefore, it may be necessary to isolate the development team from these distractions.
This can be done by implementing a ground rule that specifies that all requests for
information from the developers should come through the scrum master and not directly to
the development team. This approach is a common agile practice.

2. A significant safety issue has been discovered in one of the project deliverables.
Resolving and testing the issue would require two weeks of additional work. The
project manager is unsure if the team members and the testing lab required to
complete this work will be available during those two weeks. What should the
project manager do first?

A. Review the resource requirements document

B. Ask the project sponsor for additional resources
C. Check resource availability in the resource calendar
D. Submit a change request to update the schedule baseline

Answer- C Resource calendars is a project document that provides information about

the time periods that each resource needed for the project is available for the project. This
document is typically used as an input to the Acquire Resources process. Even though based
on the scenario, it is likely that the project has already passed the point of resource
acquisition, resources calendars can serve as a reference at any given time in the project to
check resource availability. Therefore, among the available answer choices, checking the
resource calendar for the availability of the testing lab and team members is what the
project manager should do first.
 3. A project manager is leading a project to update computer systems. Unfortunately,
inadequate training of users on the new system has caused an increase in
transaction times. After implementing the risk response, the project manager has
collected data on average transaction times, which will be required to assess the
effectiveness of the risk response. What should the project manager do next?

A. Implement the fallback plan

B. Update the risk report with the new information
C. Report the findings to the stakeholders in accordance with the communications
management plan
D. Use technical performance analysis to evaluate the transaction time data

Answer- D Technical performance analysis is used as a tool in the Monitor Risks process,
and it may expose the degree of technical risk faced by the project. Technical performance
analysis examines the technical accomplishments of the project and determines if they are
progressing according to the plan. In this scenario, this analysis would be used to compare
actual results, such as transaction times, against performance targets. Since the project
manager has collected technical performance measurements in the form of transaction
data, the next step is to conduct technical performance analysis.

4. You are working in a matrix environment, and your project team has recently been
reduced by three team members. As a result, you will need more time from a team
member who only spends 50% of their time on your project. Which of the following
will have the most significant impact on your ability to acquire more of this
employee's time?

A. Decision making
B. Issue log
C. Training
D. Influencing

Answer- D Depending on the type of organizational structure, the authority of project

managers over project resources may vary from little or none to high or almost total. When
project managers have little or no direct authority over team members, which is typical in
the matrix organization described in the scenario, their ability to influence stakeholders on a
timely basis is critical to project success. Influencing skills include the ability to be
persuasive, clearly articulate points, and gather relevant information to address issues while
maintaining mutual trust. In this scenario, you have lost three key team members and need
to utilize the resources that are still available. Influencing the employee's manager will have
the most significant impact on your ability to acquire more of this employee's time for your
project.
 5. As a project manager, you monitor resource availability and determine that a
machine, which is needed for the testing is down for unscheduled maintenance,
which will cause a two-day delay. To avoid the delay, you check alternatives and
discover that you can swap this type of test with another activity. What tool or
technique did you use?

A. Acquire Resources
B. Problem solving
C. Contingency reserve
D. Control Resources

Answer- B The question implies that the Control Resources process is underway in thin
scenario. Problem solving is one of the tools and techniques that can help the project
manager noive problem that arise during the Control Resources process. Problem solving
involves identifying the problem, defining the problem, investigating analysing, solving, and
checking the solution. Although the question does not explicitly describe these steps, it in
reasonable to assume that the project manager has applied the problem solving set of tools,
and therefore, of the choices given, problem salving is the best answer to the question
asked.

6. The equipment that is used to connect parts has broken. The maintenance crew has
begun repairs and ordered replacement parts per the response plan. The crew
expects the equipment to be down for at least three days. What should the project
manager do next?

A. Submit a change request to update the procurement management plan

B. Inform all affected stakeholders of the situation and the response plan
C. Order extra parts to store in the warehouse in case the machine breaks again
D. Document the knowledge gained in the lessons learned register

Answer- B As known project risks are realized, the risk response plans are implemented
as part of the Implement Risk Responses process. Risk report is a project document
developed progressively throughout the Project Risk Management processes, which
summarizes information on individual project risks and the level of overall project risk.
Updates to the risk report are among the outputs of the Implement Risk Responses process.
The project manager must communicate what is happening and the impacts of the project
to stakeholders. Sharing the risk report with the stakeholders is an example of
communications that can be done as part of the process described in the scenario. It is the
project manager's responsibility to ensure information is sent out appropriately and
understood by the recipients. Hence, of the choices provided, informing all affected
stakeholders of the situation and the response plan is the best answer to the question
asked.
 7. A traditionally managed project is using Scrum to develop the project deliverables.
The agile release plan calls for the recently completed MVP to be deployed into
production. However, the quality assurance (QA) department rejects the MVP,
stating that the department's policies and procedures do not address the
implementation of interim deliverables. After recording the issue on the impediment
board, what should the project manager do next?

A. Submit a change request to update the quality control measurements

B. Request the project sponsor's help with obtaining the necessary approvals
C. Ignore the QA department's opinion and release the MVP as scheduled
D. Ask the project team to deliver a feature-complete product before deployment

Answer- B The scenario describes a hybrid project, which incorporates elements of

predictive and agile frameworks. In the scenario, the team has created a minimal viable
product (MVP) that is ready for release. One of the objectives of agile methodologies is to
deliver value incrementally so that project benefits can be realized as soon as possible
rather than waiting until the end of the project. The fact that the quality assurance
department lacks policies and procedures for interim deliverables represents an
organizational impediment. One of the responsibilities of the project manager as a servant
leader is to address and remove impediments, obstacles, and blockers for the team so that
the team can deliver the most value to the organization. In this case, the project manager
should collaborate with the quality assurance department to revise the policies and
procedures to permit the delivery of the MVP. If those efforts fail, then the next logical step
would be to escalate the issue to the project sponsor. Since working directly with the quality
assurance department to resolve the issue was not offered as an answer choice, the best
answer, of the choices provided, is to escalate the issue to the project sponsor to remove
the organizational impediment. Note, the term 'impediment board is used in the Agile
Practice Guide as specified in the reference.
 8. An agile coach is holding a training session for project managers in an organization
that is transitioning from a traditional to an agile project management approach. The
coach explains how the role of the project manager changes with this transition.
Which of the following would the project managers do the least after the transition
is complete?

A. Coaching and supporting the project team members

B. Fostering collaboration between the team and stakeholders
C. Encouraging the distribution of responsibility to the team
D. Tracking and presenting the team's status to the organization

Answer-
Traditional project management approaches in organizations that are decomposed into
siloed functions see project managers as individuals who are accustomed to being at the
center of coordination for the project, tracking and presenting the team's status to the rest
of the organization. Project managers in organizations that transition to agile methods, like
the one described in the scenario, would need to transition along with the organization and
switch from the command and control mode to the servant leadership approach. The
project management approach in such organizations would transition from predictive, to
hybrid, to agile. During the transition, the projects will likely by hybrid, and the project
managers would demonstrate some behavioral patterns associated with predictive
methods. However, as the organization completes the transition, the project managers
would have to adapt to the new environment and switch from being in the center of the
project to serving the project, team, stakeholders, and organization. Servant leaders spend
their time facilitating rather than managing. Servant leaders act as peers to the team
members and serve the team by providing resources and removing impediments. Servant
leaders heal relationships, listen actively, and demonstrate self-awareness to ensure project
success.
 9. During the current sprint, the product owner's availability has been limited due to
other commitments. At the daily standup, the team members complain that they
cannot get answers from the product owner, and, as a result, the development of
the product increment is delayed. What is the best course of action for the scrum
master?

A. Let the senior developers make the product decisions

B. Contact the product owner on behalf of the team members
C. Mention the availability issue during the sprint review
D. Discuss the availability issue at the sprint retrospective

Answer- B Business people and developers must work together daily throughout the
project." Making product-related decisions without the product owner is not aligned with
agile best practices. The absence of the product owner could cause issues, as team
members may not adequately understand the needs of the business. The product owner is
accountable for the product backlog prioritization as well as for the clarification of the
backlog items for the development team. The product owner serves as the point of contact
with the business and customers. Therefore, the scrum master should contact the product
owner and request them to meet with the team in order to clarify any questions the team
members have about the product increment. While the correct answer is not elaborative
enough as to why the scrum master should contact the product owner on behalf of the
team members, it implies the goal of such contact should be to ask the product owner to be
more approachable. Therefore, of the choices provided, contacting the product owner on
behalf of the team members represents the best answer to the question asked.
 10. During a sprint retrospective, the team members complain that the business analyst
has been unresponsive to clarify the work package to be developed in the sprint. As
a result, the work package has not been accepted by the customer. The scrum
master reaches out to the business analyst and requests them to collaborate with
the team during the upcoming sprints. What else should the scrum master do?

A. No further action needed as the problem is resolved

B. Report a work ethics violation to the human resources department
C. Continue monitoring the business analyst's involvement
D. Instruct the team to fix the work package to meet customer needs

Answer- C If a business analyst is assigned to a project, requirement-related activities

are the responsibility of that role. On agile projects, this role is frequently performed by a
product owner. The product owner serves as the voice of the customer and needs to work
closely with the development team to ensure that the team's efforts remain in alignment
with project goals. The lack of involvement from a business analyst/product owner can lead
to slower development and rework. Although the scrum master has reached out to the
business analyst and requested them to work with the team in the upcoming sprints, this
does not mean that the issue will not recur. An effective leader should identify potential
problems and address them proactively. Since the business analyst's lack of involvement has
been identified as an issue, the scrum master should continue to monitor the business
analyst's involvement to ensure that the project work can continue without disruption.
Note, the scenario describes a project in which the project scope is managed using the
traditional/predictive project management approach (e.g., work package) while the work is
carried out using the Scrum framework (sprints). This means the project as a whole is
managed in a hybrid way. While this information does not change the correct answer, it is
important to understand that projects can be managed using various approaches, including
predictive (sometimes called traditional or waterfall), agile (Scrum, Kanban, etc.), or hybrid
which is a combination of both."
 11. Late in a project, a key team member leaves the company. The project manager
realizes that he does not have enough team members to meet the hard deadline. At
a weekly status meeting, the project manager discusses several options with his
project team, including authorizing additional overtime, hiring subcontractors, or
bringing in additional resources from another project team within the company.
Which resource management technique does the project manager use?

A. Cost - benefit analysis

B. Alternatives analysis
C. Problem solving
D. Interpersonal skills

Answer- B "After analyzing several different options to determine which of those

options will most help the team meet the objectives of the project, the project manager is
selecting a corrective action to address his resource needs. This method is an example of
alternatives analysis - a technique used in the Control Resources process. The other answer
choices are also techniques used in the Control Resources process but based on the specific
actions being described in this scenario; alternatives analysis emerges as the best choice.
Note, the PMBOK® Guide refers to Control Resource as a process concerned with physical
resources, while the question describes a scenario with human resources which is typically
addressed by the Manage Team process. The fact the alternatives analysis technique is
associated with the Control Resource process and not the Manage Team process does not
mean the technique cannot be used in other processes to resolve issues the project
manager is facing. In the scenario provided, the discussion the project manager is having
with the team members regarding different options such as authorizing additional overtime,
hiring subcontractors, or bringing in additional resources from another project team within
the company is best described by the alternatives analysis technique. Therefore, among the
available choices, alternatives analysis, while not ideal, is the best answer to the question
asked."
 12. A scrum master is conducting a daily standup. Each member of the development
team states that their work has been stalled due to various blockers. As a result, the
entire development team has been idled, and the schedule baseline is in jeopardy.
What should the scrum master do first?

A. Attempt to resolve the problems during the meeting

B. Analyze and prioritize the blockers
C. Assign the team to work on another project in the meanwhile
D. Escalate the issue to the project sponsor

Answer- B "The question states that the team is facing various impediments resulting in
schedule delays. The scrum master should work with the team to ensure that the obstacles
are cleared as efficiently and effectively as possible so the development can get back to
work on the project's deliverables. However, before the scrum master can work on
removing the blockers, the impediments should first be analyzed and prioritized. For
example, it is possible that one impediment is currently blocking the entire team, and others
might only be affecting individual team members. Thus, it will be important to address the
most severe and time-critical impediments first. Therefore, of the available options, the
scrum master should first analyze and prioritize the blockers.
Note, the scenario describes a project in which the project schedule is managed using the
traditional/predictive project management approach (""the schedule baseline is in
jeopardy"") while the work is carried out using the Scrum framework, which is one of the
agile methods (a scrum master is conducting a daily standup""). This means the project as a
whole is managed in a hybrid way. While this information does not change the correct
answer, it is important to understand that projects can be managed using various
approaches, including predictive (sometimes called traditional or waterfall), agile, or hybrid
which is a combination of both."
 13. You and the project management team have been vigilant about observing different
aspects of the project to ensure the project is progressing as planned. Currently, you
are using performance data generated during project execution to determine if the
status of overall project risk has changed, if the project assumptions are still valid, if
contingency reserves for cost or schedule require modification, and if project
strategy remains valid. What process are you performing?

A. Plan Risk Responses

B. Monitor Risks
C. Plan Risk Management
D. Identify Risks

Answer- B The Monitoring and Controlling Process Group uses work performance data
which is generated during project execution and analyzed in context to track, review, and
regulate the progress and performance of the project as well as identify any areas that
require change. The scenario described a list of aspects of a project that a project manager
would want to monitor for effectiveness during the Monitor Risks process.

14. As a project manager, you are leading a project, where you have twelve
programmers. Two of them have just handed in their letters of resignation. This
realized risk had been identified and accounted for during the planning stage of the
project. If no action is taken, you will not meet your deadline. What should you do
next?

A. Crash the schedule

B. Submit a change request to update the schedule baseline
C. Review the risk register
D. Perform the Plan Risk Responses process

Answer- C The question implies that the project manager is about to carry out the
implement Risk Responses process. The risk register is one of the inputs to the implement
Risk Responses process. The risk register records the agreed-upon risk responses for each
individual risk and the nominated owners for each response plan. The next thing you need
to do is review the risk register so you can implement the agreed-upon risk response.
 15. Preorders for the new product you are developing have significantly exceeded
expectations, and current production will not meet demand. This situation presents
the company with a significant threat and opportunity. You need to take action to
mitigate the negative impact of the risk and enhance the opportunity. You know this
risk was captured during the Identify Risks process but are unsure of the risk owner
and the agreed-upon risk response. What should you do next?

A. Review the project charter

B. Hire external contractors and crash the schedule
C. Review the risk register
D. Review the requirements traceability matrix

Answer- C Based on the scenario described, you are performing the Monitor Risks
process. One of the project documents that serves as an input to the Monitor Risks process
is the risk register. The risk register contains information about identified individual project
risks, risk owners, agreed-upon risk responses, and specific implementation actions. Of the
available choices, reviewing the risk register is the best answer to the question asked.

16. After losing a member of her high performing team, the project manager
implements the response planned for this risk by hiring an independent contractor.
However, as a result of adding the new team member, the team is thrown back to
the storming stage of team development, and the project falls behind schedule. How
might the project manager have avoided this situation?

A. Developed a response plan for the residual risk

B. Established sufficient contingency reserves
C. Developed a response plan for the secondary risk
D. Established sufficient management reserves

Answer- C

A secondary risk is a risk that arises as a direct result of implementing a risk response. In this
case, the risk response of replacing a team member disrupting the cohesiveness of the high
performing team represented by the team reverting to the storming stage of team
development. Thus, the team falling behind schedule is the result of the secondary risk
posed by the introduction a new member to the team. One cannot assume that a newly
hired team member will be able to replace a member of a high performing team without
some disruption. The project manager should have anticipated this secondary risk and
developed an appropriate risk response. For example, the project manager could have
included schedule reserves during project planning to address this secondary risk, which
may have prevented the project from falling behind schedule. Therefore, of the choices
provided, identifying the secondary risk and developing a response plan to address it could
have helped avoid the situation described in the scenario.
 17. Your project team is located in a building that undergoes renovation. During project
execution, the power goes out. You know that response plans were made in the
event of a power outage which includes the use of a generator, fuel, and an
uninterruptible power supply, but you cannot recall where all these items are
located. What should you do next?

A. Review the risk register

B. Read the risk management plan
C. Implement the agreed-upon risk response
D. Search any storage areas of the building for the supplies

Answer- A The realized risk described in the scenario should trigger the implement Risk
Responses process. One of the inputs to the implement Risk Responses process is the risk
register. The risk register records the agreed-upon risk responses for each individual risk and
the nominated owners for each response plan. After reviewing the information in the risk
register, you, as the project manager, should contact the risk response owner to take the
appropriate action outlined in the risk register. It is reasonable to assume that if planned
properly, the risk response specified in the risk register will have all the necessary details
including the location of the supplies needed to provide the additional power during the
outage. Therefore, of the available choices, reviewing the risk register is what you should do
next in this scenario.

18. As a project manager, you are leading a project, where you have twelve
programmers. Two of them have just handed in their letters of resignation. This
realized risk had been identified and accounted for during the planning stage of the
project. If no action is taken, you will not meet your deadline. What should you do
next?

A. Crash the schedule

B. Submit a change request to update the schedule baseline
C. Review the risk register
D. Perform the Plan Risk Responses process

Answer- C The question implies that the project manager is about to carry out the
implement Risk Responses process. The risk register is one of the inputs to the implement
Risk Responses process. The risk register records the agreed-upon risk responses for each
individual risk and the nominated owners for each response plan. The next thing you need
to do is review the risk register so you can implement the agreed-upon risk response.
 19. Preorders for the new product you are developing have significantly exceeded
expectations, and current production will not meet demand. This situation presents
the company with a significant threat and opportunity. You need to take action to
mitigate the negative impact of the risk and enhance the opportunity. You know this
risk was captured during the Identify Risks process but are unsure of the risk owner
and the agreed-upon risk response. What should you do next?

A. Review the project charter

B. Hire external contractors and crash the schedule
C. Review the risk register
D. Review the requirements traceability matrix

Answer- C Based on the scenario described, you are performing the Monitor Risks
process. One of the project documents that serves as an input to the Monitor Risks process
is the risk register. The risk register contains information about identified individual project
risks, risk owners, agreed-upon risk responses, and specific implementation actions. Of the
available choices, reviewing the risk register is the best answer to the question asked.

20. After losing a member of her high performing team, the project manager
implements the response planned for this risk by hiring an independent contractor.
However, as a result of adding the new team member, the team is thrown back to
the storming stage of team development, and the project falls behind schedule. How
might the project manager have avoided this situation?

A. Developed a response plan for the residual risk

B. Established sufficient contingency reserves
C. Developed a response plan for the secondary risk
D. Established sufficient management reserves

Answer- C A secondary risk is a risk that arises as a direct result of implementing a risk
response. In this case, the risk response of replacing a team member disrupting the
cohesiveness of the high performing team represented by the team reverting to the
storming stage of team development. Thus, the team falling behind schedule is the result of
the secondary risk posed by the introduction a new member to the team. One cannot
assume that a newly hired team member will be able to replace a member of a high
performing team without some disruption. The project manager should have anticipated
this secondary risk and developed an appropriate risk response. For example, the project
manager could have included schedule reserves during project planning to address this
secondary risk, which may have prevented the project from falling behind schedule.
Therefore, of the choices provided, identifying the secondary risk and developing a response
plan to address it could have helped avoid the situation described in the scenario.
 21. Your project team is located in a building that undergoes renovation. During project
execution, the power goes out. You know that response plans were made in the
event of a power outage which includes the use of a generator, fuel, and an
uninterruptible power supply, but you cannot recall where all these items are
located. What should you do next?

A. Review the risk register

B. Read the risk management plan
C. Implement the agreed-upon risk response
D. Search any storage areas of the building for the supplies

Answer- A The realized risk described in the scenario should trigger the implement Risk
Responses process. One of the inputs to the implement Risk Responses process is the risk
register. The risk register records the agreed-upon risk responses for each individual risk and
the nominated owners for each response plan. After reviewing the information in the risk
register, you, as the project manager, should contact the risk response owner to take the
appropriate action outlined in the risk register. It is reasonable to assume that if planned
properly, the risk response specified in the risk register will have all the necessary details
including the location of the supplies needed to provide the additional power during the
outage. Therefore, of the available choices, reviewing the risk register is what you should do
next in this scenario.

22. During the current sprint, the product owner's availability has been limited due to
other commitments. At the daily standup, the team members complain that they
cannot get answers from the product owner, and, as a result, the development of
the product increment is delayed. What is the best course of action for the scrum
master?

A. Let the senior developers make the product decisions

B. Contact the product owner on behalf of the team members
C. Mention the availability issue during the sprint review
D. Discuss the availability issue at the sprint retrospective

Answer- B Business people and developers must work together daily throughout the
project." Making product-related decisions without the product owner is not aligned with
agile best practices. The absence of the product owner could cause issues, as team
members may not adequately understand the needs of the business. The product owner is
accountable for the product backlog prioritization as well as for the clarification of the
backlog items for the development team. The product owner serves as the point of contact
with the business and customers. Therefore, the scrum master should contact the product
owner and request them to meet with the team in order to clarify any questions the team
members have about the product increment. While the correct answer is not elaborative
enough as to why the scrum master should contact the product owner on behalf of the
team members, it implies the goal of such contact should be to ask the product owner to be
more approachable. Therefore, of the choices provided, contacting the product owner on
behalf of the team members represents the best answer to the question asked.
 23. During a sprint retrospective, the team members complain that the business analyst
has been unresponsive to clarify the work package to be developed in the sprint. As
a result, the work package has not been accepted by the customer. The scrum
master reaches out to the business analyst and requests them to collaborate with
the team during the upcoming sprints. What else should the scrum master do?

A. No further action needed as the problem is resolved?

B. Report a work ethics violation to the human resources department
C. Continue monitoring the business analyst's involvement
D. Instruct the team to fix the work package to meet customer needs

Answer- C "If a business analyst is assigned to a project, requirement-related activities

are the responsibility of that role. On agile projects, this role is frequently performed by a
product owner. The product owner serves as the voice of the customer and needs to work
closely with the development team to ensure that the team's efforts remain in alignment
with project goals. The lack of involvement from a business analyst/product owner can lead
to slower development and rework. Although the scrum master has reached out to the
business analyst and requested them to work with the team in the upcoming sprints, this
does not mean that the issue will not recur. An effective leader should identify potential
problems and address them proactively. Since the business analyst's lack of involvement has
been identified as an issue, the scrum master should continue to monitor the business
analyst's involvement to ensure that the project work can continue without disruption.
Note, the scenario describes a project in which the project scope is managed using the
traditional/predictive project management approach (e.g., work package) while the work is
carried out using the Scrum framework (sprints). This means the project as a whole is
managed in a hybrid way. While this information does not change the correct answer, it is
important to understand that projects can be managed using various approaches, including
predictive (sometimes called traditional or waterfall), agile (Scrum, Kanban, etc.), or hybrid
which is a combination of both."
 24. Late in a project , a key team member leaves the company. The project manager
realizes that he does not have enough team members to meet the hard deadline. At
a weekly status meeting , the project manager discusses several options with his
project team , including authorizing additional overtime , hiring subcontractors , or
bringing in additional resources from another project team within the company .
Which resource management technique does the project manager use?

A. Cost - benefit analysis

B. Alternatives analysis
C. Problem solving
D. Interpersonal skills

Answer- B "After analyzing several different options to determine which of those

options will most help the team meet the objectives of the project, the project manager is
selecting a corrective action to address his resource needs. This method is an example of
alternatives analysis - a technique used in the Control Resources process. The other answer
choices are also techniques used in the Control Resources process but based on the specific
actions being described in this scenario; alternatives analysis emerges as the best choice.
Note, the PMBOK® Guide refers to Control Resource as a process concerned with physical
resources, while the question describes a scenario with human resources which is typically
addressed by the Manage Team process. The fact the alternatives analysis technique is
associated with the Control Resource process and not the Manage Team process does not
mean the technique cannot be used in other processes to resolve issues the project
manager is facing. In the scenario provided, the discussion the project manager is having
with the team members regarding different options such as authorizing additional overtime,
hiring subcontractors, or bringing in additional resources from another project team within
the company is best described by the alternatives analysis technique. Therefore, among the
available choices, alternatives analysis, while not ideal, is the best answer to the question
asked."
 25. A scrum master is conducting a daily standup. Each member of the development
team states that their work has been stalled due to various blockers. As a result, the
entire development team has been idled, and the schedule baseline is in jeopardy.
What should the scrum master do first ?

A. Attempt to resolve the problems during the meeting

B. Analyze and prioritize the blockers
C. Assign the team to work on another project in the meanwhile
D. Escalate the issue to the project sponsor

Answer- B "The question states that the team is facing various impediments resulting in
schedule delays. The scrum master should work with the team to ensure that the obstacles
are cleared as efficiently and effectively as possible so the development can get back to
work on the project's deliverables. However, before the scrum master can work on
removing the blockers, the impediments should first be analyzed and prioritized. For
example, it is possible that one impediment is currently blocking the entire team, and others
might only be affecting individual team members. Thus, it will be important to address the
most severe and time-critical impediments first. Therefore, of the available options, the
scrum master should first analyze and prioritize the blockers.
Note, the scenario describes a project in which the project schedule is managed using the
traditional/predictive project management approach (""the schedule baseline is in
jeopardy"") while the work is carried out using the Scrum framework, which is one of the
agile methods (a scrum master is conducting a daily standup""). This means the project as a
whole is managed in a hybrid way. While this information does not change the correct
answer, it is important to understand that projects can be managed using various
approaches, including predictive (sometimes called traditional or waterfall), agile, or hybrid
which is a combination of both."
 26. You and the project management team have been vigilant about observing different
aspects of the project to ensure the project is progressing as planned . Currently ,
you are using performance data generated during project execution to determine if
the status of overall project risk has changed , if the project assumptions are still
valid , if contingency reserves for cost or schedule require modification , and if
project strategy remains valid What process are you performing?

A. Plan Risk Responses

B. Monitor Risks
C. Plan Risk Management
D. Identify Risks

Answer- B The Monitoring and Controlling Process Group uses work performance data
which is generated during project execution and analyzed in context to track, review, and
regulate the progress and performance of the project as well as identify any areas that
require change. The scenario described a list of aspects of a project that a project manager
would want to monitor for effectiveness during the Monitor Risks process.
Task 1.8 Negotiate Agreements
1. In a matrix organization, a project manager requests that a department manager
allow one of the departmental staff members to contribute to the project. The
project manager proposes a plan on how to best schedule and share the resource for
the duration of the project. What technique is the project manager using?

A. Resource calendar
B. Negotiation
C. Decision making
D. Pre-assignment

Answer- B The question describes a discussion or negotiation between a project

manager and a department manager for a shared resource. The project manager is hoping
to acquire the resource as part of his project team. If successful the project manager will
reach an agreement with the department manager that will allow the use of one of the
departmental resources to contribute work to the project.

2. An agile team is in the middle of a sprint when the sponsor asks the project manager
to stop work on several user stories in the current sprint. With a recent news
announcement of new technology soon to hit the market, the sponsor is inclined to
think that these user stories would be of little value. What should the project
manager do?

A. Remove the user stories indicated by the sponsor from the sprint backlog
B. Ignore the sponsor's input and instruct the team to proceed as originally planned
C. Contact the product owner and ask if the user stories are still a priority
D. Conduct market research to confirm the announcement of the new technology

Answer- C While the scenario may sound a bit unrealistic with the project sponsor
getting into technical details of the sprint backlog, the idea behind this question is to
introduce the concept of reciprocal commitment.Reciprocal commitment refers to an agile
development team who commits to delivering 100% of the specified functionality according
to the definition of done at the end of the sprint, and the product owner, the organization,
the stakeholders, and the customer who agrees not to add new scope/user stories or
change priorities during the sprint. Although reciprocal commitment is an important agile
principle, it is by no means absolute. The product owner is ultimately accountable for the
sprint backlog and what should be included in the current sprint. Therefore, the best course
of action for the project manager to take is to contact the product owner and ask if the user
stories are still a priority. The product owner may do one of the following, for example: •
Replace the user stories with other user stories in the current sprint backlog. This should be
done in coordination with the development team; • Apply even higher priority to any user
stories affected by this technology in order to get as much value from the market as
possible before the new technology is released; • Cancel the current sprint and start a new
sprint with a re-prioritized set of user stories. This is an extreme, but possible scenario.
 3. A project manager meets with the team to decide on the technology to be used on
their upcoming agile project. At the end of the meeting, the project manager obtains
consensus from the team on the choice of technology.
Which of the following agile practices do the project manager and the team
demonstrate in this situation?

A. Cross-functional training
B. Self-organization
C. Participatory decision making
D. Collaboration

Answer- C In the scenario, the project manager and the team demonstrate participatory
decision making. Participatory decision making is a creative process that delegates decision
ownership to the entire team. There are a variety of methods that are employed to help
facilitate the finding of a choice that is acceptable to the team. In an agile environment, the
purpose of ferticipatory decision making is to supply the project team with specific practices
to make and analyze the countless decisions that arise during the project. The team
members need to be encouraged and enabled to collaborate and readily make decisions
due to the short timeboxes that are inherent in agile projects. This practice would also allow
the team to minimize or even prevent costly decision-making delays.
 4. An agile team is midway through a sprint when a key stakeholder approaches the
project manager with a new requirement. The stakeholder claims that the
requirement is must-have. The change management plan provides that all changes
should pass through the change control board (CCB). What is the best course of
action for the project manager?

A. Reprioritize the backlog of the current sprint and instruct the project team to
develop the new must-have requirement
B. Reject the requirement since new requirements can be requested only by the
product owner and change control board
C. Hold a sprint retrospective to determine why the requirement was not identified
during the Collect Requirements process
D. Ask the stakeholder to discuss the new requirement with the product owner and
have them submit a change request

Answer- D "The project manager should ask the stakeholder to discuss the new
requirement with the product owner and let them decide whether to include it in the
product backlog. This is an example of reciprocal commitment, where the agile
development team commits 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 agree not to add new user stories (requirements) or change priorities during the
sprint. Additionally, according to the scenario, the project change management plan
provides that all changes should pass through the change control board (CCB). This is an
example of a hybrid project where some aspects are managed using agile while others using
the predictive project management approach.
Note, reciprocal commitment is an important agile principle. However, it is by no means
absolute. This situation may occur in real-life situations. For example, it could be that this
new requirement will be considered of higher value to the customer and/or higher risk to
the project by the product owner. If so, the product owner has several choices:"
 5. A project manager is leading a product development project within a centralized
organizational structure. One of the project team members has left the organization
and needs to be replaced if the project goals are to be met. The project manager has
identified an employee within the organization that has the necessary skill set to fill
the vacancy. What should the project manager do first?

A. Submit a change request to update the schedule baseline

B. Negotiate with the employee's functional manager
C. Discuss the staffing situation with the project sponsor
D. Reassign the identified employee to the project team

Answer- B The question indicates that the project exists within a centralized (also called
functional) organizational structure. Within a centralized organization, the project manager
has little or no direct control over resources. If the project manager needs to acquire an
employee from within the company, the project manager will need to negotiate the
reassignment of the employee to the project. Therefore, of the available choices, the
project manager should first negotiate with the employee's functional manager to release
the employee to work on the project.

6. Senior management is considering a project to replace the company's inventory

tracking system, and the pre-project work is underway. At this point, the project
needs assessment has just been completed. What should be done next?

A. Selecting a new inventory tracking system

B. Acquiring project team members
C. Carrying out the project kick-off meeting
D. Identifying key project deliverables

Answer- D The question indicates that the project needs assessment has been
completed. The project needs assessment typically precedes the development of a business
case, which in turn, serves as one of the inputs to the Develop Project Charter process. The
Develop Project Charter process belongs to the Initiating Process Group. During project
initiation, specifically, during the development of the project charter, the key project
deliverables are identified and documented in the project charter. Therefore, of the choices
provided, identifying key project deliverables is the most likely next step that should be
taken in the scenario described. The other answer choices represent activities, which take
place later in the project life cycle.
 7. The scrum master sees that a team member has been missing the standup meetings.
As a result, there has been poor coordination of daily activities and a negative impact
on project performance. When confronted, the team member states that his
functional manager has been asking him to complete critical tasks outside the
project. What should the scrum master do?

A. Review the team charter with the team and revise as needed
B. Negotiate with the functional manager for an alternative time to complete the
other work
C. Allow the project team members to resolve the issue on their own
D. Escalate the issue to the product owner and ask that they prioritize the backlog
accordingly

Answer- B Project leaders often need to recognize , evaluate , and respond to system
interactions . When interdependencies exist , the project will impact and be impacted by
other systems , and systems thinking will be important in maximizing the delivery of value
for the organization . Ideally , project team members are fully dedicated to the project , but
, in some cases, this might be unrealistic. Project team members often have responsibilities
outside of the project, particularly within a matrix organizational structure, as is suggested
in this scenario. The scrum master might not be able to prevent the project team member
from completing critical tasks outside of the project. However, the scrum master has to try
to negotiate with the functional manager the timing of the work so the team member can
attend important meetings, such as the daily scrums, and complete project tasks.
 8. A project manager is facilitating a kick-off meeting with project stakeholders. The
project will be managed traditionally, but its deliverables will be developed
incrementally over the course of ten 2-week iterations. Some of the stakeholders are
wondering about the approach used to accept the deliverables. How should the
project manager respond?

A. The deliverables will be tested and accepted as part of iteration retrospectives.

B. The deliverables will be reviewed and accepted as part of the project closure
activities.
C. The deliverables will be accepted by end-users as part of the early adoption
program.
D. The deliverables will be reviewed and accepted incrementally throughout the
project.

Answer- D With traditional project management, the scope is defined and agreed to
upfront. Towards the end of the project, during the Validate Scope process, the deliverables
are inspected, compared to the acceptance criteria, and then accepted or rejected.
However, with an agile project, or when the product of the project is developed
incrementally as described by the scenario, the product increments produced at the end of
each iteration are demonstrated by the project team to the relevant project stakeholders
during the iteration review meetings. The deliverables are reviewed by the product owner
and relevant stakeholders and either approved or rejected. Next iteration begins, another
product increment is developed, and the iteration review is held. The product increment is
reviewed and either approved or rejected. The process repeats itself with each consecutive
iteration. Therefore, under the circumstances described in this particular scenario,
validation and acceptance of the project deliverables will occur incrementally throughout
the project.

9. A project sponsor is reviewing a draft of a project charter, which was created by the
project manager. The project sponsor notices that a key element is missing from the
charter. Which of the following tasks might have the project manager overlooked
during the pre-project work?

A. Identification of detailed requirements

B. Identification of subjective project objectives
C. Identification of key deliverables
D. Development of a project scope statement

Answer- C Identifying key deliverables based on the business requirements in order to

manage customer expectations and direct the achievement of project goals is one of the
tasks that should be performed during project initiation (pre-project work). The identified
key deliverables, such as the new product, service, or result that the project is intended to
satisfy, are then included as an element of the project charter. Of the available options, only
key deliverables is an element of the project charter. Therefore, of the choices provided, it is
reasonable to assume that identification of the key deliverables is what the project manager
might have overlooked during the pre-project work
 10. It comes to the attention of the project manager that some of the vendors do not
receive project communications, although the project management plan has specific
instructions as to how project information should be shared with vendors. What
might be the most likely reason that has caused this issue?

A. Neglecting to include vendors in the project communications register

B. There is no issue; vendors are not supposed to receive project communications
C. Forgetting to perform the Develop Project Management Plan process
D. Failing to review the agreements as part of the Identify Stakeholders process

Answer- D If the vendors were not captured in the stakeholder register as part of the
identify Stakeholders process, the result could be missed communications. The agreements
serve as an input to the Identify Stakeholders process since the parties to an agreement are
stakeholders by definition. If the project team failed to review the agreements when the
stakeholder register was created, the result could be an incomplete stakeholder register.
The stakeholder register, in turn, serves as an input to the Plan Communications
Management process by providing the list of stakeholders with whom project information
can be shared. Obviously, if some stakeholders are not recorded in the stakeholder register,
they would not receive project communications. Therefore, of the available choices, the
most likely cause of the issue described by the question is the failure to review the
agreements as part of the Identify Stakeholders process.

11. A newly formed agile team is creating the working agreements for their current
project. What would an agile coach recommend to the team as part of this process?

A. Have every team member contribute as many working agreements as possible

B. Conduct a workshop where all team members collaborate on drafting working
agreements
C. Do not create any working agreements since agile teams are self-organizing
D. Bring in an experienced facilitator to draft and approve the working agreements
for the team

Answer- B Working agreements are typically part of a team charter. A team charter is a
project document that establishes the team values, agreements, and operating guidelines
for the team. In traditional projects, a team charter is often one of the outputs of the Plan
Resource Management process. In agile projects, this document is created before the
beginning of the first iteration or at the earliest possible moment when the team is formed.
Conducting a workshop is an excellent method for creating effective working agreements.
This method encourages team participation and collaboration so that the team members
can gain consensus on the content of the document. The workshop can also serve as a
positive team-building exercise for a newly formed agile team.
 12. You are assisting a project sponsor with the development of a document, which
authorizes a product development project. Currently, you need to identify the
project's key deliverables for inclusion in the document. What might you do to
obtain this information?

A. Ask the project sponsor for a copy of the project charter

B. Research the company's organizational process assets
C. Invite the project sponsor and other key stakeholders to join a conference call
D. Look at the project scope statement

Answer- C The question implies that the project charter is the document that is being
developed. The project charter is a document issued by the project initiator or sponsor that
formally authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities. The project charter is
created as an output of the Develop Project Charter process. Meetings are one of the tools
and techniques that may be used during the Develop Project Charter process, and a
conference call is a type of meeting. During the Develop Project Charter process, meetings
may be held with key stakeholders to identify the project objectives, success criteria, key
deliverables, high-level requirements, summary milestones, and other summary
information. The incorrect answer choices represent sources of information that are not yet
available at this point in the project or would not have the needed information. Therefore,
of the available choices, the best way for you, as the project manager, to obtain information
on the project's key deliverables is to invite the project sponsor and other key stakeholders
to join a conference call.
 13. After having disagreements to determine the best approach to develop the product,
the agile team members meet with the project manager to discuss the issue.
However, after a very long meeting, the team is unable to reach a consensus. To
avoid any schedule delays, it is essential that an approach be selected by the end of
the meeting. What is the project manager's best course of action?

A. Call the project sponsor and have them make the decision
B. Suggest that the team use a simple voting technique.
C. Tell the team to create a user story that will determine the approach.
D. Recommend that the team carry out an architectural spike.

Answer- B "Participatory decision-making models are used on agile projects to ensure

that the teams are empowered in making decisions when a total agreement on all issues
cannot be reached. Ideally, the decisions should be made in a collaborative manner,
focusing on mutual understanding, and based on trust and respect. Different options should
be thoroughly discussed to make the best-informed decision. In the situation described in
the question, the team members are unable to reach a consensus after a long discussion,
and therefore, due to time limitations, the quickest way to make a decision should be
selected. Under the circumstances described in the scenario and with the given set of the
answer choices, simple voting is the quickest way to make a decision in a participatory
fashion.
Three things are important to keep in mind while answering this question. First, simple
voting is the least favorable decision-making technique because it limits the opportunities to
refine the resulting decision. Second, if the number of participants is even, the result might
be a tie. Therefore, prior to casting a vote, a tie-breaking rule should be defined (for
example, a scrurn master/a team lead, a proiect manager, or any other team member, e.g.,
the most senior developer, will have a tie-breaking vote). And lastly, even though this
technique is not the best among the other participatory decision models, such as 'thumbs
up/down/sideways', 'fist-of-five', etc., it does not mean this answer choice should be
eliminated. While not ideal, simple voting is still the best option among the choices
provided."
 14. To develop a charter for the project you have been recently assigned to lead, you
have reviewed the business documents and studied the agreements. You lack the
information about the key project deliverables which should be included in the
charter. What is the best way to obtain this information?

A. Facilitate a meeting with key stakeholders

B. Ask the project sponsor for their advice
C. Review the project scope statement
D. Talk to the end users of the project

Answer- A "The question suggests that the Develop Project Charter process is underway,
and meetings are one of the tools and techniques associated with this process. For the
Develop Project Charter process, meetings are held with key stakeholders to identify project
objectives, success criteria, key deliverables, high-level requirements, summary milestones,
and other summary information. Therefore, the best way to obtain information on key
deliverables is to facilitate a meeting with key stakeholders.
One may argue that as long as the project charter is not yet approved, the project manager
does not have the authority to engage stakeholders in any meetings or even know who the
key project stakeholders are. While there is merit to this argument, a project manager is
identified and assigned as early in the project as is feasible, preferably while the project
charter is being developed. It is reasonable to assume that the sponsor would inform the
project manager of the key stakeholders. Waiting for the project charter to be approved and
only then collect inputs from stakeholders would introduce an unnecessary delay to the
project."

15. A project manager was asked to prepare a document, which the project sponsor will
sign to authorize a new software development project. Which of the following will
the project manager want to include in this document?

A. A work breakdown structure (WBS)

B. The key project deliverables
C. A project schedule
D. The project budget

Answer- B The question suggests that the project manager has been asked to develop
the project charter. The project charter is a document issued by the project initiator or
sponsor that formally authorizes the existence of a project and provides the project
manager with the authority to apply organizational resources to project activities. The key
deliverables for the project is an element, which should be included as a component of the
project charter. The incorrect answer choices represent outputs of various processes of the
Planning Process Group. The project charter is an output of the Develop Project Charter
process, which is part of the Initiating Process Group. Therefore, of the available choices,
the project manager should list the key project deliverables in the project charter.
 16. A project is looking to procure a series of products to be developed in tandem with
the project. A single supplier must be able to build out the products and provide
services to the project team as the team works on the multitude of other
components. To best manage the quality of the long-term procurement need, what
is the best practice?

A. Require the seller to deliver earlier than needed to accommodate repairs of poor
quality deliverables
B. Reduce the number of metrics to optimize the cost of quality and associated
assets
C. Tighten the quality standards at various points in the project to ensure the seller
is staying aware of changing conditions
D. Form a relationship with the seller to build cooperation and mutually lasting
solutions

Answer- D An emerging best practice for quality management is cooperating with

suppliers rather than having it be a unidirectional transaction. This is especially beneficial in
situations, like in this question, where the project team and the selected seller must work in
tandem to develop a series of products and the underpinning services. Establishing a
partnership with the supplier is a good practice. Setting and maintaining a certain set of
quality standards for a project and the project's procurement needs over the length of the
project is essential to ensure constant and reliable quality and healthy working relationships
with the seller.
 17. A few days before the end of the last iteration, the team informs the project
manager that they will be unable to finish two work packages, A and B, because the
WBS is insufficiently refined. The team thinks they might be able to complete
package A on time but will need an additional week to complete package B which
has a higher priority. What is the best course of action for the project manager?

A. Extend the iteration length in order to finish both packages A and B

B. Instruct the team to complete package B since it has a higher priority
C. Instruct the team to complete package A since it can be done on time
D. Consult with the product owner and make a decision accordingly

Answer- D "It is quite common for a team to have a bit of unfinished work at the end of
an iteration. Ideally, a team would finish every item on its iteration backlog in every
iteration, but, for a variety of reasons, that is not always the case. The scenario describes a
hybrid project with the scope being developed using agile practices but managed with
traditional WBS. In this environment, the project manager does not have the authority
unilaterally decide on scope and schedule. The product owner must be involved. When the
project experiences work delays/overruns due to insufficiently refined product backlog
items or WBS packages, like the one described in the scenario, the project manager can
choose, together with tipe team and the product owner, to split package (user story) B into
smaller packages (stories) focused on specific functionality described in the package. If split,
part of the work of package B could be completed and delivered and the rest of the work
added to the WBS as a separate package. Also, package A would also be placed back in the
WBS for future prioritization. Or it could be that package A is nearly as important to the
business and the instructions to the complete it first could be the appropriate decision.
Regardless of the situation, the development team should report their concerns to the
project manager and product owner and follow their decision. It is the product owner's job
to determine the proper course of action and instruct the team. In this scenario, the team is
approaching the end of the final iteration in the next release. The length of the iteration is
fixed and under most circumstances, should not be changed. The team should rely on the
product owner to represent the project stakeholders and make a decision which is
appropriate for the circumstances described."
 18. A project manager creates a procurement statement of work ( SOW ) from the
project scope baseline . The scope of the SOW , however , is not yet well defined ,
therefore the project manager decides to contract with a vendor to provide an agile
team of programmers . The contract is structured with fixed - price increments
based on user stories. How might the project manager verify that the vendor has
met the contractual obligations?

A. Wait until the team completes the development of all user stories specified in
the SOW
B. Request the product owner to approve or reject user stories during a sprint
review
C. Validate the user stories as soon as they are completed at any point during a
sprint
D. Conduct a procurement audit with the vendor each time a sprint retrospective is
held

Answer- B "The scenario describes a hybrid project where the scope is managed using a
predictive project management approach (scope baseline), while the procurement portion
of work is outsourced to a vendor who will use agile methods to develop the scope specified
in the SOW. An agile framework is typically used when the project scope is not well
understood at the start of the project (which is the case in the scenario described) and is
progressively elaborated throughout project execution. This situation creates special
considerations when contracting with a vendor to supply developers. One method of
addressing the issue is to use contract terms that include fixed-price increments. With this
approach, the scope is decomposed into microdeliverables, such as user stories, and the
vendor will be paid a fixed price for each of these microdeliverables.
In this scenario, the development team will complete the user stories determined during
sprint planning. At the end of the sprint, during the sprint review, the development team
will demonstrate the product increment that was developed during the sprint to the
product owner and other relevant stakeholders. The product owner then has the authority
and responsibility for approving or rejecting the deliverables."
 19. To engage the newly identified stakeholders in the project at the earliest opportunity
, the scrum master suggests inviting them to the upcoming sprint review meeting to
demonstrate to the stakeholders that the team is moving in the right direction and
get feedback from the stakeholders about what the team has accomplished. Which
of the following is another reason for inviting the stakeholders to this meeting ?

A. To reflect on the team performance

B. To prioritize high - risk user stories for the next sprint
C. To reprioritize the release backlog
D. To discuss the high - level plans for the next sprint

Answer- D "Stakeholder engagement is critical to the success of any project. On agile

projects, changes are typically driven by stakeholder needs. When new stakeholders are
identified during an ongoing project, the stakeholders should be engaged as soon as
possible. One of the earliest opportunities for that engagement is at the sprint review
meeting. At the sprint review meetings, the team presents the product increment that they
have built during the sprint. According to Rawsthorne and Shimp, the sprint review is
conducted for three main reasons:
1. To prove to the stakeholders that the team is moving in the right direction; 2. To get
feedback from the stakeholders about the work completed; and 3. To discuss the work of
the next sprint with the stakeholders.
One may argue that work to be completed during the next sprint is discussed at the sprint
planning meeting, not sprint review. While it's generally true, at the sprint review, the
discussion of the work to be performed for the next sprint is done at a high-level only and
does not replace the sprint planning meeting. It is at the sprint planning meeting that the
sprint goal is defined after the team forecasts what they can deliver on that sprint. Of the
choices provided, only discussing what is to be worked on in the next sprint is the most
plausible answer to the question asked."
 20. You review the WBS of your project and realize that due to the lack of in - house
expertise , some of the deliverables will need to be outsourced to a vendor .
However, the requirements for these deliverables are not well-understood at the
moment. Therefore, you decide that the outsourced portion of work will need to be
managed using an agile framework. What is your best approach in negotiating an
agreement with the vendor ?

A. Seek an informal agreement rather than a formal contract

B. Secure a fixed - price contract for the outsourced scope
C. Negotiate aggressively for the most advantageous terms
D. Pursue a shared - risk - reward contract relationships

Answer- D "Agile methodologies are typically used when requirements are not well-
understood upfront. Thus, agile contracts need to focus on collaborative efforts and aligning
the contract terms with the project goals. Unlike an adversarial approach of winners versus
losers, which will likely result in an increased risk to the project, a collaborative approach is
one that pursues a shared-riskreward relationship, where all sides win. Therefore, pursuing
a shared-risk-reward relationship for the outsourced portion of the work in which
requirements are not well-defined upfront is the best course of action in this situation.
Note, the scenario describes a project in which most of the project scope is managed using
the traditional/predictive project management approach (WBS) while the outsourced
portion of work is carried out using the agile framework. This means the project as a whole
is managed in a hybrid way. While this information does not change the correct answer, it is
important to understand that projects can be managed using various approaches, including
predictive (sometimes called traditional or waterfall), agile (Scrum, Kanban, etc.), or hybrid
which is a combination of both."
 21. Four vendors have responded to a bid request on your project . Which of the
following vendors should you select based on the expected monetary value ( EMV ) ?

A. Vendor 1 with an 80% probability of success and profit of $ 20,000

B. Vendor 2 with a 90% probability of success and profit of $19,000
C. Vendor 3 with a 75% probability of success and profit of $ 18,000
D. Vendor 4 with an 85% probability of success and profit of $ 20,000

Answer- B The expected monetary value (EMV) technique is one that calculates the
combined probability and impact values of a decision or a solution. This question requires a
simple multiplication of the profit anticipated from a vendor by the probability of the
vendor's success. Selecting Vendor 2 is the correct answer because they provide a solution
with the highest EMV.

22. You are in the initiation stage of a project that aims to deploy and then maintain the
robotics for an automated production line for a returning client. In the project
charter, you need to include the agreed mean time to recover (MTTR) in the event of
a breakdown. What should you do to find this information ?

A. Do nothing since agreements are not yet available during project initiation
B. Refer to the procurement management plan
C. Review any emails or other correspondence with the client
D. Check the service level agreement with the client

Answer- D A service level agreement (SLA) can serve as an input into the Develop
Project Charter process. An SLA may define agreed-upon service levels such as mean time to
recover (MTTR). According to the scenario, the project is going to be undertaken for a
returning client, suggesting an SLA might already be in place from previous projects. The SLA
is likely to be included in the terms and conditions of a contract along with penalties or
other recourse for failing to achieve the agreed-upon service levels. Therefore, of the
available answer choices, you, as the project manager, should check the SLA for information
on the agreed-upon mean time to recover.
Task 1.9 Stakeholder Collaboration
1. A project manager has completed the development of the project management plan,
which has just been reviewed and approved by the project sponsor and relevant
stakeholders. The project manager now needs to communicate the start of project
execution to inform stakeholders and gain commitment. What is the best way to
accomplish these objectives?

A. Email the project management plan to the team and stakeholders

B. Publish the project management plan on the company website
C. Conduct a kick-off meeting with the project team and stakeholders
D. Delegate the responsibility to one of the project team members

Answer- C The project kick-off meeting is usually associated with the end of planning
and the start of executing. Its purpose is to communicate the objectives of the project, gain
commitment of the team for the project, and explain the roles and responsibilities of each
stakeholder. Conducting the kick-off meeting, communicating the start of the project, key
milestones, and other relevant information would inform and engage the team and
stakeholders and gain their commitment for the project.

2. For your latest project, you have finalized the project management plan, which has
just been reviewed and approved by the project sponsor and other relevant
stakeholders. Your next step is to conduct a kick-off meeting to announce the start
of project execution. To ensure the best possible outcome for the kick-off meeting,
you want to know if there is any relevant information that can be gleaned from past
project kick-off meetings. What is your best course of action?

A. Review the lessons learned register

B. Meet with participants of past kick-off meetings
C. Check the enterprise environmental factors for information from past projects
D. Research the organizational process assets

Answer- D The question is asking where to find information on lessons learned from
past project kick-off meetings. The lessons learned repository is an organizational process
asset which serves as a store of historical information about lessons learned from previous
projects. This information would have been collected at the end of the kick-off meeting or
shortly afterward, making it the most accurate and relevant. Therefore, of the choices given,
researching the organizational process assets is the best answer to the question asked.
 3. A project to revise procedures to streamline company operations will be
implemented over the course of 12 iterations. The agile leader and product owner
are concerned that once the new procedures are implemented, the employees
might revert to their old habits resulting in a loss of benefits realization. What is the
best strategy to address this issue?

A. Ensure that the company's policies and procedures documents are updated
B. Stress the benefits of the changes during the project kickoff meeting with key
stakeholders
C. Dedicate the first six iterations to the eradication of the employees' old habit
D. Include user stories for post-project activities that will reinforce the change after
implementation

Answer- D Effective project leaders must enable change to drive the organization from
the current state to the desired future state. Driving change in an organization can be
challenging as it is common for some stakeholders to resist change. In the scenario
provided, the concern expressed by the agile leader and product owner is that the
employees may return back to the initial state and revert back to their old habits after the
change is implemented. All of the answer choices represent actions that would likely be
helpful in supporting the adoption of the changes. Just as with the actual exam, the
questions might offer more than one arguably correct response, and the aspirant will need
to select the 'best' answer from among the alternatives. Once a change has been
implemented, there can be a risk of stakeholders initially adopting the change but then
reverting back to their old habits. Thus, to avoid people returning to the initial state, it might
be necessary to include activities that reinforce the change after its implementation.
 4. During the development of the project management plan, the project manager
learns that past projects suffered from scope creep, ineffective change control
process, and low stakeholder satisfaction. To ensure the current project is managed
better, the project manager decides to institute regular interactions with the
stakeholder community throughout the project. Which of the following would be the
least likely outcome of the project manager's decision?

A. Reduced scope
B. Mitigated risk
C. Reduced cost
D. Greater trust

Answer- A The scenario describes a project manager who develops the project
management plan, most likely the stakeholder engagement plan. From the way the question
is framed, it seems that past projects were managed using a predictive project management
approach, as evident from the change control process that was ineffective in handling
changes and allowing scope creep. On predictive projects, stakeholder involvement is
usually limited to milestones and gates. This often leads to a disconnection between
stakeholders and the team. The project manager understands this and decides to institute
regular interactions with the stakeholder community throughout the project, a practice that
is typical for agile projects. Incorporating an agile practice into a traditional project makes
the project hybrid.Such practice may help in mitigating risk, building trust, and supporting
adjustments earlier in the project life cycle, thus reducing costs and increasing the likelihood
of project success. However, it is unclear if regular interactions with the stakeholder
community throughout the project would reduce (or increase) scope. It is reasonable to
assume that these interactions would lead to a better-defined scope since the stakeholders
will provide their feedback. The reduced scope is the 'least' likely outcome of the project
manager's decision and is, hence, the best answer to the question asked.
 5. To smooth the onboarding process for a group of new hires, a project manager
would like his team to impart their working knowledge of the internal client culture
and unwritten rules to the new staff. Thus, a training meeting was conducted, but
the team did not actively participate in sharing information, raising concerns, or
asking questions. What is the most likely reason?

A. Meetings are not an efficient way to share and transfer knowledge with new
team members
B. The team has not yet built trusting relationships to feel free to ask questions,
express concerns, or share knowledge
C. The new hires are younger professionals who are accustomed to more
interactive and entertaining training
D. Relying on discussions instead of having the team members document their
knowledge in a lessons learned register

Answer- B The project manager is wise to be concerned with knowledge management

on the team, and training meetings can be an effective way of getting team members to
share information with each other. However, given that some of the team members are
new hires, this suggests that the team members may not feel comfortable participating in
discussions to exchange knowledge. The most important part of knowledge management is
creating an atmosphere of trust so that people are motivated to share their knowledge and
to pay attention to what others know. Since the project manager has recently hired new
staff, he may need to work on team-building before managing project knowledge. Once
trusting relationships have been established, future training meetings will likely be more
successful.

6. The first phase of your project was completed successfully. However, during
execution of the second phase, you receive questions about the phase objectives,
and there seems to be confusion surrounding stakeholder roles and responsibilities.
You have also noticed that the commitment level of the stakeholders has declined
compared to the first phase. What strategy should have been used to avoid this
situation?

A. Conducting a kick-off meeting at the start of each phase

B. Carrying out a team-building exercise with the project stakeholders
C. Conducting the project in a single phase
D. Assigning a different project manager for each phase of the project

Answer- A The purpose of a kick-off meeting is to communicate the objectives of the

project, gain the commitment of the team for the project, and explain the roles and
responsibilities of each stakeholder. Multiphase projects will typically include a kick-off
meeting at the beginning of each phase. Had the project manager conducted a kick-off
meeting at the start of the second phase, the phase objectives would have been made clear
to the stakeholders, and the confusion about stakeholder roles and responsibilities could
have been reduced or avoided.
 7. Executive stakeholders are failing to engage in a project. What is the best course of
action for the project manager?

A. Do nothing as executives are superior to project managers

B. Escalate the issue to the project sponsor
C. Work with the executives to improve their engagement
D. Update the stakeholder register

Answer- C The scenario covers two project management processes, Manage

Stakeholder Engagement, and Monitor Stakeholder Engagement. The former is focused on
communicating and working with stakeholders to meet their needs and expectations,
address issues, and foster appropriate stakeholder involvement. The latter is concerned
with monitoring stakeholder relationships and tailoring strategies for engaging stakeholders
through modification of engagement strategies and plans. According to the scenario, the
executive stakeholders are disengaged. Therefore, the project manager should work with
them to determine what has to be done to improve the level of their engagement, which,
hopefully, would contribute to their support for the project and eventually increase the
chances of project success.

8. During project execution, the sponsor informs the project manager that a new
influential stakeholder has just joined the organization and will be responsible for a
few aspects of the project. What is the best course of action for the project manager
to learn about the stakeholder's requirements and expectations?

A. Revise the stakeholder engagement assessment matrix

B. Submit a change request to update the stakeholder engagement plan
C. Update the RACI chart with the responsibilities of the new stakeholder
D. Schedule a meeting with the new project stakeholder

Answer- D The Manage Stakeholder Engagement process is the process of

communicating and working with stakeholders to meet their needs and expectations,
address issues, and foster the appropriate stakeholder involvement. In order to effectively
manage the new stakeholder's level of engagement, the project manager must understand,
among other things, the stakeholder's requirements and expectations. Meeting with the
stakeholder provides an opportunity for the project manager to establish a relationship and
gather the necessary information from the stakeholder to engage her effectively. Therefore,
of the available options, the best course of action for the project manager to do is meet
with the stakeholder to learn the stakeholder's requirements and expectations for the
project. The incorrect answer choices represent actions that may not be necessary, or the
project manager does not have enough information to perform at this point.
 9. A project with a tight budget to update an inventory control system is underway. A
key stakeholder submits a request to replace all barcode scanners. The request is
rejected by the CCB. The stakeholder contacts the project manager and insists that
replacing all the scanners is necessary as some of the existing units are broken. The
project manager is concerned that the stakeholder may become resistant to the
project if the issue is not addressed promptly. What is the best course of action?

A. Offering to assist the stakeholder by submitting a change request to replace only

the broken scanners
B. Explaining that the project budget does not include funds for the replacement of
the scanners
C. Referring the stakeholder to the project sponsor since the issue is beyond the
authority of the project manager
D. Promising the key stakeholder that the replacement of the scanners will be
included in the next project

Answer- A "The question suggests that the project manager is performing the Manage
Stakeholder Engagement process and needs to resolve an issue for a stakeholder to retain
their support. Negotiation is one of the tools and techniques which may be useful during the
Manage Stakeholder Engagement process. It is best to negotiate a reasonable solution to
the problem described in the question to retain the stakeholder's support for the project.
Since the change request to replace all of the barcode scanners was denied, there is no
point in resubmitting the same request. However, just replacing the broken scanners seems
like a reasonable solution that might be best for the stakeholder and the project. The
change control board (CCB) might approve replacing the broken scanners even if they
denied replacing all of the scanners previously. Therefore, of the available choices, the best
course of action is to offer to assist the stakeholder by submitting a change request to
replace only the broken scanners.
Note that the concern raised by the key stakeholder should be captured in the issue log as
well. However, updating the issue log was not listed as an answer choice. On the real exam,
the PMP aspirant will likely encounter situations where the obvious answer is not listed as
an option, and the 'best' answer must be selected from the available choices."
 10. As project execution begins, the project manager hears that many stakeholders are
unhappy with the way they are involved in the project. After meeting with some of
the stakeholders, the project manager reviews the project management plan and
submits a change request to incorporate an agile practice into one of the plan's
components. Which of the following did the project manager most likely include in
the change request?

A. Shielding the team from interruptions

B. Replacing the WBS with a product backlog
C. Engaging with stakeholders directly
D. Delivering working software more frequently

Answer- C The way the question is framed implies that some parts of the project, at
least engaging with stakeholders and handling changes, are managed using traditional
methods. This is evident from the fact that the project manager submits a change request to
modify stakeholder engagement guidelines specified in the project management plan (likely
in the stakeholder engagement plan). Incorporating agile practices into a traditionally
managed project would result in a hybrid project. One of the agile practices is engaging with
stakeholders directly rather than going through layers of management. While it is unclear
from the scenario what exactly was the main source of stakeholder dissatisfaction, from the
choices provided, only engaging with stakeholders directly is an agile practice related to
stakeholder engagement and is, therefore, the best answer to the question asked.

11. After seven sprints of an agile project have been completed, several stakeholders
reach out to the project manager, expressing concern that the project's status is not
transparent. Currently, project progress is only disseminated at the monthly steering
committee meetings. What is the best course of action for the project manager?

A. Conduct the steering committee meetings after each sprint

B. Invite the stakeholders to attend the steering committee meetings
C. Deploy big visible charts (BVCs) and ask the team to update them daily
D. Have the team provide the status to the stakeholders on a weekly basis

Answer- C One of the project management principles is to be a diligent, respectful, and

caring steward. Embedded within this principle is the concept of transparency. Stewardship
requires leadership with transparency and trustworthiness. In this scenario, the project
status is only shared with the steering committee, while the project has an impact on
stakeholders beyond just the steering committee members. Information radiators, also
known as big visible charts (BVCs), are visible, physical displays that provide information to
the rest of the organization. Information radiators promote transparency by having the
information, including project status, prominently displayed in a common area and available
for review by stakeholders at all times. Additionally, having the information updated daily
provides timelier reporting than a monthly meeting.
 12. The last project iteration has just begun. After reviewing the information radiators,
the project manager realizes that the team will be unable to complete all the
remaining work planned for the project. It is evident that without adding more
developers, either the schedule baseline will be unattainable, or some work
packages will have to be removed from the WBS. What is the best course of action
for the project manager?

A. Raise the issue with the team at the next iteration retrospective
B. Meet with the product owner and suggest crashing the schedule
C. Request that the scrum master find the root cause for the delay
D. Ask the team to work overtime to meet all the project objectives

Answer- B An information radiator is a visible display that provides information to the

rest of the organization enabling up-to-the-minute knowledge sharing without having to
disturb the team. If it is determined that the project is behind schedule, a decision has to be
made as to what are the next steps to bring the project in line with the plan. According to
the Agile Manifesto principle #8, agile processes promote sustainable development.
Working overtime may cause team members to become frustrated, lead to reduced
productivity, and eventually get burnt out. On occasions, for short periods, teams may be
required to work extra hours. However, in order to understand whether such an effort is
required in this situation, other available alternatives should be considered first. According
to the scenario, reducing project scope is an option. However, since the product
development is carried out using agile practices, the product owner should be consulted.
Crashing is a schedule compression technique used to shorten the schedule duration.
Working overtime or adding resources are examples of crashing.
 13. After several sprints , the project team encounters significant resistance to the
required changes from some of the impacted stakeholders . The resistance to the
change poses a threat to the successful outcome of the project. The team members
feel handling the issue is beyond their sphere of influence or authority. They ask for
help from the project leader. What is the best course of action for the project
leader?

A. Use a motivational strategy to enable change

B. Employ one - way communication to push the change
C. Leverage senior leadership force the change
D. Request that the change control board lead the change

Answer- A Projects drive an organization from the current state to an envisioned future
state. To be successful, project leaders must enable change to achieve the desired future
state. Driving change in an organization can be challenging as it is common for some
stakeholders resist change, effective change management uses a motivational strategy
rather than force t build support for the change and overcome resistance. Effective project
leaders should leverage engagement and two-way communication to create a positive
environment in which adoption and assimilation can occur. Note , based on the wording of
the scenario ( e.g. , after several sprints ) , one may assume the question describes a
software development project , which would typically use adaptive / agile methods .
Whether this is the case or not , nothing prevents an organization from using agile methods
to undertake other initiatives , such as a process change in the organization , or even
organizational change , like the one implied by the scenario . Obviously, on such a project,
the specific tasks performed by the team members, the product owner, and other
stakeholders would be different from the roles performed in a knowledge project. For
example , instead of developing software , the team will likely develop processes and
procedures for the change . However, the application of adaptive / agile project
management best practices for the organizational change project would be similar to those
applied on a software development project.
 14. An agile team has just completed their seventh iteration. In the nest deration, two
additional developers will join the team. The agile leader needs to formally set
expectations and establish a common understanding for the iteration what should
the agile leader do first?

A. Draft a team charter and share it with the new developers

B. Schedule a kick-off meeting with the project team before the iteration begins
C. Bring up the team agreements during the dally stand-up
D. Increase the iteration length to accommodate a larger development team

Answer- B For the project to be successful and deliver the desired outcome, agile
leaders must effectively engage with stakeholders, including the members of the project
team. A kick-off meeting is typically held at the beginning of a project but can also be
conducted at the start of a phase or in agile projects, key the one described in the scenario,
even an iteration. Since two additional developed are joining the team for the upcoming
iteration, it will be important for the agile leader to formally set expectations and establish a
common understanding. A kick-off would be the appropriate meeting to accomplish an
objective. Thus, scheduling a kick-off meeting with the project team is the first thing for the
agile leader to do

15. You have been working with the project initiator to develop a document that
authorizes the existence of the project you are about to manage. You have just
obtained approval of the document and want to ensure there is a common
understanding by the stakeholders of the key deliverables, milestones, and the roles
and responsibilities of everyone involved in the project. What should you do next?

A. Obtain project charter approval from the project sponsor

B. Facilitate a focus group with the stakeholders
C. Share the approved project charter with the stakeholders
D. Share the approved project management plan with the stakeholders

Answer- C The document described in the scenario that you have been working on with
the project initiator is the project charter. Chartering a project confirms the alignment of the
project to the strategy and ongoing work of the organization. High-level information on the
project is documented in the project charter. Therefore, if you want to ensure the
stakeholders have a common understanding of the deliverables, milestones, and roles and
responsibilities of everyone involved in the project, you should share the approved project
charter with them.
 16. As a project progresses, existing knowledge is used, and new knowledge is created to
achieve the project's objectives and contribute to organizational learning. Which of
the following enterprise environmental factors would contribute to this process?

A. Lessons learned register

B. Knowledge management plan
C. Trusting working relationships
D. Interpersonal and team skills

Answer- C

17. Just after the daily scrum, the project sponsor stops by the war room and introduces
a new member of the organization whose role will be impacted by the project. Now
that a new stakeholder has been identified, what should the agile leader do next?

A. Seek to understand the stakeholder's feelings, emotions, beliefs, and values

B. Perform stakeholder analysis by using a power/influence grid
C. Monitor the stakeholder to ensure that they have the appropriate level of
engagement
D. Prioritize the stakeholder to determine the level of engagement needed going
forward

Answer- A Throughout the course of a project, the composition of the stakeholder

community will evolve as new stakeholders are identified, and others cease to be
stakeholders. With agile projects, stakeholder engagement becomes even more critical as
the product under development will be progressively elaborated based on feedback from
the stakeholder community. For the project to be successful, agile leaders must effectively
engage with stakeholders. Stakeholder engagement is comprised of six sequential steps,
which include identification, understanding, analysis, prioritization, engagement, and
monitoring. Once a stakeholder has been identified, the step in the process is to seek an
understanding of the stakeholder's feelings, emotions, and beliefs.
 18. You have been assigned to lead an agile project at an organization with historically
high employee turnover. Knowing that turnover can be disruptive and result in a loss
of critical project knowledge and experience, you want to take an approach that
would help increase knowledge sharing across the team and minimize the impact of
turnover. What is your best course of action?

A. Have the team create comprehensive documentation about the product

B. Request the human resources department to determine the root cause of
turnover
C. Co-locate the team and have the customer work closely with the developers
D. Work with resource managers to hire additional developers to the project team

Answer- C Co-located teams benefit from osmotic communication by accumulating tacit

knowledge. Tacit knowledge can be described as people's ideas and experiences. Creating
user stories and building the product increment, where developers and customers talk
among themselves and share ideas, is one such example. The more the team members
share information, knowledge, and customer interaction, the lower the knowledge gap
between the team members. This will logically minimize knowledge and experience gaps if
someone leaves the project. Additionally, colocation enables better communication,
improves team dynamics, and reduces the cost of learning
 19. A project manager has been asked to create a document that formally authorizes a
project to use ground - penetrating radar to map geological conditions along a
proposed crude oil pipeline route. The performing organization has a written formal
agreement in place to share the data with a local university. The project manager
has reviewed the business documents and considered any relevant external
environmental factors to create the requested document. What might the project
manager do next?

A. Research the stakeholder engagement plan for any information to be included in

the document
B. Ensure any relevant information from the memorandum of understanding
(MOU) is included in the document
C. Review the business case for any pertinent information
D. Look to see if a benefits management plan was previously created

Answer- B The question implies that the project manager is developing the project
charter. The project charter is a document issued by the project initiator or sponsor that
formally authorizes the existence of a project. The question indicates that the project
manager has already included the business documents as inputs into the process of
developing the project charter as well as considered any external environmental factors.
The business documents include the business case and benefits management plan.
Agreements are also inputs into the Develop Project Charter process, and a memorandum
of understanding (MOU) is an example of an agreement. Additionally, the agreement to
share data with the university in this scenario may be documented as an MOU. Note that
organizational process assets (OPA) are also considered inputs into this process but were
not mentioned in the scenario or offered as an answer choice. Therefore, of the available
options, ensuring that any relevant information from the memorandum of understanding
(MOU) is included in the document is the best answer.
 20. During the development of the stakeholder engagement plan , the project manager
realizes that a key stakeholder is resistant to the project. Without the support of this
stakeholder, the project may fail. What is the best course of action for the project
manager to identify the reason for the stakeholder being resistant?

A. Escalate to the project sponsor.

B. Update the stakeholder register
C. Use the mind mapping technique
D. Utilize an Ishikawa diagram

Answer- D The question states that the stakeholder engagement plan is being created,
which suggests that the Plan Stakeholder Engagement process is being performed. Root
cause analysis, which typically utilizes Ishikawa diagrams, is a data analysis technique that is
commonly used during the Plan Stakeholder Engagement process to identify underlying
reasons for the level of support of project stakeholders in order to select the appropriate
strategy to improve their level of engagement. Among the available choices, only an
Ishikawa diagram can provide insight into the reason for the stakeholder's resistance to the
project and is, therefore, the best answer to the question asked.
 21. An agile team is tasked with the development of a robot. The project manager
wants to ensure that before the actual robot is built, the team receives early
feedback on requirements and adapts the design accordingly. Which of the
following should the team use to address the project manager's request?

A. Prototyping
B. Design review
C. Checklists
D. Business case

Answer- A Prototyping is a method of obtaining early feedback on requirements by

providing a model of the expected product before actually building it. Examples of
prototypes are small-scale products, computer-generated 2D and 3D models, mock-ups, or
simulations. Prototypes allow stakeholders to experiment with a model of the final product
rather than being limited to discussing abstract representations of their requirements. Of
the choices provided, prototyping best addresses the need of the project manager to ensure
that before the actual robot is built, the team receives early feedback on requirements and
adapts the design accordingly. Prototyping can be used on any type of project, traditional,
agile, or hybrid.

22. You are leading a meeting with the project sponsor and key stakeholders to review
the recently completed project management plan . The goal of the meeting is to
establish a common understanding of the plan, answer any questions or concerns,
and gain formal approval of the project management plan. Which of the following
interpersonal and team skills is the least beneficial to the project manager to use to
achieve the meeting's goal?

A. Conflict management
B. Facilitation
C. Meeting management
D. Team building

Answer- D The question is asking to select an answer choice that represents the
interpersonal and team skill which is least likely to be useful to the project manager in
gaining approval for the project management plan. Conflict management, facilitation, and
meeting management are all skills which will be essential for the project manager to use
when presenting the project management plan to the stakeholders to gain approval for the
project management plan. Team building is among the interpersonal and team skills
typically used during the Develop Team process. Team building refers to a set of activities
that enhance the team's social relations and build a collaborative and cooperative working
environment. Of the choices provided, team building is less beneficial for the project
manager in gaining approval for the project management plan, and is, therefore, the best
answer to the question asked.
 23. A project manager is leading a large project to develop a new model of smartphone.
Early in project execution, to foster the stakeholder involvement, the project
manager holds a meeting as specified in the stakeholder engagement plan. What
type of meeting does the project manager likely hold?

A. A project retrospective to finalize lessons learned register

B. A workshop to develop the team charter
C. A project kick-off meeting to explain the roles and responsibilities of
stakeholders
D. A meeting to create a comprehensive list of stakeholders"

Answer- C "The stakeholder engagement plan is a component of the project

management plan that identifies the strategies and actions required to promote the
productive involvement of stakeholders in project decision making and execution. The
stakeholder engagement plan is created as an output of the Plan Stakeholder Engagement
process and followed during the Manage Stakeholder Engagement process. Thus, the
question is asking which type of meeting might be held during the Manage Stakeholder
Engagement process. A kick-off meeting is one of the types of meetings that may be held in
support of the Manage Stakeholder Engagement process to foster the appropriate level of
stakeholder involvement in the project. The incorrect answer choices represent meetings
that are exclusive to other project management processes and would not be held as part of
the Manage Stakeholder Engagement process. Therefore, of the available choices, the
project manager is most likely holding a project kick-off meeting.
Note, the scenario describes a large project in its early execution stage. In large projects, the
kick-off meeting takes place with processes in the Executing Process Group, thus
additionally supporting the correct answer."

24. You are leading a large and complex project. Due to the size and complexity of the
project, you have decided that a project management team will perform most of the
planning, and the remainder of the project team will be brought on when the initial
planning is complete. In this scenario, when is the best time to conduct the project
kick-off meeting?

A. As project execution begins

B. Shortly after project initiation
C. As part of pre-project work
D. During initial project planning

Answer- A The question describes a large and complex project. In large projects, a
project management team normally does the majority of the planning, and the remainder of
the project team is brought on when the initial planning is complete, at the start of the
development/implementation. In this instance, the kick-off meeting takes place with
processes in the Execution Process Group. Therefore, of the choices provided, conducting
the kick-off meeting during project execution is the best answer to the question asked.
 25. The development team has determined it won't be able to complete phase 1
deliverables in time for the upcoming release date. The team suggests a solution to
combine phase 1 and phase 2 deliverables and complete them with the following
release. However, this approach is outside the team's authority. What action should
the agile leader take?

A. Split the project deliverables between phase 1 and phase 2 using the ADKAR®
model
B. Continue work on the phase 1 deliverables as initially planned
C. Since the team is self-managing, allow the team members to determine the path
forward
D. Schedule a meeting with the steering committee to discuss the issue

Answer- D Agile leaders are responsible for creating a collaborative project team
environment by establishing the organizational structure, including recurring meetings. A
steering committee is a meeting where senior leadership provides direction and support to
the project team and makes decisions that are outside of the project team's scope of
authority. In this scenario, the decision that must be made is stated to be outside of the
project team's authority. Therefore, the only option is to escalate the issue to the senior
leaders that have the authority to act upon the project team's recommendation. Thus, the
appropriate action for the agile leader would be to schedule a special meeting with the
steering committee or bring up the topic during the next steering committee meeting.

26. A company is about to undertake an agile project. Before the first iteration of the
project even began, the team members and relevant stakeholders gather for a
meeting and discuss how successful the iteration was. What are the meeting
participants doing?

A. Playing a collaboration game called “Remember the future”

B. Applying a managerial strategy called “Project pre-mortem”
C. Creating the list of the success criteria for the team charter
D. Updating the lessons learned register with knowledge gained

Answer- A Innovation (also known as collaboration) games are facilitated workshop

techniques used by agile stakeholders to discuss complex project issues in order to explore
options and reach solutions. The participants of the "Remember the future game are given
an imaginary situation where the project (release, iteration) has already been successfully
completed. The participants are then requested to remember what went well on the project
to enable its success. This remembering helps the stakeholders plan their steps and
processes ahead of time and implement them during the project execution, trying to
achieve the success that they have imagined before when they were playing the game. This
collaboration game can be seen as a retrospective conducted ahead of time.
 27. A microprocessor manufacturer has released its new chip to the market. The
company tried to balance chip performance versus manufacturing expense. The
project manager wants to determine whether the performance and features that
sophisticated consumers demand from modern processors were met by the new
chip. What is the best course of action?

A. Send questionnaires and surveys

B. Make telemarketing calls
C. Send standard mail
D. Issue email subscriptions

Answer- A The project manager should gather data that indicates whether or not the
project deliverables meet the expectations of the client or end user. The best way to
accomplish this task is to ask the client or end-user directly. Questionnaires and surveys are
an example of the data gathering technique that can be used in this situation to solicit
information about customer satisfaction after the deployment of the product or service.
Typically, with the expectations identified in the quality management plan, the project
manager needs more data to address any changes or updates to the deliverables that may
be needed to meet the quality expectations.

28. A project manager is leading a project kick-off meeting with the project team and
other stakeholders. The goal of the meeting is to gain the commitment of the team
for the project and inform the stakeholders of the project's objectives as well as
define the stakeholders' roles and responsibilities. Which of the following
interpersonal and team skills is least likely to be utilized during a kick-off meeting?

A. Meeting management
B. Facilitation
C. Conflict management
D. Nominal group technique

Answer- D The question is asking for the interpersonal and team skill which is least likely
to be useful for a kick-off meeting. Conflict management, facilitation, and meeting
management are all skills which will be essential when conducting a kick-off meeting. While
the nominal group technique is an interpersonal and team skill, this technique is typically
used during the Collect Requirements process to enhance brainstorming with a voting
process to rank the most useful ideas for further brainstorming or prioritization. The kick-off
meeting is not intended to rank the most useful ideas for further brainstorming or
prioritization. Collecting requirements should have taken place during project planning
which, based on the scenario described, has already been completed. The goal of the kick-
off meeting is to communicate the objectives of the project, gain the commitment of the
stakeholders and the team for the project, and explain the roles and responsibilities of each
stakeholder. Therefore, of the choices provided, nominal group technique is least likely to
be used during the kick-off meeting and is, therefore, the best answer to the question
asked.
 29. A project manager wants to take advantage of knowledge available within the
organization to better manage their current project. What is the best course of
action for the project manager in order to achieve this goal?

A. Make sure the knowledge management plan is agreed upon by all project
stakeholders
B. Document lessons learned in the lessons learned register throughout the project
life cycle
C. Create an atmosphere of trust so that people are motivated to share their
knowledge
D. Empower your project team and encourage them to be self-organizing and self-
managing

Answer- C From an organizational perspective, knowledge management is about making

sure the skills, experience, and expertise of the project team members and other
stakeholders are used before, during, and after the project. Knowledge resides within
organizational knowledge bases and in the minds of people. Organizational knowledge
bases can be accessed and the information retrieved. However, people cannot be forced to
share what they know. Ideally, to take advantage of knowledge available within the
organization to better plan and manage their upcoming project, the project manager should
do both: retrieve the knowledge from the knowledge base and create an atmosphere of
trust so that people are motivated to share their knowledge. However, no answer choice
with both options is available. Therefore, creating an atmosphere of trust so that people are
motivated to share their knowledge, is the best answer to the question asked.

30. A project charter has been approved, and the project manager has just completed
the identity Stakeholders process. Before project planning begins, what should the
project manager do?

A. Conduct stakeholder analysis

B. Hold a project kick-off meeting
C. Inform the key stakeholders of the approved project charter
D. Perform the Plan Stakeholder Engagement process

Answer- C Once the project charter has been approved, the project manager should
inform the key stakeholders that the project has received authorization. Informing
stakeholders of the approved project charter helps maintain their support and is a
declaration that the project manager can begin to use company resources to plan and
execute the project. Arouncing the approval of the project charter ensures the stakeholders
are aware of their role and responsibilities, the key deliverables, and important project
milestones.
 31. Your project is midway into execution when a new executive joins the company. The
sponsor tells you the executive will play a significant role in your project. What
should you do first?

A. Perform the Develop Project Management Plan process

B. Record the new executive as an issue in the issue log
C. Meet with the executive to review the project charter
D. Update the resource breakdown structure

Answer- C Meeting with stakeholders as early as possible helps ensure the stakeholders
understand how the project will impact them, which reduces the likelihood of conflict
during or after the project. Therefore, of the choices provided, meeting with the executive
to review the project charter and ensure a common understanding of the key project
deliverables and milestones is the best answer to the question asked.
Task 1.10 Shared understanding
1. A change request is approved to add functionality to a deliverable. The client's
representative agrees to the additional expense in a follow-up call. At the end of the
project, the client disputes the charges for the extra functionality. It turns out that
the representative has left the company. What should the project manager have
done differently to avoid this situation?

A. Used active listening skills to ensure understanding

B. Followed up the phone conversation with a different choice of media
C. Declined the customer's request as it is an example of scope creep
D. Incorporated interactive communication to ensure a common understanding

Answer- B The choice of media is one of the considerations for effective

communication. The choice of media includes decisions about the application of
communications artifacts to meet specific project needs, such as when to communicate in
writing versus orally, when to prepare an informal memo versus a formal report, and when
to use push/pull options as the choice of appropriate technology. In this case, the project
manager should have followed up the phone conversation (informal oral communication)
with formal written communication in the form of an updated contract or an addendum to
the existing contract instead of relying on informal oral communication. With informal oral
communication, there is no record of what agreements were made. Additionally, an oral
contract, as suggested by the question, cannot supersede a written contract from a legal
standpoint. Therefore, of the available choices, following up the phone conversation with a
different choice of media is the best way the issue could have been avoided.
 2. A company is about to undertake an agile project for an external customer. Due to a
lack of expertise, most of the deliverables will be outsourced to a vendor. The
project manager is reviewing the list of prospective vendors who submitted their
proposals. Which of the following is most important for the project manager to
emphasize and ensure when selecting and contracting with a vendor for this project?

A. Ensuring that the vendor's employees and associates are agile certified
B. Securing contracts with the selected vendors as fixed-cost with incentives
C. Maintaining regular contact and feedback between the customer and the vendor
D. Enforcing coding standards, pair programming, and continuous integration

Answer- C "The Agile Manifesto's values include both ""Customer collaboration over
contract negotiation"" and ""Individuals and interactions over processes and tools.""
Customer collaboration with the delivery team is a fundamental aspect of all agile methods.
It is one of the reasons that agile projects have a high rate of success and an even higher
rate of customer satisfaction. Getting the customer involved as part of the process helps
ensure that what is being developed is of very high value and meets the customer's
expectations. The greater the customer involvement, the greater the level of customer
commitment to the success of the project. Coding standards are important, and having a
vendor whose personnel are agile certified is a great benefit. However, without a regular
flow of feedback from the customer, neither coding standards nor agile certified vendors
would have as great an impact as regular contact and feedback between the customer and
the vendor.
Note that the company in the scenario is a buyer, and the vendor is a seller. The ""customer'
refers to the buyer's customer. While it is reasonable to assume that the company in the
scenario would be the one to interact with the vendor, the idea behind this question is to
allow the customer to interact not only with the company but also with the company's
vendors."
 3. You recently received an email from a client, which states, ""Thanks. We have
received the goods you just shipped."" You begin to close out the project, send the
final invoice to the client, and release all of your staff. As you are preparing to leave
for the day, you receive a voicemail from the client stating that the deliverables do
not meet the required specifications. This information comes as a shock because you
are sure the client has accepted the deliverables. What should you do now?

A. Call the client and tell them that they have accepted the deliverables and should
now pay the final invoice
B. Call the client to understand why they think the deliverables do not meet the
required specifications
C. Contact the legal department to check the contract and ask them to suggest a
course of action
D. Ignore the voicemail from the client since their email indicates that they have
already accepted the deliverables

Answer- B Based on the scenario described, the client has not accepted the deliverables;
they only acknowledged receipt of the goods. Your actions of beginning the closing process
of the project are premature. Closed procurements are required to close the project. The
procurement cannot be closed until the buyer, your client, provides the seller, you, with
formal written notice that the contract has been completed. Therefore, since the client has
not yet accepted the deliverables, you should contact the client to understand why they
believe the deliverables do not meet the terms and conditions of the agreement.
 4. The client contends that the project's deliverables do not meet the agreed-upon
specifications and have to be reworked. The client shows the meeting minutes to the
project manager saying that the standard for the acceptance of the deliverables was
discussed earlier in the project, during one of the status calls. What should the
project manager do first?

A. Check the project charter for the contract terms

B. Agree to rework the deliverables to meet the requirements as requested by the
customer
C. Review the agreements for the acceptance criteria
D. Tell the customer to proceed with claims administration to resolve the issue

Answer- C

5. Your agile project needs specialists that are not available locally. You find the needed
resources across the globe, but due to various constraints, cannot colocate them for
the duration of the project. You decide to organize the team in a virtual
environment. The kick-off meeting is in a few weeks from now, and the company
allows only one quarterly in-person meeting. What is your best course of action to
have the team attend the kick-off?

A. Have the team members connect to the video conference during the meeting
B. If possible, bring the team members to attend the kick-off meeting in person
C. Record the kick-off meeting on a video and send the recording to the team
D. Do nothing since agile teams are empowered to make their own decisions

Answer- B
Explanation: The Agile Manifesto states in its 6th principle: "The most efficient and
effective method of conveying information to and within a development team is face-to-
face conversation. Attendance for the project kick-off should preferably be in-person.
However, in-person attendance is not always possible for economic or other reasons. In
those situations, video conferencing is an acceptable alternative. When in-person
attendance is possible, bringing everybody together would contribute to building
relationships and conveying information. At the kick-off meeting, the participants may
expect to hear about the project and product vision, which helps set expectations for those
involved in the project. These discussions are most effective when the team members are
together and have face-to-face communication amongst themselves and with other
stakeholders. Therefore, since the company allows for one quarterly in-person meeting,
bringing the team members to attend the kick-off meeting in person is the best answer to
the question asked.
 6. A project manager is leading an agile project with a dispersed development team. To
bridge the geographical divide, the project manager has provided the team with
video conferencing and online collaboration tools. Despite these efforts, a significant
misunderstanding was uncovered during the recent iteration review that caused four
days of rework. What might the project manager have done differently to avoid this
situation?

A. Incorporated periodic round-robin check-ins

B. Utilized digital communication tools
C. Taken a waterfall approach instead of agile
D. Raised the issue at the project retrospective

Answer- A
Explanation: The scenario presents a situation where a dispersed development team has
encountered a significant misunderstanding. When conducting meetings with remote
participants, there can be a loss of facial and body language cues. Video conferencing can
certainly help bridge the communication gap, but subtle cues may still be lost in the
transmission. The best solution is to co-locate the development team, but this may not be
an option for all projects, and this alternative was not provided among the available answer
choices. However, the use of round-robin check-ins can be useful to ensure participation
and check consensus for decisions. Round-robin is a technique in which a facilitator goes
around the room to get feedback from each attendee in sequential order. Incorporating
round-robin check-ins may have revealed the misunderstanding during iteration planning,
thus reducing the chance of the issues discovered at the iteration review and, consequently,
avoiding the rework.
 7. Development team members argue with the product owner who rejected a
deliverable the team developed during the recent iteration . The project manager
schedules a meeting with the team , product owner , and other relevant
stakeholders to break down the situation and identify the root cause of a
misunderstanding . Which of the following will be considered an antipattern if used
during the meeting ?

A. Drawing a fishbone diagram

B. Using the five whys method
C. Maximizing the number of action items
D. Defining the problem statement

Answer- C
Explanation: "An antipattern can be described as an action that is taken to resolve an issue
but is ineffective and may even prove counterproductive. Since the question is asking for an
antipattern, the incorrect answer choices represent actions that are consistent with best
practices or techniques associated with root cause analysis. In this case, attempting to
maximize the number of action items is considered an antipattern. Assigning too many
action items aimed to resolve a problem may cause a distraction from performing the most
important actions that may produce the best results. It is better to pick the top one or two
actions and focus efforts on those that are most likely to be effective.
Note, the scenario describes a hybrid project that involves elements from both the
traditional/predictive project management approach and agile. The fact the project
manager is involved in the project who schedules and leads a meeting with the team,
product owner, and other stakeholders indicate that the project is using a predictive project
management approach. The use of iterations, the fact a product owner is involved in the
acceptance of the product increments developed by the team are an indication that this
part of the project is managed using the agile project management approach. While this
information does not change the correct answer, it is important to understand that projects
can be managed using various approaches, including predictive (sometimes called
traditional or waterfall), agile (Scrum, Kanban, etc.), or hybrid which is a combination of
both."
 8. You are leading a construction project that involves a vendor . A team member tells
you that based on the rough assessment of the vendor's current work in progress,
she suspects that the vendor will be unable to complete their work on time. You
share your concerns with the vendor , but they claim that they are progressing as
planned . What is your best course of action to ensure a mutual understanding of
the work in progress ?

A. Conduct a walkthrough
B. Perform an earned value analysis ( EVA )
C. Conduct an audit
D. Resort to alternative dispute resolution ( ADR )

Answer- A
Explanation: "The question suggests that the Control Procurements process is underway.
An inspection, as it relates to the Control Procurements process, is a structured review of
the work being performed by the vendor. The inspection may involve a simple review of the
deliverables or an actual physical review of the work itself. On a construction project,
inspections may involve walkthroughs of the site by both the buyer and the vendor to
ensure a mutual understanding of the work in progress.
One may argue that the team member has the figures of the work in progress, allowing the
implementation of the earned value analysis (EVA), and, hence, making the EVA a better
answer choice. This is not the case, since, according to the scenario, the team member has
only a 'rough' assessment of the vendor's current work in progress, and she 'suspects' that
the vendor will be unable to complete the work on time. Project managers should not act on
suspicions. Facts should be checked, making a walkthrough a better answer."
 9. A vendor has been contracted by a buyer to develop a new device. The vendor
insisted that the contract thoroughly capture the device specifications. The buyer
does not have clear requirements upfront and, therefore, requested that the vendor
develop the device using agile. The vendor delivers as per the contract, but the
buyer is not satisfied with the outcome. Which Agile Manifesto's value was most
likely not appropriately applied?

A. Business people and developers must work together

B. Individuals and interactions over processes and tools
C. Pair programming over continuous integration
D. Customer collaboration over contract negotiations

Answer- D
Explanation: The third value of the Agile Manifesto is "Customer collaboration over
contract negotiation." Customer collaboration forms the basis for the joint decision-making
process. It establishes a bond between the customer and the development team, helping
ensure the customer receives the intended benefits of the project. The question describes a
situation where the vendor insists that product specifications are thoroughly documented in
the contract even though the buyer (customer) does not have a clear picture of the
requirements upfront. The vendor produces the deliverables according to the contract
negotiated at the beginning of the project, but the product does not deliver the intended
value/result. In some cases, a buyer is not a product expert and relies on the vendor to
guide the buyer in the product design and development. This approach is an example of
collaborating with the customer over rigidly adhering to specifications outlined in a
contract.

10. During a meeting, two attendees begin debating the facts of a major topic of the last
meeting. More participants join in and begin arguing. The debate escalates, and
conversations veer farther and farther from the prepared agenda. To avoid further
discord, you announce the remaining agenda items will be discussed at the next
meeting and abruptly end the meeting. What should you have done differently to
have a better outcome in this situation?

A. Used better meeting management skills

B. Networked more before project execution has begun
C. Used body language to express your frustration
D. Recorded any actions to be taken and the action owner

Answer- A
Explanation- Project meetings allow project managers and team members the opportunity
to utilize several of the 17 tools and techniques within the interpersonal and team skills
group. This question requires the knowledge of the proper application of meeting
management skills, such as taking necessary steps to ensure meetings are effective and
efficient and that they meet the intended objectives.
 11. An agile team operates in an organization whose policies and procedures require
every project to produce extensive documentation. As the organization considers
undertaking a new agile project, the product owner is already frustrated with the
fact that the team will have to spend more time creating the documentation than
developing the product. What is the best course of action for the project manager?

A. Build a shared understanding among the project stakeholders regarding the

deliverables
B. Request that the product owner do not include any user stories to cover
documents writing
C. Allocate the first three iterations for creating documentation and the rest for the
product development
D. Submit a change request to modify the organizational policies and procedures

Answer- A
Explanation: The scenario implies that the project is in its initiation stage and that
documentation will represent a significant part of the project deliverables. Involving the
sponsors, customers, and other stakeholders during project initiation creates a shared
understanding of success criteria. This course of action also increases the likelihood of
deliverables acceptance when the project is complete, as well as improves stakeholder
satisfaction throughout the project. Agile leaders have to analyze the current organizational
culture, policies and procedures and determine those that impede a team's or
organization's agility. Once these factors are identified, working to streamline them would
be the next step for the agile leader. In the scenario described, the organization requires
that every project has to produce extensive documentation. The product owner feels these
requirements are unjustifiable and would reduce the value delivered to the customer, thus
negatively impacting the benefits the organization could have had if the team spent more
time developing the product. The project manager, as an agile servant leader, may assist the
product owner by creating a shared understanding with all stakeholders involved about how
agile deliverables meet those documentation requirements. The project manager can then
go ahead and evaluate the amount of documentation required so the team spends more
time delivering a valuable product instead of producing exhaustive documentation.
 12. During a sprint review, the product owner rejects a deliverable stating that it does
not meet the acceptance criteria. The quality assurance team, who verified the
deliverable as part of the Control Quality process, argues that there is nothing wrong
with the deliverable and that it should be accepted. The product owner disagrees
and rejects the deliverable. What is the project manager's best course of action to
ensure that this type of misunderstanding does not recur?

A. Perform a root cause analysis during the next sprint review and record the
knowledge gained in the lessons learned register
B. Discuss the problem during the next daily scrum meeting and resolve the
misunderstanding between the product owner and team
C. At the upcoming sprint retrospective meeting, facilitate an exercise to identify
the underlying cause of the misunderstanding
D. Submit a change request to modify the Control Quality process based on the
recommendations from the team and product owner

Answer- C
Explanation:
"In the scenario, the project is managed using hybrid methods as evident from the
fact the project deliverables are created iteratively in sprints while, at the same time,
verified using the traditional Control Quality process carried out by a dedicated quality
assurance (QA) team. Note, the scenario refers to two different teams: one is the
development team; another one is the QA team. The answer choices, however, do not
distinguish between the two. While this may add some confusion, the selection of the
correct answer should not be affected by this differentiation. In this explanation, we refer to
both teams as the ""team.
The scenario describes a situation in which a misunderstanding regarding acceptance
criteria has occurred between the team and the product owner. The project manager should
first gain an understanding of the underlying reason(s) for the misunderstanding, which can
be accomplished by performing a root cause analysis. Once the root cause(s) have been
identified, solutions proposed, and the causes removed, the problem should not recur. The
sprint retrospective provides a forum for the project team to learn and adapt their practices
to improve performance. The appropriate time to resolve the issue by performing a root
cause analysis would be during the upcoming sprint retrospective."
 13. A new team of agile practitioners meets for the first time. The agile coach is
facilitating the meeting. The team members come from different organizations, have
various backgrounds and agile experience, and used different agile methods. The
meeting participants are wondering as to what agile method to use in their
upcoming project and what process tailoring to apply. What should the agile coach
do first?

A. Suggest mixing Scrum, Kanban, and XP methods

B. Avoid any process tailoring to save time
C. Synchronize everyone's understanding of agile
D. Consult the lessons learned repository

Answer- C
Explanation: Building shared understanding among the team members is an important
role of any leader. Applying this role to the scenario provided, synchronizing everyone's
understanding of agile, especially when the team members are coming from different
organizations, have various backgrounds and agile experience, and used different agile
methods, is essential prior to tailoring agile methods. One option for a new agile team is to
start with adopting the agile approach that has been proven effective in the organization.
Then, the team can tailor the approach based on the lessons learned. However, a better
course of action would be to first ensure that the meeting participants have a shared
understanding of agile. Otherwise, premature and haphazard tailoring can minimize the
effects of the approach and eventually, limit its benefits.
Task 1.11 Support Virtual Team
1. You are midway into an agile phase of a predictively managed project. You have just
been notified by the company's CEO that, due to a growing pandemic, all non-
essential personnel will be required to work remotely, including your project team.
However, the resource management plan mandates the use of physical colocation to
enhance communication and collaboration. What is your best course of action?"

A. Request a change to the resource management plan to incorporate the use of

virtual tools to replicate colocation in a remote environment
B. Examine virtual team member needs, investigate alternatives, and implement
options for virtual team member engagement
C. Submit a change request to update the project management plan to migrate the
project management approach from hybrid to predictive
D. Put the project on hold until the pandemic is over and then bring the team back
on-site to comply with the resource management plan

Answer- A
Explanation: The scenario indicates that an agile project phase is operating within an
overarching predictive framework, which results in a hybrid project. Physical colocation
provides benefits in improved communication and collaboration. In this scenario, the
project was planned to take advantage of the benefits of a co-located project team.
However, unforeseen and extreme circumstances now prevent the project team from being
physically co-located. Therefore, the best course of action is to organize the team members
as a virtual team and replicate colocation as closely as possible using virtual tools. Although
not ideal, the effective use of virtual tools can gain most of the benefits of colocation in a
virtual environment. Since this project is being operated under the umbrella of a predictive
approach, an approved change request will be required to revise the resource management
plan and possibly other elements of the project management plan.
 2. To help improve the communication of a virtual team, the project manager deploys
an online chat tool with channels for various topics that everyone uses while
working. Often, all is quiet, but sometimes, there are sudden long streams of chat
about many topics, both related and unrelated to the project work. The chat stream
can be quite distracting, and it is often difficult to find important points that relate to
work. What is the best course of action for the project manager?

A. Nothing. Online chat is a release for people getting to know one another.
B. Eliminate the chat tool and instruct the team to use email and phone instead.
C. Join in on the fun and encourage the team to keep on with this type of
conversation.
D. Request the team to use another channel for non-work related conversations.

Answer- D
Explanation: learn about each other. There is a time and place for relationship building,
and providing a way for casual conversation is important. However, to avoid distracting the
other team members, these off-topic conversations need to be incorporated in a manner
that does not interfere with project work. Establishing a separate channel for topics
unrelated to the project and politely asking the team members to use it represents an
appropriate balance between the project work and team building.
 3. A project to develop and roll out a new diagnostic system for the healthcare industry
is in planning. Due to the criticality of the project, a corresponding crystal method
has been selected for product development, which will be followed by a predictive
phase for regulatory approval. The regulatory approval process will involve a team of
experts from around the world. How will the transition from a colocated team to a
virtual team impact the project?

A. The project management approach will transition from a command and control
style during product development to a more collaborative environment for the
approval process.
B. Osmotic communication will be lost after the transition from product
development, and virtual tools will have to be utilized for team collaboration
during the approval phase.
C. The WBS will be decomposed down to the work package level for the product
development phase and then progressively elaborated for the regulatory
approval process.
D. The change control process will be very stringent during the product
development phase and then reduced or entirely eliminated for the regulatory
approval process.

Answer- B
Explanation: "The crystal family of project management methodologies falls within the
larger umbrella of agile methodologies. A fundamental principle of the crystal framework is
the use of physical colocation to enhance collaboration and benefit from osmotic
communication. Osmotic communication is a byproduct of physical colocation where
information can flow in the background, and team members can learn almost as if by
osmosis. In this scenario, the project will transition from an agile phase to a predictive phase
with a virtual team. Therefore, osmotic communication will most likely be lost in the
transition, and the project manager will need to utilize virtual tools to facilitate
collaboration with the geographically dispersed team.
Note, it is reasonable to assume that product development and the approval process will be
performed by different teams. Therefore, the loss of osmotic communication does not refer
to the same team. The idea behind this question is to understand that osmotic
communication typically refers to a team that operates in a collocated environment.
However, the question does not
n is considered the best answer Windows ask about a specific team. Rather, it asks about
the impact on the project as a whole. Therefore, of the t as a whole. Therefore, of the
choices provided, the loss of osmotic communication is considered the best answer."
 4. Due to a large number of team members working remotely and the time differences
between them, you are having difficulty coordinating meetings with team members.
This situation negatively impacts team cohesion. Which of the following tools would
be the most beneficial for you to use?

A. Interpersonal skills
B. Conflict management
C. Communication technology
D. Individual and team assessments

Answer- C
Explanation: The Develop Team process has the following tools and techniques:
Colocation Virtual teams • Communication technology Interpersonal and team skills •
Recognition and rewards training Individual and team assessments • Meetings In this
scenario, the project is having communication and coordination challenges resulting from
being a virtual team. Communication technology is the best answer choice because it can
provide virtual team members with shared repositories for information sharing and more
interactive forms of communication, such as video and audio conferencing, to enhance
understanding and coordination. The other answer choices are also tools used to develop
project teams, but they focus on issues that are not as relevant to the problem here, such as
enhancing among team members, resolving conflict, or evaluating team performance.
Therefore, communication technology is the best answer choice.
 5. You are leading a project to write content in three different languages. The project
team is co-located for greater effectiveness. Unfortunately, the only project team
member who can translate the documents into French has a leg injury and is unable
to commute to the office for the next three weeks. What is the best course of action
if you want to keep the project on track?

A. Delay the French release until the team member is back to the office
B. Hire an external firm to translate the content into French
C. Run the Acquire Resources process to replace the team member
D. Organize the project team members as a virtual team

Answer- D
Explanation: One of the tools that a project manager can employ during the Acquire
Resources process is the use of a virtual team. Allowing the team member to work remotely
temporarily is the best solution of the available answer choices as it would have the least
impact on project performance. There is not enough information in the question to
determine if the colocation is mandatory per company policy. Therefore, organizing the
project members as a virtual team to keep the project on track should have priority over a
preference for colocation for greater effectiveness. Note, when only one team member
works remotely, calling the entire team virtual can be a stretch. However, of the choices
provided, organizing the project team members as a virtual team is the best answer to the
question asked.
 6. According to the project management plan, your team will be virtual. To select the
project team members, you are using an analytical approach by ranking and
evaluating the candidates on various criteria such as experience, knowledge, cost,
and even time zones. What tool or technique are you using?

A. Interpersonal and team skills

B. Colocation
C. Multicriteria decision analysis
D. Pre-assignment

Answer- C
Explanation: According to the scenario, you are performing the Acquire Resources process.
Multicriteria decision analysis is an example of the decision making technique that can be
used as part of this process. Selection criteria are often used to select the project team
members. Using a multicriteria decision analysis tool, criteria are developed to rate or score
potential resources. In the scenario, you are ranking and evaluating the candidates on
various criteria such as experience, knowledge, cost, and even time zones. This description
closely matches multicriteria decision analysis, making it the best answer to the question
asked.
 7. An enterprise is in the process of transitioning from traditional waterfall to SAFe.
There are five co-located development teams that comprise the Agile Release Train
(ART), but each team is located in a different country. The program management
plan indicates that Program Increment (PI) Planning must occur every eight weeks.
What is the best strategy to conduct the Program Increment (Pl) Planning?

A. Reserve a large conference room to serve as a war room and physically colocate
all of the project teams for the remainder of the project
B. Develop a fully decomposed WBS during initial project planning and then create
an activity list for assignment to each team member
C. Schedule a daily 15-minute meeting for all of the members of the development
teams to participate in the Program Increment (P) Planning
D. Arrange for five meeting rooms that will be connected with continuous live audio
and video communication between the sites

Answer- D
Explanation: The question describes a Program Increment (P) Planning meeting for an
enterprise that is using the Scaled Agile Framework (SAFe). It is important to note a PMP
aspirant may encounter unfamiliar terms and concepts on the real exam, which may not
even be needed to answer the question correctly. This superfluous information might
confuse or distract the aspirant, so it is important to identify what information is needed
and what information is not needed when answering exam questions. No specific
knowledge of SAFe and the associated ceremonies is required to answer this question
correctly. All that is really needed to answer the question is an understanding that there are
several geographically dispersed project teams that are required to conduct a planning
meeting. The type/name of the planning meeting is irrelevant. Ideally, the project teams
would come together for a face-to-face meeting and then return to their home bases, but
that option was not listed among the alternatives. Therefore, the 'best' answer is to provide
the team with virtual tools (e.g., audio and video tools) to replicate a face-to-face meeting in
a virtual environment.
 8. You are preparing the resource management plan for your new product
development project. Although colocation would be preferred, the scrum team will
consist of subject matter experts from around the world that will need to collaborate
in a virtual environment. Which of the following elements are least likely to be
included in the resource management plan?

A. The methods for identifying and quantifying team and physical resources for a
virtual environment
B. A description of how, when, and by whom project information will be
administered and disseminated
C. Training and development strategies for project team members that will operate
in a virtual environment
D. Guidance on how the virtual team will be acquired and the physical resources
needed to support the team

Answer- B
Explanation: The question describes a virtual scrum team that will be managed according
to a resource management plan. Since the project will integrate agile methodologies within
the context of a project management plan, this project will operate in a hybrid environment.
The resource management plan is a component of the project management plan that
describes how project resources are acquired, allocated, monitored, and controlled. All of
the incorrect answer choices represent specific elements that should be included in the
resource management plan, as it would apply to a virtual team. The question is asking for
the element that is 'least' likely to be included in the resource management plan. The
correct answer choice is a description of the communications management plan rather than
the resource management plan and is, therefore, the best answer to the question asked.
 9. You are leading a project to develop a point-of-sale system for a retail store chain.
The system has been developed iteratively by a collocated agile team. However,
training the stores' personnel is done traditionally by the team members placed at
the physical retail locations across the country. With the daily standup meetings now
being conducted via an audio conference call, the team members encounter
misunderstandings and miscommunication. What is the best course of action?

A. Have the project team utilize video conferencing to overcome the loss of
nonverbal communication
B. Instruct the project team members to meet face-to-face for the daily standup
meetings
C. The daily standup meetings should be canceled since the project has entered a
predictive stage
D. The communication method should be changed from interactive to pull
communication

Answer- A
Explanation: In this scenario, a project team has transitioned from colocation to a virtual
team. Colocation takes advantage of face-to-face communication, as this represents the
richest form of communication and is the most effective. With the project team now being
geographically dispersed, face-to-face communication is no longer a viable option for daily
communication. Under these circumstances, the project team members are conducting
their daily standups via conference calls, which means that they can communicate verbally
but will not be able to pick up on nonverbal communication such as body language. The lack
of nonverbal communication might lead to misunderstandings and miscommunications, as
is the case in the scenario described. One option for the team would be to utilize video
conferencing to replicate face-to-face communication in a virtual environment.

10. In order to take advantage of the best talent available, a project manager recruits
developers internationally rather than just locally. She is delighted to have acquired
such highly skilled individuals but now needs to develop them into a cohesive team.
Ideally, the project manager would like to bring everyone together at the home
office, but the project budget does not allow for travel expenses. What is the best
tool or technique for the project manager to use in this situation?

A. Sensitivity analysis
B. Recognition and rewards
C. Virtual teams
D. Colocation

Answer- C
Explanation: The question suggests that the Develop Team process is being performed,
and virtual teams is a tool that may be used during this process. A virtual team can use
technology to create an online team environment to build team cohesion. In this way, the
project manager can take advantage of a broader pool of candidates without paying travel
expenses. The use of a virtual team is the best tool that the project manager can use under
the circumstances provided in the question.
 11. You are acquiring the necessary resources for your project. The organization where
you are employed is an international company with locations in several countries.
With personnel located around the globe, you will be forming your project team a
virtual team, and the team members will be allowed to work from their home
offices. What special considerations do you need to take into account while working
with your team?

A. Project expenses
B. Communication planning
C. Pre - assigned team members
D. Team members with disabilities or mobility issues

Answer- B
Explanation: Communication planning becomes increasingly important in a virtual team
environment. Additional time may be needed to set clear expectations, facilitate
communications, develop protocols for resolving conflict, include people in decision making,
understand cultural differences, and share credit for success. When the project team is
located in the same physical space, communication is much easier and more effective. Face-
to-face communication is richer and is the most effective form of communication. Tone and
non-verbal communication may be lost in a virtual environment. Additionally, virtual teams
lack the intangible benefits of colocated teams who are able to bond more easily and
become more cohesive. Therefore, communication planning will require special
consideration while working with a virtual team.
 12. A new smartphone will be developed by two teams: a hardware team that will use a
predictive project management approach and a software team that will use an agile
framework. Each team is colocated but resides in two different parts of the country.
The teams will need to coordinate their activities very closely but bringing them
together in one location is not an option. What should the project manager do to
create the most collaborative environment?

A. Use a blended agile approach

B. Create a fishbowl window
C. Transition the hardware team to agile
D. Implement caves and common

Answer- B
Explanation: The scenario describes a project that is being managed using a hybrid
approach by combining agile and predictive frameworks within the same project.
Specifically, in this case, the software development team will use an agile framework, and
the hardware development team will use a predictive approach. Regardless of the project
management frameworks, the two teams will need to coordinate their efforts to build the
final product closely. The ideal approach would be to colocate both teams in the same
physical location, but the scenario stipulates that this is not an option. Therefore, the
project manager can recreate physical colocation in a virtual environment with the use of a
fishbowl window. This approach will allow the project teams to gain most of the benefits of
colocation even though they are physically dispersed. The incorrect answer choices
represent actions that would not likely enhance collaboration between the two groups.

13. A project manager is facilitating a sprint retrospective meeting where the team
members discuss customer dissatisfaction from the product increment they
delivered during the sprint . The discussion reveals some issues with the remote
team members who were primarily using email to communicate with the rest of the
team. What was the most likely cause the product increment did not meet customer
expectations?

A. Failure to respond to changes in scope

B. Non colocated team members
C. Delivering working software in each sprint
D. Demotivated team members

Answer- B
Explanation: Colocating the team members would eliminate the need to communicate
using email or other non-face-to-face communication methods. When team members are
remotely located, the chances for problems with communication are greater than among
colocated team members. Additionally, non-colocated teams experience challenges in
important day-to-day interactions among the team members and other project
stakeholders.
 14. You are leading a project to develop a product that will be sold through an existing
nationwide dealer network . The product will be built incrementally by a virtual
team , while the dealer training and product rollout processes will be well - defined
upfront . You want the dealers to provide the team with regular feedback
throughout product development . What is the best strategy to achieve your goal ?

A. Suggest that the dealers attend the biweekly iteration retrospective meeting
B. Collect requirements upfront and develop a detailed WBS for product
development
C. Invite the dealers to attend product demonstrations via video conference
D. Colocate the dealers with some of the developers for the duration of the project

Answer- C
Explanation: "The scenario indicates that the product development phase of the project
will follow an incremental project lifecycle, and suggests that the dealer training and
product rollout will take a
a whole, will adopt a hybrid project management framework. With the product
development phase following an incremental model, the product increments can be
released as they are completed. In this situation, a product demonstration should be
conducted once the product increment has been developed. Having the dealers attend the
product demonstrations virtually will allow the dealers to view the product increment and
provide their feedback while minimizing the impact on the dealer's regular responsibilities."

15. You are managing a virtual project team across multiple time zones . As the project
progresses , the team members learn to trust one another and adjust their work
routines to accommodate the different time zones , work habits , and culture . What
stage of team development is being demonstrated in this situation?

A. Forming
B. Storming
C. Performing
D. Norming

Answer- D
Explanation: The question describes the Tuckman ladder of team development, which
includes forming, storming, norming, performing, and adjourning as the stages of
development. The norming stage of team development is characterized by team members
adjusting their work habits and behaviors to support the team, and they learn to trust each
other. The question states that the team is adjusting their work habits by making
accommodations for team members in different time zones, and they are learning to trust
each other. Of the available options, the norming stage is aligned the best with the
description provided by the question.
Task 1.12 Define Team Ground rules
1. To address teamwork issues encountered on previous projects, an agile coach
facilitates a meeting with the team. The team creates a comprehensive list of 27
items and include them in the team charter. Despite these efforts, the previously
experienced problems surface during the first iteration. What is the best course of
action for the agile coach?

A. Request the project sponsor to select the items for the team charter
B. Recommend reducing the working agreements to the top five to ten items
C. Adopt the team agreements used by another project team
D. Expand the working agreements to include all possible sources of conflict

Answer- B
Explanation: In this scenario, a project team has developed a comprehensive list of items
for their social contract. With the team's working agreements, more is not necessarily
better. With a list of 27 working agreements, it may not be realistic for the development
team to remember and apply the entire list. Additionally, the most important working
agreements may get lost among the more trivial elements. Thus, agile best practices limit
the team working agreements to the top five to ten items. Suggesting that the development
team reduce their commitments to the five to ten most important elements would likely
prove more effective.

2. An agile team is working on their first project together. The objectives for the first
iteration were missed, and there is significant dissension among the members of the
development team. During the iteration retrospective, it is discovered that some
team members are working odd hours and have been unavailable when needed.
What might the agile coach have done differently to prevent this situation?

A. Mandated standard working hours for the team.

B. Asked the functional leader to intervene
C. Nothing could have prevented the situation described
D. Facilitated a meeting to establish a social contract

Answer- D
Explanation: A social contract is also known as the team charter or the team's working
agreements. Facilitating a meeting at the start of the project to establish the team's
working agreements will be critically important for a team that has not worked together
previously. The team's working agreements are created and agreed upon by the project
team. The team charter will document how the team will work together and set standards
of behavior for things such as core hours. Had the agile coach facilitated a meeting to
create a social contract, the issues described by the question might have been avoided, and
this action is consistent with agile best practices.
 3. Project team members develop a document that describes values that are
important to the team's success such as sharing best practices, listening each other
with an open mind, and communicating respectfully during meetings. What would
be the result of the team's effort?

A. Team management plan

B. Team charter
C. Resource management plan
D. Resource requirements

Answer- B
Explanation: The question asks about a document that defines the team's values and
guidelines. This document is the team charter. The team charter establishes clear
expectations regarding acceptable . behavior by project team members and is an output of
the Plan Resource Management process. Did you notice that the team charter is developed
during project planning , but the scenario describes the presence of a team , suggesting the
Acquire Resources process , an executing process , has already occurred? This situation
illustrates the iterative nature of project management. Ideally, you want the team to create
the team charter or at least have the team's input during the charter development.
However, it is not always possible. To overcome this , the iterative nature of the project
management allows the Plan Resource Management process , or any other process for that
matter , to be performed several times during the project life cycle . New documents may
be developed, or existing documents may be updated as the project progresses and more
information becomes available.

4. A project manager is leading a project , which is running behind schedule . A review

of the team performance assessments indicates that one developer's productivity is
lacking repetitive compared with the others due to attendance issues. What should
the project manager do to determine the appropriate disciplinary actions specific to
this project?

A. Check the resource management plan

B. Research the organizational process assets
C. Look at the project team directory
D. Consult with the developer's functional manager

Answer- A
Explanation: The resource management plan is a component of the project management
plan that describes how project resources are acquired, allocated, monitored, and
controlled . The resource management plan specifies guidance on providing team member
rewards, feedback, additional training, and disciplinary actions as a result of team
performance assessments and other forms of project team management. Therefore, of the
available options, checking the resource management plan is the best answer to the
question asked.
 5. A project manager is informed by a project stakeholder that the newest project team
member has, on more than one occasion, arrived to work more than 30 minutes
late. This news comes as a surprise as you haven't had any similar issues with the
project team previously. What may have prevented this situation?

A. Training for the project team on cultural awareness

B. Conflict management training for the project team members
C. Capturing the issue in the issue log
D. Reviewing the team charter periodically with the team

Answer- D
Explanation: The question describes a situation where a project team member is
demonstrating unacceptable behaviour by arriving to work more than 30 minutes late on
mom than one occasion. The team charter establishes clear expectations regarding
acceptable behaviour by project team members. Ground rule, defined in the team charter
set the expected behaviour for project team members, as well as other stakeholder, with
regard to stakeholder engagement. The team charter can be reviewed and updated
periodically to ensure a continued understanding of the team and ground rules and to orient
and integrate new team members. Had the team charter been reviewed periodically, the
newest project team member would have had learn understanding of acceptable and
unacceptable behaviour. While establishing standards of behaviour does not necessarily
mean that the project team member would have adhered to those standards, of the
available choices, only reviewing the team charter directly addresses behavioural
expectations. Therefore, reviewing the team charter is the best answer to the question
asked Note that a valid argument can be made to support cultural awareness training as a
correct answer in this scenario. Although not described by the question, it is possible that
the newest team member has a cultural respective that does not value punctuality, It is also
possible that cultural awareness training may have been beneficial, assuming that cultural
differences did exist. There are questions on the actual PMP exam which we have more than
one correct answer, and the PMP aspirant must choose the best answer even if the question
does not specifically ask for the best response. In this cane, the team charter directly
addresses acceptable and unacceptable behaviour by the project team members which
should include punctuality. While cultural awareness training may or may not have been
beneficial in this case, it does not directly establish standards of behaviour. Even if the
cultural differences did exist, reviewing the team charter should address the issue by setting
the standards of behaviour regardless of cultural values. Additionally, the fact that the issue
occurred with the "newest team member" is a hint that this individual may not have been
exposed to the team charter previously if it was only covered at the start of the project and
before this person joined the team.
 6. Up until now , your project team has allowed the use of flextime where project team
members may take time off during regular business hours and make up the time
during the evening hours or weekends. Recently, excessive use of flextime has
become a roadblock as some team members are not available when needed. The
team feels they should set a standard that flextime is only to be used for personal
emergencies. How should you handle this situation?

A. Contact the human resources department to update the corporate policies to

prohibit flextime
B. Submit a change request to update the team charter based on the team's inputs
C. Discuss the issue with the team and update the team charter accordingly
D. Do nothing as the team has already agreed to use flextime for personal
emergencies only

Answer- C
Explanation: The team charter is a document that records the team values, agreements,
and operating guidelines, as well as establishing clear expectations regarding acceptable
behavior by project team members. The team charter may be updated to reflect changes to
the agreed-upon team operating guidelines that result from team development. The team
charter works best when the team develops it or at least has an opportunity to contribute to
it. Of the available options, discussing the issue with the team and updating the team
charter accordingly is the best course of action in this situation.
 7. As a project manager , you are leading a colocated project team that will create
deliverables in an agile fashion, followed by a rollout phase that will use a predictive
approach. You are concerned that the transition from agile to waterfall may cause
friction within the project team. With the development phase complete , how might
the team's working agreements need to change in this situation ?

A. The team charter will need to be updated to reflect collective responsibility for
the completion of project tasks.
B. The project manager should institute a set of working agreements that worked
well on previous waterfall projects .
C. Each project team member will need to develop their own social contract to
support the new framework.
D. The social contract should reflect a transition from collective to individual
responsibility for the project tasks.

Answer- D
Explanation: Every project team needs to clearly define how they will work together,
which serves as the basis for their social contract. These team ground rules should be
agreed upon and then documented in the form of a team charter. The rules can be revised
as needed throughout the project. According to the scenario, the project will combine agile
and waterfall methodologies, making the overall project management approach hybrid.
When transitioning from agile to waterfall, the team's working agreements may need to be
revised to reflect the differences in how the team members will interact. Agile teams are
self-organizing and self-managing. Therefore, when parts of a project are executed with an
agile methodology (as is the case with the development phase of this project), the entire
team is collectively responsible for the deliverables. However, when using a waterfall
framework (as is the case with the rollout phase), the project manager is more likely to
assign tasks to specific individuals, making them individually accountable for completing
their assigned tasks. Therefore, the team charter should reflect these changes in group
responsibility versus individual responsibility as the team transitions from agile to waterfall.
 8. A project team is using an on-demand scheduling approach as specified in the
schedule management plan. During an iteration retrospective, a conflict between
team members surges around incomplete work items being passed along to the next
column on the Kanban board. As a result, the amount of rework grows, putting cost
and schedule baselines at risk. How should the project manager resolve this
situation?

A. Document the dispute in the lessons learned register so the problem can be
avoided going forward
B. Replace the current on-demand scheduling approach with the traditional Gantt
chart schedule
C. Bring up the team charter and refer to the team's working agreements for the
definition of done
D. The project manager should analyze the work items under discussion and make a
decision.

Answer- C
Explanation: With the schedule management plan, schedule baseline, and cost baseline,
the project management approach seems to be predictive. However, having a Kanban board
to manage the workflow implies the project incorporates agile elements, making the
overarching approach hybrid. The scenario suggests that the project team members are not
applying the same standards for when the work items are complete and ready to advance to
the next stage on the Kanban board. The team's working agreements should define when
work is ready for the next stage. This situation suggests that either the project team needs
to be reminded of their existing working agreements, or the working agreements are not
clear on the definitions for ready and done. The project manager should first review the
team's working agreements with the project team members to see if that clears up any
misunderstandings. If the working agreements are unclear, then the project manager may
facilitate a team discussion to revise the team's social contract.
 9. Several team members seem disinterested in the daily standup meeting and are
carrying on a side conversation What should the agile coach do first?

A. Inform their functional managers after the meeting

B. Stop the meeting and dismiss the participants
C. Ignore the issue and let the meeting continue
D. Let the team uphold its own ground rules

Answer- D
Explanation: This question may seem straightforward, but selecting the correct answer
may need some consideration. Think of the power and responsibilities of agile teams. Agile
teams are self-directing, self-organizing, self-managing, and empowered to make decisions
related to the way they work together toward the completion of project goals. The key to
answering this question is in its last sentence, "What should the agile coach do first?" with
the emphasis on the word "first". There are similar questions in our exam simulator, and the
answers are different. However, we have to remember that there could be virtually an
endless number of various combinations of the scenarios and answer choices. Each question
should be reviewed in its context. A single word in the scenario or answer choice can lead to
a totally different answer. The idea is to always select the best choice of those provided
even if that choice does not look like a perfect/ideal answer to you, or if the answer you
would prefer to see among the options given is not presented. Under the circumstances
described in this particular scenario and with the given set of these particular answer
choices, letting the team uphold its own ground rules is what the agile coach should do
'first'. It is best for the team to uphold its own ground rules by stepping in and getting those
team members who are carrying on a side conversation on board for the rest of the
meeting. If the team fails to self-organize, then the agile coach can remind the team about
its ground rules and the team's responsibility to uphold them.

10. At an iteration retrospective meeting, two senior developers express frustration that
junior team members call them with questions late at night, waking them up and
disrupting their family time. As a result, the developers are less productive during
the work hours, which negatively affects product quality and creates variance with
the performance measurement baseline. What could the project manager have done
earlier in the project to avoid the situation altogether or at least reduce its severity?

A. Facilitated a meeting to develop a team charter as part of the Plan Resource

Management process
B. Established team working agreements during the daily standups and iteration
planning meetings
C. Selected a team of only senior developers using the pre-assignment tool during
project initiation
D. Nothing could have been done differently since agile teams should accept
working at all hours.

Answer- A
Explanation:
Task 1.13 Mentor Stakeholders
1. A highway construction project is about to use a large charge of dynamite when the
construction manager notices the demolition team joking about the amount of
charge being used. The construction manager postpones detonation and calls in the
safety manager to talk with the team about safety around explosives. What does this
situation exemplify?

A. The implementation of a secondary risk response

B. The use of a trigger condition
C. The employment of a delayed response strategy
D. The utilization of an avoidance strategy

Answer- B
Explanation: When planning risk responses, trigger conditions, symptoms, and warning
signs of a risk occurrence may be included in the risk register. A trigger condition is an event
or situation that indicates that a risk is about to occur. In this scenario, the construction
manager noticed that there was too much levity and was concerned that the demolition
team was not being serious enough about safety. The construction manager recognized that
the hazardous attitude being displayed by the demolition team represented a trigger
condition, which prompted the risk response of calling in the safety manager to discuss
safety protocols with the team. Therefore, of the choices provided, the use of a trigger
condition is the best answer to the question asked.
 2. You are managing a project, which has been plagued with quality issues, and you
decide to schedule a lessons learned meeting to determine how to address the
quality issues. The meeting is rather contentious with lengthy discussions about
everything that has gone wrong on the project but adjourned without any concrete
actions to prevent the problems from recurring. What might have made the meeting
more productive?

A. Development of a more detailed agenda for the meeting

B. The use of a skilled facilitator to guide the meeting
C. Inviting more appropriate meeting participants
D. An update to the lessons learned register after the meeting

Answer- B
Explanation: This question is a good example of questions that might be encountered in
the real exam, forcing the student to choose between two potentially correct answers. In
this case, a detailed agenda and a skilled facilitator both may have been beneficial in making
the meeting more productive. The PMP aspirant must choose the 'best' answer of the
options presented whether the question asks for the 'best' response. Of course, in the real
world, you would elect to have both a skilled facilitator and a detailed agenda, but the PMP
exam will expect the PMP aspirant to decide which answer will provide a better outcome.
A facilitator can help keep you, and everyone else, on track. Lessons learned sessions don't
deliver any value when the discussion only focuses on what went wrong. A facilitator can
help
differently in the future and develop concrete actions to make sure the problems do not
recur on the project. Developing a detailed agenda might have been a helpful tool to keep
the meeting on track and make sure that more was discussed other than just what went
wrong. However, as anyone with experience in running meetings knows, an agenda by itself
will not keep a meeting on track. A skilled facilitator can ensure that meeting objectives are
met with or without a detailed agenda. W indows Therefore, of the available choices, using
a skilled facilitator provides the best strategy to ensure meeting objectives are met."
 3. A stakeholder frequently calls and emails the development team to get status on the
project, thus negatively affecting the team progress. How should an agile coach
handle this situation?

A. Escalate the issue the project sponsor

B. Guide the stakeholder on proper agile practices
C. Direct the stakeholder to the product owner
D. Let the team decide on how to handle this issue

Answer- B
Explanation: The role of an agile coach is to ensure that the team is aware and is using the
agile process appropriately. It is important for the team to be shielded from distractions to
enable them to focus on creating high - value products and fulfilling their commitment . The
ceremonies and information radiators serve to provide status information to stakeholders.
In this case, it is best that the agile coach explain to the stakeholder that unnecessary calls
and emails requesting for status are not helpful and interrupt the development team from
doing the work. In addition, the agile coach should educate the stakeholder about the
information radiators that the team is using to communicate the status of the project to the
organization such as burndown or burnup charts.

4. Two iterations into an agile project, a team member leaves the company. An agile
coach helps hire a new team member. The coach believes the new team member is a
valuable asset to the team and project. Unfortunately, the team member does not
perform as expected. What is the first assumption the agile coach should make?

A. The team member lacks motivation

B. The product backlog is insufficiently refined
C. The work in progress limits are too wide
D. The team member lacks information and tools

Answer- D
Explanation:
 5. Once a month, you attend a steering committee meeting to report on project status
as specified in the communications management plan. During the meeting, the
committee members challenge you on the productivity of your project team,
pointing out that your team has a velocity of 40 story points per sprint, while
another project team is averaging 80 points per sprint. What is your best course of
action?

A. During the next sprint planning meeting, direct your team to complete 80 story
points for the sprint
B. Repeat the Acquire Resources process to double the size of the team to achieve
80 story points per sprint
C. Submit a change request to update the project schedule with the actual velocity
of the team
D. Take the opportunity to coach the steering committee members on the proper
use of the velocity metric

Answer- D
Explanation: "In this scenario, the steering committee members who seem to be familiar
with a traditional project management approach are trying to compare velocities between
two different project teams. Velocity is typically used on agile projects and simply
represents the average number of story points that are completed per sprint. Velocity can
differ between project teams for a variety of reasons, independently of how productive the
team is. For example, team size, the skill set of the team members, the complexity and the
nature of the project all influence the team's capacity for work. More importantly, each
project team typically determines its own definition of a story point. The purpose of
assigning story points is to provide a relative size for each work
y and produce burn charts to provide information about the project's progress. Since each
team may define a story point differently, a meaningful comparison cannot be made
between project teams. In this situation, you, as the project leader, should take the
opportunity and mentor the members of the steering committee by explaining agile best
practices and how to properly interpret the velocity metric."
 6. You are a project manager conducting a meeting with your newly hired project team.
The primary purpose of the meeting is to assign roles and responsibilities to the
team members. Since the team members are meeting for the first time, you have
each of them introduce themselves and participate in a team-building exercise. What
stage in the Tuckman ladder model of team development does this scenario
represent?

A. Norming
B. Forming
C. Initiating
D. Mourning

Answer- B The question is referring to the Tuckman ladder of team development. The
question describes a meeting where the team is meeting for the first time. The forming
phase is where team members meet and learn about the project and their formal roles and
responsibilities. The forming phase is the stage of team development that is described by
the question.

7. Midway into project execution, a developer leaves your scrum team. You follow the
risk management plan, review the risk register, and implement the planned response
by acquiring a new developer. The new developer is highly qualified but is new to
the organization and not familiar with the Scrum framework. You introduce the
developer to the other team members. What is your next best step?

A. Request the team members to rotate with pair programming so that each team
member has an opportunity to mentor the new developer
B. Ask the new developer to review the organizational breakdown structure and the
Scrum Guide and assess the knowledge gained
C. Have the new developer review the product backlog and ask him to select the
user story with which he would prefer to begin his work
D. Hold an outdoor team-building exercise and invite the sponsor, key project
stakeholders, and customer representative

Answer-A
Explanation: The project described in this scenario combines elements of the traditional
and agile project management approaches. According to the scenario, the new developer is
highly qualified; however, he/she is not familiar with the project, the project team, or the
performing organization. You, as the servant leader, need to ensure that the new developer
has all of the knowledge and skills that will be necessary to be a productive team member.
One strategy for developing the new team member would be to give him the opportunity to
be mentored by the other team members. Pair programming is a practice that is derived
from eXtreme Programming (XP), where two developers work side-by-side to write the
software code. This strategy would facilitate the process of mentoring the new developer.
While working in close proximity to one another, the interactions between team members
would allow transferring various types of knowledge, not only technical aspects of the
Scrum framework but also information about the organization, whether this information will
be formal or casual.
 8. The sponsor has signed the project charter, and you have been assigned to manage
the project. Several employees have already been selected for the project team, and
you have not worked with any of them on previous projects. Which of the following
will help build relationships between the team members?

A. Creating an issue log

B. Colocation
C. Team performance assessments
D. Observation and conversation

Answer- B
Explanation: Building relationships between the team members is an important part of
team development, and a cohesive team will enhance the project's performance. Many of
your team members have been pre-assigned enabling you to begin team building early in
the project. Placing the team in the same room, hence colocating, allows the team to build
relationships with each other and develop a sense of community. While colocation is not
always feasible, of the choices provided, it is the best answer to the question asked.

9. According to the communications management plan, the project should use a

dashboard to communicate information to stakeholders. Some team members are
struggling to keep their project data current. What is the best action for the project
manager?

A. Encourage team members to enter any information whenever they can

B. Offer help to those team members who are struggling to report on time
C. Have the team focus on their work and report the status on their behalf
D. Reduce or adjust the format of those not able to keep their data current

Answer-B
Explanation: Manage Communications is the process of ensuring timely and appropriate
collection, creation, storage, distribution, retrieval, monitoring, and disposal of project
information. The question states that according to the project communications plan the
project status and other information should be communicated on a project dashboard for all
stakeholders to view. The data on the dashboard needs to be current enough to be relevant
and valuable to stakeholders. Some team members are trying to do this but are having
trouble. The woject manager can lead assistance to help the team with their
communications. This may be in many forms. If the assistance or removal of barriers helps,
then changes might be needed. But it also starts with understanding the issues, the root
causes, and seeking solutions.
 10. Two days before the end of the last iteration of the project, an agile coach has
noticed that the performance of one of the developers significantly degraded, risking
the iteration goal. The coach and the developer have a one - on - one coaching
meeting scheduled a day after the iteration's end date. What is the best course of
action for the agile coach to take in this situation?

A. Conduct the individual performance appraisal of the developer

B. Ask the team to swarm on the tasks assigned to the developer
C. Employ real - time feedback to address the issue with the developer
D. Wait for the one - on - one meeting scheduled with the developer

Answer- C
Explanation: Coaching is aimed to help the team members perform at their best, to stay on
track, to resolve issues and concerns, to continuously improve their skills.
Task 1.14 Emotional intelligence
1. A project to integrate hardware and software is in execution. The hardware
requirements are well-defined with a detailed WBS. The software requirements,
however, are vague and frequently change, forcing the team to develop the
product incrementally with short feedback loops. The team is frustrated by the
frequency of changes and the chaos that they create. How should the project
manager respond?

A. Ignore the team's frustration and focus on the project goals

B. Absorb the team's frustrations and demonstrate positivity
C. Institute a strict change control process for software development
D. Eliminate the short feedback loops to allow more flexibility

Answer- B
Explanation: The scenario suggests that a hybrid project management approach is being
employed with the hardware being developed predictively and the software incorporating
an incremental approach with short feedback loops. It seems, though, as if the expectations
of the team members for the frequently changing software requirements have not been
properly set. When requirements are not well understood and cannot be well - defined
upfront, agile approaches tend to be more effective because they use incremental
development and short feedback loops. However, projects without well - defined
requirements can tend to be more chaotic as the rate of change is accelerated. Project
teams that have become comfortable with a waterfall approach may become frustrated
with the lack of structure and evolving requirements of an agile approach. An important
aspect of servant leadership is the skilled use of emotional intelligence. Servant leaders
need to have the ability to be self-aware of their own emotions and reflect positive
behaviors and attitudes as those characteristics tend to be adopted by the team. When the
team expresses their frustrations, the servant leader needs to be able to absorb the
frustration without allowing it to affect their emotional state negatively. Note, ideally, the
expectations of project stakeholders (including the team members) should have been set up
in advance to account for the different approaches selected for the development of the
hardware portion of the project versus the software one. Setting up the expectations
upfront would have eliminated (or at least decreased) the level of frustration the team
members experience while facing various levels of clarity ambiguity of requirements for
different parts of the project.
 2. The work is getting done, and the project is on track. However, the project
manager does not understand why so many team members keep requesting to be
moved off the project. As far as the project manager is concerned, all she is trying
to do is to ensure that the work is being completed as specified in the project
management plan. What might be the most likely cause?

A. The project manager gives the team too much work.

B. The team lacks the training needed to complete project activities.
C. The project manager lacks emotional intelligence.
D. The project manager does not clearly communicate the project's objectives.

Answer C
Explanation: There can be many reasons team members wish to leave a project. But in this
scenario, the trend of people asking to leave the project over the course of the project life
cycle seems to be more than just the work or the understanding of the project objectives.
The root cause may be the project manager herself. Emotional intelligence (EI) is a range of
competencies around the ability to identify, assess, and manage the personal emotions of
oneself and other people, as well as the collective emotions of groups of people. As such,
the project manager may not be observing or recognizing the emotions of others and/or
herself. The breakdown of relationships and the collapse of a healthy environment may lead
to higher staff turnover. Investing more in El may translate to less project team turnover.
 3. You have taken over a project that is running over budget. The sponsor requested
that over the course of the remaining iterations, the project is brought back in
alignment with the cost baseline. As a servant leader, you believe that by using
emotional intelligence and personality indicators you can improve team
performance and ultimately achieve a better cost-efficiency. Which of the following
could help you the most?

A. Check sheets
B. Tumked
C. Tuckman ladder
D. Impact map

Answer B
Explanation: The scenario describes a project where the product is developed using
iterations, and the budget is monitored and controlled using the cost baseline, implying the
project is managed using a hybrid project management approach. You have taken over a
project midway into its execution and have been requested to bring the project back on
track. As a servant ow to focus on the development of team members in order to enable the
highest possible team performance. To achieve this goal, you understand that you need to
apply principles of emotional intelligence. Emotionally competent teams with good
relationship management competencies are more effective and affected by less turnover,
thus increasing the cost-efficiency of a project. Fiedler's Least Preferred Co-Worker (LPC)
scoring system can help identify team members with such competencies, making Fiedler's
LPC the best answer to the question asked. The topic of this question is not covered in the
PMBOK® Guide. However, the Project Management Professional (PMP)® Examination
Content Outline (ECO) indicates that while there are some commonalities between the
PMBOK Guide and the ECO, the exam is not bound by the PMBOK Guide. The list of enablers
specified in the tasks of the ECO domains is not exhaustive e PMP aspirants are familiar with
other sources of information/preparation, including but not limited to PMI Code of Ethics
and Professional Conduct, PMI's Practice Standards (e.g., Scheduling, Earned Value
Management, etc.); organizational behavior theories such as Tuckman's Ladder, Theory X
and Theory Y, Maslow's hierarchy of needs; commonly frowned upon project management
practices, such as gold plating, and others. We intentionally have these questions in our
simulator so that you would be better prepared for the te W indows real exam. PMP
aspirants are encouraged to explore additional sources of information and/or to be familiar
with them from their project management experience.
 4. A project manager and team lead meet with the customer to discuss project
progress. The project manager notices that when the team lead communicates
with the customer, she tends to mirror the customer's body language. Nearly every
time the customer folds their arms, sits back in their chair, or puts their hands
together on the table, so does the team lead. What should the project manager
do?

A. Stop the meeting, call this behavior to the team lead attention, and apologize to
the customer
B. In private, reprimand the team lead for inappropriately mocking the customer
C. Do nothing. There is nothing wrong with the team lead's behavior
D. Establish communication classes for the project team

Answer C
Explanation: At first, the way the team lead behaves may seem impolite or even offensive.
However, understanding nonverbal communication skills may alleviate one's concern. The
question describes a communication concept called mirroring, which is one of the tools and
techniques that can be used as part of the Manage Communications process. When two
people communicate well, they will often subconsciously mirror the other person's behavior
and body language. This action is typically a sign of a comfortable conversation. The project
manager should do nothing in this scenario as there is no issue to correct. Note that do
nothing" is a counter-intuitive response and is typically used as an incorrect answer choice.
But this may not always be the case. In some circumstances, taking no action is the most
appropriate approach.

5. An agile coach reflects on his past agile projects and realizes that his ability to
understand human motivation, expression and dynamics played a large part in his
success. Which of the following interpersonal skills does the agile coach refer to in
his personal retrospective?

A. Servant leadership
B. Conflict resolution
C. Emotional intelligence
D. Adaptive leadership

Answer C
Explanation: The interpersonal skill described by the question is emotional intelligence.
Emotional intelligence (EI), and its corresponding metric emotional intelligence quotient
(EQ) is different from traditional intelligence or just being 'smart'. It is considered the ability
to understand your own emotions and the emotions of others in order to interact
successfully with them on your projects, especially agile projects where interpersonal
communication and collaboration is of the utmost importance. Emotional intelligence also
includes the capacity to reason about emotions in order to enhance thinking. The benefits of
learning these emotional intelligence traits, and they can be learned, is that they allow agile
leaders to motivate better, lead, collaborate, and negotiate with team members and
stakeholders.
 6. You are a senior project manager who is mentoring a newly promoted project
manager. Your mentee states that she has recurring arguments with her project
team and is having difficulty controlling her own temper. This situation has created
a toxic environment for the project team and threatens the successful completion
of the project. What is the best advice for your mentee?

A. Improve leadership skills

B. Develop emotional intelligence
C. Study conflict management
D. Introduce recognition and rewards

Answer B
Explanation: Emotional intelligence is the ability to identify, assess, and manage the
personal emotions of oneself and other people, as well as the collective emotions of groups
of people. The first step in developing emotional intelligence is self-awareness, which can
then lead to self-management. Only when the project manager learns to exercise self-
control as part of self-management will she be able to deal with the emotions and behaviors
of others effectively. Since the scenario describes a project manager who has difficulty
controlling her own temper, the best advice you can give her is to develop her emotional
intelligence skills.

7. You have been provided a list of concerns some stakeholders have with your
project. You meet with them to address the concerns in hopes of gaining their
support and cooperation. You pay close attention by actively and effectively
listening. You focus on each person's input to ensure you are aware of and are
taking all perspectives into consideration. You then clearly articulate your point
and your position and ask for their support. Which tool or technique best describes
the skills you are using?
A. Influencing
B. Team performance assessments
C. Conflict management
D. Emotional intelligence

Answer- A
Explanation: Influencing skills is a component of interpersonal and team skills which is a tool
and technique used in the Manage Team process. Influencing skills are often critical to the
success of a project in a matrix environment because of the limited authority project
managers have in those environments. Influencing skills can help the project manager
obtain resources and solve issues promptly. Vital influencing skills include an ability to be
persuasive, clearly articulating points and positions, high levels of active and effective
listening, awareness of, and consideration for, the various perspectives in any situation, and
gathering relevant information to address issues and reach agreements while maintaining
mutual trust.
 2

Process
Domain
Questions
Task 2.1 Delivery urgency
1. The performance measurement baseline has been approved, and project execution
has begun. According to the project management plan, the scope should be
incrementally developed by the team over the course of 12 iterations that are
planned to be completed in 6 months. What should the project manager do to
determine if any changes to the project scope, schedule, or execution processes are
necessary as the project progresses?"

A. Conduct iteration review and iteration retrospective meetings

B. Request that the team report project status during daily standups
C. Submit a change request at the beginning of each iteration
D. Conduct individual and team assessments at the end of each iteration

2. A project management plan specifies that the deliverables will be developed

iteratively, but the reporting to the stakeholders will be done using predictive tools
and techniques. As project execution begins, the project manager collects trends
about velocity, costs, and quality per each iteration. Then the project manager sums
up the data and extrapolates it at a project level. What is the project manager likely
trying to accomplish?"

A. Collecting stakeholder requirements

B. Tracking project performance
C. Controlling the quality of deliverables
D. Documenting lessons learned

3. A company is about to undertake a project that will use new technology. It is

expected that the customer will request a very large number of changes throughout
the entire project life cycle. The project sponsor indicated that delivering
incremental value to the customer frequently while maintaining the cost baseline
under control is of the utmost importance for the project. Which of the following
would help the most in addressing the frequent changes?"

A. Time-boxing
B. Integrated change control
C. Risk register
D. Quality control measurements
4. A project manager is leading an infrastructure development project and is in the
process of comparing actual overall project performance against the performance
objectives described in the project management plan. Which of the following
activities is the project manager least likely to conduct during this process?"
A. Analyzing individuals or groups affected by the project
B. Checking the status of individual project risks
C. Providing forecasts to update the current cost and schedule information
D. Monitoring implementation of approved changes as they occur

5. You have just performed a variance analysis for your project and determined that
the CPI is 0.9 and the SPI is 1.2. This project is considered high profile, and it is critical
that you meet all project objectives. Based on the variance analysis, what should you
do next?"

A. Reduce the product features to bring costs back into alignment with the project
budget
B. Crash the schedule to bring the schedule in line with project objectives
C. Conduct further research to isolate and understand the variance from the cost
baseline
D. Release one of the developers to reduce costs

6. As the project progresses, the variance analysis shows that actual project
performance compared to the performance measurement baseline deteriorates. As
a result, estimates for cost, schedule, and scope are no longer valid. The team
determines that a high volume of new features, change requests, and defect repairs
are the main reason behind the variance. What is the project manager's best course
of action to ensure that further estimates for the remainder of the work on the
project are made based on real progress?"

A. Switch the product development approach to adaptive and measure progress via
short iterations
B. Limit the number of new features, change requests, and defect repairs allowed on
the project
C. Use a bottom-up estimating technique for cost and schedule, and three-point
estimating for scope
D. Measure progress based on the individual baselines instead of the single integrated
baseline
7. You want to determine the progress that the team members have made so far on
the project you are leading. You see that activity A was completed on July 30th and
took 25 hours, activity B is not yet complete, but has taken 12 hours so far, there
have been 15 change requests, and the actual costs are $1.1 million. What is this
information called?"

A. Work performance data

B. Progress activity data
C. Work performance reports
D. Work performance information

8. According to the release plan , the product is supposed to be delivered in 12 two -

week sprints . After the sixth sprint , the customer informs the project manager that
the funds allocated for the project have been significantly reduced . As an
acceptable practice for such cases, the project manager suggests cutting the project
scope. But the customer disagrees. What alternative can the project manager
provide to the customer ?

A. Relaxing quality requirements

B. Switching delivery cadence to one - week sprints
C. Reprioritizing the product backlog
D. Applying crashing to compress the schedule

9. In the middle of the project to build an e-commerce website, the customer asks the
project manager to create a mobile application in addition to the website This
opportunity was identified by the project sponsor early in the project, and then
discussed and documented by the project team during project planning. What
should be done nest?

A. Ask the team to begin work on the mobile application

B. Implement the risk response plan as specified in the risk register
C. Discuss the opportunity with the project sponsor
D. Submit a change request to expand the project scope
10. After several iterations, some of the stakeholders from your software development
project have begun to raise concerns about the product your team has developed so
far. The stakeholders claim the product is not what they had envisioned at the
beginning of the project when you interviewed them as part of the Collect
Requirements process. What did you likely miss earlier?

A. Planning a response to the risk of building a wrong product

B. Conducting targeted brainstorming sessions
C. Creating a detailed WBS during project initiation
D. Developing adequate prototypes

11. You are leading a project with a fixed budget to build 100 single-family houses in a
new neighborhood. All the infrastructure work, such as the water supply, sewage,
electricity, comms, roads, etc., has already been completed. All that is left is to
construct the houses. The sponsor wants a return on investment even before the
project is formally completed and closed. What is the best approach for you to meet
the sponsor's request?

A. Construct the houses sequentially, one-by-one

B. Construct the houses together, all the same time
C. Crash the schedule using additional resources
D. It is unrealistic to meet the sponsor's request

12. Question.

A. Continue with the project as originally planned

B. Submit a change request to update the cost baseline
C. Recommend the termination of the project
D. Start the Close Project or Phase process.

13. Which of the following integrates scope, cost, and schedule and should be updated
to reflect changes to a project?

A. Benefits management plan

B. Performance measurement baseline
C. Risk register
D. Requirements traceability matrix
 14. As part of monitoring and controlling costs for your project, you need to calculate a
cost variance (CV). You have already determined that $22,000 has been spent thus
far on the project. In order to calculate the CV, what should you do next?

A. Check the project cost management plan

B. Examine the quality control measurements
C. Look up the budget at completion for the project
D. Review the cost baseline and project schedule

15. The project manager meets with the team and product owner to plan the first few
iterations of the project. To execute the project with the urgency required to deliver
business value, the project manager requests that the iterations are planned using
small batch sizes. What is the best way for the team and product owner to
implement the project manager's request?

A. Reduce the number of story points to be completed in each iteration

B. Prioritize the smallest user stories in the backlogs of the first iterations
C. Drop iteration reviews to speed up the delivery of business value
D. Estimate work using single-point estimating instead of multipoint estimating

16. As part of continuous improvement efforts, a project manager wants to determine

the process efficiency of the current iteration. What should the project manager
do?"

A. Count the number of work items that are currently being worked on
B. Calculate the ratio between value-adding time and non-value-adding time
C. Measure the amount of time it takes the team to complete a task
D. Compare the number of items arriving at the queue to those that leave it

17. You are leading a software development project for a client . Due to unstable
requirements , you have elected to use a change - driven life cycle . You are
currently facilitating an iteration planning meeting with the product owner and the
development team. What should you do as part of the meeting ?

A. Control the scope to prevent scope creep

B. Review the product increment and get feedback
C. Make sure the scope of the iteration is fixed
D. Recommend improvements for the next iteration
18. Planning is underway for a project to develop a new online collaboration tool . The
team will use the extreme Programming ( XP ) method to develop the tool , while the
deployment to the customers will be managed using a waterfall approach . The agile
coach wants to gather early customer feedback on a working tool to ensure it's
aligned with the product vision. What is the best course of action?

A. Develop the complete set of features and showcase it at a developer's

conference
B. Create a wireframe for the public to use and provide feedback
C. Plan for the development of an MVP for a release to a subset of customers
D. Perform decomposition to create the work breakdown structure

19. You are leading a project that was supposed to be managed using agile methods .
Every week , however , the product owner holds a five - hour backlog refinement
meeting with the project team where she presents the project scope broken down
to the work package level . After three iterations, the project team's velocity is
slower than expected. What is your best course of action?

A. Ask the product owner to decompose the scope down to the task level and
assign the tasks to the team members
B. Advise the product owner to hold two five - hour backlog refinement meetings
per week to gain further clarity on the scope
C. Coach the product owner on presenting the overall story concept with one - hour
weekly backlog refinement meetings
D. Hold a team - building exercise with the team members and product owner to
improve the communication between them
Task 2.2 Manage Communications
1 "To enable osmotic communication, the project manager colocates the agile team
members. This setup works well until some of the developers start complaining about the
chit-chat noise, preventing them from focusing on some difficult programming tasks.
Which of the following tools would help the team in resolving the issue?

A. Caves and common

B. Tacit knowledge
C. Pair programming
D. Networking

2 After the project management plan and the performance measurement baseline
have been approved, the project begins its execution. The project team meets daily to
discuss work completed, work planned, and issues encountered. The project manager insists
that key stakeholders also attend these meetings.
What is the project manager trying to achieve?

A. Comparing the work completed vs. planned as specified in the baseline

B. Resolving the issues and impediments encountered by the team
C. Maintaining effective relationships with the key project stakeholders
D. Clarifying roles and responsibilities of the team and the stakeholders

3 You are in charge of a large project to install internet hubs across your city. Although
most of the project variables are clear and can be managed using the waterfall approach,
technical aspects are not fully defined and will be elaborated as the project progresses. The
sponsor requests that project information will be communicated more frequently and
quickly. To address the sponsor's request, you will use all of the following, except:

A. Holding frequent team checkpoints

B. Conducting regular stakeholder reviews
C. Implementing information radiators
D. Communicating project status weekly
4 Four members of an agile team are co-located while two others work remotely from
home. The project manager wants to purchase office supplies and other physical and digital
tools for the team members to support their day-to-day work, enable collaboration, and
promote the use of agile best practices. Which of the following is best for the project
manager to buy?

A. Whiteboards, index cards, sticky notes, flip charts

B. Instant messaging applications, web cameras, microphones
C. Gantt charts and project management information system
D. Whiteboards, index cards, sticky notes, web cameras, microphones

5 A program manager requests regular updates on the progress of the projects under
the program. All but one project in the program are managed using traditional methods. The
program manager indicates that there are too many scope changes across the program and
wants to see how these changes affect the overall progress of the various projects.
What is the best course of action for the scrum master leading the agile project to address
the program manager's request?

A. Invite the program manager to attend the iteration review meeting

B. Suggest that the program manager participate in the daily standups
C. Have the program manager view the iteration burndown chart
D. Periodically send the release burnup chart to the program manager

6 As the project progresses, the project manager gets complaints from stakeholders
who say that project status meetings and email reports are too infrequent to keep the
stakeholders up-todate with the project's status. The project manager reviews the
communications management plan and submits a change request to modify the way the
status is reported. Which of the following is best for the project manager to include in the
change request?

A. Incorporating the use of information radiators

B. Eliminating the distribution of email reports
C. Reporting project status at the daily standups
D. Sending project status to fewer stakeholders
7 During your most recent conference call, the key stakeholders suggest that it would
be more helpful to them if the status reports were sent via email instead of the weekly call.
What area of communications management will you have to change to address the
stakeholders' request?

A. The communication method

B. The communication model
C. The project communications
D. The communication channels

8 A project to renovate a city park affects the residents of the neighboring

condominium complex. A website is being used to keep the residents informed of the
progress of the renovation. Which communication method is being used in this scenario to
share information with the residents?

A. Push communication
B. Interactive communication
C. A communication model
D. Pull communication

9 To communicate the project's progress, the project manager makes sure that the big
visible charts (BVCs) are updated in real time. Despite these efforts, the project team
members complain that they are overwhelmed with ad hoc requests for information from
various stakeholders. The situation, the team says, is so severe the sprint goal is in jeopardy.
What was the most likely cause for this issue?

A. Information radiators should have been used instead of the BVCS.

B. The team did not get proper stakeholder engagement training.
C. The sprint goal the team committed to was way too aggressive.
D. Project communication planning was not sufficient.

10 A key team member returns from a scheduled vacation abroad just in time to begin
developing a product increment planned for the current sprint. However, due to an
epidemic that broke out at the vacation destination, the team member will need to be in
quarantine for two weeks. Without this key resource, the sprint will likely fail. What is the
best course of action for the project leader?

A. Explore virtual options for team collaboration

B. Delay the project by two weeks until the key resource is out of quarantine
C. Acquire a replacement for the key resource
D. Have the remaining team members swarm on the key resource's tasks
11 A majority of the project is planned out, although some sprints are being
incorporated from time to time. When those sprints occur, the normal communication
cadence is disrupted. What should the project manager do in terms of communication
during those sprints?

A. Proceed with the communication cadence without changes

B. Post information radiators in the room where the team is working
C. Propose changing communications during the sprints
D. Pause communications until after the sprints are completed

12. An agile team has just completed its third iteration when the company issues a new
policy allowing the employees to work either in the office or remotely. This prompts some
of the team members to work from home, while others opt to continue coming to the
office. As a result, osmotic communication is negatively affected and the team members
feel less engaged. What is the best course of action for the scrum master?

A. Force all team members to work from the office until the project is completed
B. Provide the team with video and teleconferencing tools to be used on a daily basis
C. Request that the team members have one weekly face-to-face meeting in the office
D. Recommend project termination since agile teams require physical colocation

13 An agile project is being carried out by a small startup company. Everybody is located
in the same office space. The sponsor likes to come by to the team space every day to see
how the project progresses. Due to personal circumstances, the sponsor will be away for
several weeks, and requests the project manager for a weekly project status update.
What is the best way for the project manager to accommodate the sponsor's request?

A. Speak to the sponsor over the phone to communicate the project status
B. Email a slideshow presentation and a spreadsheet report to the sponsor
C. Take pictures of the information radiators and email them to the sponsor
D. Wait until the sponsor is back and provide them with the latest project status

14 To develop the communications management plan, the project manager needs to

determine the number of potential communication channels (or paths) of sprint planning
meetings. The project manager realizes that the following individuals will have to be invited
to the meetings: the product owner, four programmers, two testers, and a UX/UI designer.
What should the project manager do next with this information?

A. Use the sample interactive communication model to assess the number of

communication paths, which is nine in this case.
B. Conduct a communication styles assessment to determine the number of
communications channels, which is 28.
C. Determine the communication model to be used for the sprint planning meetings
before calculating the number of communication paths.
D. As part of a communications analysis, calculate the number of communication
channels, which is 36 in this case.
15 A project manager is leading a product development project , which will use an agile
framework. The project team and other stakeholders are co - located at the company's
corporate office . What is the best way for the project manager to communicate the project
status and promote transparency ?

A. Reserve a conference room and invite all relevant stakeholders to monthly project
status meetings
B. Post burndown charts and other project status documents to the company's intranet
site
C. Share the appropriate information whenever requested by stakeholders Display
burndown charts and other relevant project artifacts in a highly visible location

16 A project manager is analyzing the communication needs of stakeholders in order to

develop the communications management plan for a project that will use a hybrid project
management framework. The project manager understands that the plan should
accommodate the needs of both predictive and agile aspects of the project. How should the
plan accommodate the agile aspects of this project?

A. Account for an increased exchange of documentation

B. Specify the exact number communication channels
C. Secure facilities to support face - to - face interactions
D. Deploy the project management information systems ( PMIS )

17 You are leading two independent teams working on the same project . The nature of
the deliverables requires that one team takes a predictive approach, while the other uses
scrum. Due to dependencies between the teams and the variable nature of the outputs
from the scrum team , the predictive team needs to confirm their understanding of the
scrum team 's activities with the shortest feedback loop possible . What is your best course
of action?

A. Include a project retrospective into the project schedule

B. Request that the scrum team use information radiators
C. Incorporate the use of periodic customer feedback loops
D. Have the predictive team attend the daily scrum meetings
18 You are managing a project with stakeholders from many different departments
including marketing , engineering , and information technology. As you are monitoring
stakeholder engagement , it becomes clear to you that stakeholders from the marketing
department who used to be supportive appear to be neutral . After researching the reasons
for the gap , you discover the marketing department views the project communications to
be too technical , leading them to lose interest in the project . What might be your next
step?

A. Perform a communication styles assessment

B. Provide technical training for the marketing department
C. Update the communications management plan
D. Review the stakeholder engagement assessment matrix

19 A project manager has been communicating with 10 stakeholders regularly. Last

week 2 more stakeholders were identified and added to the communications management
plan . What is the number of potential communication channels?

A. 66
B. 78
C. 55
D. 12

20 The agile project team members are all working in an open office space
arrangement. There are many conversations happening concurrently throughout the day.
Which of the following is the best option for the project manager ?

A. Schedule frequent team checkpoints and post project artifacts in a transparent

fashion
B. Request team members to hold off their conversations until formal meeting times

C. Record the conversations and post them in a shared repository

D. Designate afternoons as quiet work times
Task 2.3 Manage Risks
1 Based on the risk appetite of key project stakeholders, the scrum master
determines the risk threshold of +5% around the schedule objectives and
estimates that to complete all user stories in the project backlog, the project
team will need 40 two-week sprints.Based on this information, how many weeks
will the project take to complete?

A. Between 38 and 42 sprints

B. Between 35 and 45 sprints
C. Between 76 and 84 weeks
D. Cannot be determined

2 According to the risk management plan, the Perform Qualitative Risk Analysis
process should be conducted once during project planning and then during project
execution each time a major risk is identified. Midway into project execution, the team
members feel the risk management approach does not address the iterative nature of the
product being developed. What is the best course of action for the project manager?

A. Instruct the project team to conduct Perform Qualitative Risk Analysis for minor risks
also
B. Conduct the Perform Qualitative Risk Analysis process before the start of each
iteration
C. Submit a change request to switch the nature of the product from iterative to
predictive
D. Proceed with the risk management approach as specified in the risk management
plan

3. A product owner meets with the agile team and stakeholders to prioritize features in
the product backlog. Each feature is categorized based on the risk associated with its
development and the value the feature provides to the customer. Which features
should the product owner prioritize to be developed first in order to maximize the
probability of project success?

A. Low-risk/high-value
B. High-risk / high-value
C. Low-risk / low-value
D. High-risk / low-value
4. A scrum master has been assigned to a new software development project. She has
gathered the product requirements from the relevant stakeholders and requested
that the product owner create a product backlog. Now she needs to determine
appropriate risk thresholds for both cost and schedule. What should the scrum
master do first?

A. Record mitigation strategies in the risk management plan

B. Apply a standard risk threshold of +10% for cost and schedule
C. Assign management reserves to address identified project risks
D. Engage with relevant stakeholders to understand their risk appetite

5. You gather your project team to examine and document the effectiveness of the
implemented risk responses in dealing with the realized risks. As the discussion
progresses, it becomes evident that several issues have arisen as the result of the
risks that have occurred. Which of the following best describes the activity in which
you and your team are involved?

A. Risk review meeting

B. Perform Qualitative Risk Analysis
C. Identify Risks
D. Risk audit

6. You are planning risk management activities for a small project you are leading. The
project team is having trouble assigning cost and schedule impacts to the identified
risks due to a lack of high-quality numeric data. What is your best course of action?

A. Make up numeric data and evaluate on a quantitative basis

B. Release the project team and terminate the project
C. Proceed directly to the Plan Risk Responses process
D. Obtain the numeric data from the project sponsor

7. As the project gets the go-ahead, the project manager requests that with each
consecutive sprint, the product owner and team take a proactive approach to
manage project risks. How should this request be addressed?

A. Include user stories to maximize positive risks and reduce exposure to

negative risks
B. Apply value stream mapping to the opportunities and threats identified
during sprint planning
C. Create a risk register with risk responses to minimize the impact of every risk
D. Develop risk response plans using the just-in-time (JIT) approach for every
realized risk
8. The project you are managing requires the rental of equipment. If your primary
supplier cannot provide the necessary equipment on time, you may need to rent the
equipment at higher rates from a different supplier. To address this risk, you have
added contingency reserves. Fortunately, the primary contractor provides all the
equipment on time with no delays. What should you do next?

A. Update the risk register and release the contingency reserves associated with
the risk
B. Update the risk register and keep the contingency reserve as an added buffer
for overall project risk
C. Inform the project sponsor and stakeholders that all the equipment has been
provided
D. Update the lessons learned register to reflect that the contingency reserve
was not necessary

9. As an experienced project manager, you are aware there are potential risks that
could impact the success of your project. You want to ensure there is a process in
place to identity and manage risks throughout the project life cycle . Where will you
document this process?

A. Risk register
B. Issue log
C. Risk report
D. Risk management plan

10. At the sprint planning meeting , the team realizes that there is a high degree of
uncertainty associated with the new technology required to develop the next
product increment . However, further analysis suggests that there are only two
possible outcomes from that uncertainty, a threat and an opportunity. The team
prepares a solution for each one of the results. What else should the team do to
address this uncertainty ?

A. Develop a team charter to ensure all team members follow the agreed - upon
risk response
B. Submit a change request to have the solution approved by the change
control board
C. Prepare a backup or contingency plan in case the initial solution is not viable
or effective
D. Create a burndown chart of the uncertainty and track it using the threat
profile
 11. As a project execution begins , high winds prevent a team from installing the
windows as scheduled . These weather conditions were accounted for in planning,
but no one anticipated that the speed of the wind would be that strong. What tool
or technique would the project manager use to determine if he will be able to
complete the project according to the project management plan ?

A. Reserve analysis
B. Quality audit
C. Pareto diagram
D. Tornado diagram

12. In which process should the risk response owners periodically report to the project
manager on the effectiveness of their assigned risk response plans?

A. Plan Risk Responses

B. Identify Risks
C. Monitor Risks
D. Audit Risks

13 At the beginning of a project to build homes, the project manager learns that a
lumber supplier wants to liquidate their inventory. The project manager implements the
previously documented response for this opportunity and buys all of the lumber at a greatly
reduced cost. When the project manager shares the good news with key stakeholders, some
state that the company does not have the facilities to store the extra lumber.
What might the project manager have forgotten in this scenario?

A. Gain agreement for risk response plans

B. Prepare the risk register for the project
C. Include the opportunity in the opportunities log
D. Develop the stakeholder engagement plan

14 Your project is the opening of a new retail store location. The night before the grand
opening, you learn that a severe storm has caused significant damage to the building, which
threatens to delay the grand opening. The storm was identified as a risk earlier in the
project and captured, along with the response plan and the risk owner, in the risk register.
What should you do immediately?
A. Cancel the grand opening
B. Contact the risk owner
C. Study the risk management plan
D. Call the project sponsor
15 A product will be developed in three consecutive releases, each comprising several
iterations. The project sponsor requests that each release include at least one iteration
dedicated to protecting value. How should the sponsor's request be addressed?

A. Developing as many valuable user stories as possible

B. Including risk reduction user stories into some of the iterations
C. Having the agile leader protect the team from distractions
D. Applying the value stream mapping to the team's work process

16 A project manager has been reassigned from a traditional project to a hybrid project,
in which the progress is measured against the baselines, while the product is developed
incrementally over the course of several iterations. In this hybrid environment, the project
manager is struggling to find a way to carry out the Monitor Risks process. What tools and
techniques would be best for the project manager to use in this situation?

A. Sensitivity analysis, and risk probability and impact assessment

B. Risk-based spikes, architectural spikes, and iteration 'Zero'
C. Risk burndown charts, daily stand-up meetings, and risk reviews
D. Pair programming, continuous integration, and automated testing

17 As the project unfolds, the team identifies a new significant risk that threatens the
completion of the current sprint. To address the risk, the team devises an appropriate, cost
effective, and realistic response plan and have it approved by the relevant stakeholders.
However, after the risk materializes, no action is taken, and the sprint fails.
What did the team most likely forget to do?

A. Estimate the risk appetite of the stakeholders

B. Determine a threshold for this new risk
C. Update the big visible charts with the risk report
D. Assign a responsible person to own the risk

18 A construction project experienced delays from lower than anticipated worker

productivity, errors in construction, as well as worse than expected weather. Although these
risks were previously identified, the combined effects of these realized risks were greater
than the individual risk response plans were able to address, and a critical project deadline
was missed.
What might have been done differently to plan better for the risks?

A. Conducted a sensitivity analysis

B. Performed a Monte Carlo simulation
C. Developed a prototype
D. Applied a decision tree analysis
19 A tanker with crude oil has run aground. Oil is being transferred to another ship, but
the oil leaks into the ocean before it's all transferred. The risk of a leak was documented.
The team implements the risk response by deploying an oil containment and recovery
system to prevent the spread of the crude oil. So far, the system is keeping up with the rate
of oil leakage. The overall project risk has been dramatically reduced. What should the
project manager do with this information about the overall project risk?

A. Record the information in the issue log

B. Update the lessons learned register
C. Revise the risk report and share it with the stakeholders
D. Update the overall project risk in the risk register

20 An agile software development project consists of four releases , with features

incrementally added with each release . Due to an excessive number of defects found by
users after the first release, the risk response plan was implemented, which involved more
rigorous testing by the project team. After the second release, the client has reported two
bugs. What must first be done to determine the effectiveness of the implemented risk
response ?

A. Schedule a release retrospective

B. Complete a sensitivity analysis
C. Conduct technical performance analysis
D. Perform a reserve analysis
Task 2.4 Engage Stakeholders
1 You are leading a project to develop a smart card for a fare collection system. The
client, The Ministry of Transportation, requests that, due to high risk, the project is managed
using traditional methods. To develop the system, the team needs a designated client's
representative who is able to clarify requirements and provide ongoing feedback.
Which process will you use to identify this representative?

A. Identify Representatives
B. Identify Risks
C. Identify Stakeholders
D. Collect Requirements

2 As the project team demonstrates the product increment developed during the last
sprint, an influential business stakeholder throws offensive comments about the product.
When the product owner asks for details, the stakeholder does not cooperate. As the
meeting goes on, the team realizes that the stakeholder has negative perceptions about the
project. What should the team do?

A. Confidentially gather information about the stakeholder and analyze them

B. Add features to the product to increase the stakeholder's satisfaction
C. Ignore the stakeholder and proceed to the next sprint as originally planned
D. Have a team-building activity with the stakeholder to improve relationships

3 Even though the project is using the adaptive development approach, the number of
changes requested by various stakeholders to the project and product requirements is so
large that the project manager is concerned there is a bigger problem to address.
What might that problem be?

A. The project stakeholders are not engaged or aligned with the project objectives.
B. The project team is using a Kanban board instead of scrum timeboxed iterations.
C. The project status is communicated using status reports instead of big visible chart.
D. The project management office (PMO) is not involved in the change control process.
4 During the execution to an agile project, a key stakeholder has been regularly
contacting the development team offering suggestions While the stakeholder's support is
vital to the success of the project, the suggestions have not been particularly helpful and are
distracting to the development team What would be the best approach for the project
manager to address the issue with the stakeholder?

A. Invite the stakeholder to attend the regularly scheduled sprint planning meetings
instead of contacting the development team directly
B. Explain your concerns to the stakeholder and politely ask the stakeholder to
discontinue all contact with the project team
C. Update the stakeholder engagement assessment matrix to reflect the stakeholder’s
current level of engagement
D. Capture the issue in the issue log and submit a change request to update the
communications management plan

5 With only a few sprints left to complete the project, the project manager is
concerned with some leading indicators, which suggest that project performance is at risk.
The project manager shares their concerns with the project sponsor and asks for the
sponsor's help with those early warning signs of potential problems. What is the most likely
reason for the project manager's concern?

A. Unavailable or insufficiently engaged key stakeholders

B. Many non-prioritized items in the project backlog
C. Frequently changing requirements and emerging technology
D. Insufficient number of story points completed

6 A project manager is conducting the initial process of identifying stakeholders for a

new infrastructure development project. The project manager has just compiled a list of
potential stakeholders' names. What should the project manager do next?

A. Invite the identified stakeholders to the project kick-off meeting

B. Conduct stakeholder analysis
C. Complete the Project Stakeholder Management process
D. Develop the stakeholder engagement plan
7 You are leading a project to develop a software application. The application is being
built incrementally using a scrum framework. Due to low stakeholder engagement, you
submit a change request to update the stakeholder engagement plan with an invitation for
key project stakeholders to participate in sprint planning and retrospectives. What tool or
technique are you planning to use?

A. Expert judgment
B. Meetings
C. Communication skills
D. Stakeholder register

8 An agile project has been successfully completed. The customer is very happy with
the project deliverables. Which of the following most likely contributed to the project
success and customer satisfaction?

A. The team members worked in pairs during the development of the product.
B. Refactoring and continuous integration were done as per agile best practices.
C. The entire team was involved in the daily standups and owned the code collectively.
D. Representatives of the customer were always available to answer the team's
questions.

9 A project involves several large groups of stakeholders. After the third iteration
review, where a minimum viable product (MVP) is demonstrated, the project leader is
unsure about the degree of stakeholder satisfaction with the project.
What is the best course of action for the project leader?

A. Take a picture of the MVP and send it to the stakeholders

B. Develop the remaining features and ask for the stakeholder's opinion
C. Invite the stakeholders to the project retrospective
D. Solicit stakeholder feedback using an online survey

10 To keep stakeholders appraised of value gain progress at the end of each sprint, the
project manager sends memos, emails, and status reports, as well as makes updates to the
big visible charts on the company's website. Despite these efforts, the team is unsure about
the degree to which the stakeholders heard and understood the information shared with
them. What is the best course of action for the project manager to address the team's
concern?

A. Replace push communication with pull communication

B. Send the reports daily instead of at the end of each sprint
C. Have a conversation with some of the stakeholders
D. Apply the Drexler/Sibbet stakeholder analysis model
Task 2.5 Manage Resources
1 You have been hired by a start-up company to lead its first software
development project. You are in the process of determining what resources will
be required to carry out the project work. what tools or techniques would be
most useful for you to complete the process. What tools or techniques would be
most useful for you to complete this process?

A. Resource leveling
B. Resource histogram
C. Analogous estimating
D. Bottom-up estimating

2 You are planning a research and development project, and you need to determine
how the project costs will be estimated, budgeted, managed, monitored, and controlled. To
complete this process, you need to know if there are any preapproved financial resources
from which the detailed project costs can be developed.
What should you do next?

A. Consult the cost management plan

B. Review the project charter
C. Examine the basis of estimates for the project
D. Check the cost baseline

3 A project manager goes into the monthly steering committee meeting and says the
project has a cost variance of $25,378.22. Instead of being praised for running under
budget, one of the executives at the meeting expresses frustration at the number.
What is wrong with the variance?

A. The variance was calculated incorrectly.

B. The level of precision is not correct.
C. The variance is greatly exaggerated.
D. The variance should be a negative value.

4 A team of efficiency experts hired by your company has concluded that the
transportation costs associated with your project are excessive. You have been requested by
the sponsor to cut the costs.
What should be your next step?

A. Perform a root cause analysis

B. Conduct a cost reduction analysis
C. Carry out a trend analysis
D. Use a decision tree analysis
5 As the agile team completes its seventh iteration, two team members who possess
specific technical knowledge are reassigned permanently without any chance of
replacement. Which of the following characteristics of agile teams will help the team reduce
the impact of this resource constraint?

A. Self-organizing
B. Empowered
C. Self-directing
D. Cross-functional

6 A project manager has recently been given a promotion and became the sponsor of
a new initiative within her company. Given her past success in managing similar projects,
the organization's project steering committee asks her to submit a high-level project
estimate that will be reviewed next week to decide on whether or not to initiate the project.
What is the best course of action for the new sponsor?

A. Get a professional estimate from external subject matter experts

B. Use her own expert judgment and some historical information
C. Use the WBS to create an accurate bottom-up estimate
D. Work with the project team to create the requested estimate \

7 You are managing a project to develop a new instrument. During planning, the
number of design reviews was reduced. This reduction in design reviews allowed a lower
project budget and a shorter timeline. The instrument has been transitioned to operations,
and unfortunately, the support costs are significantly higher than expected as several field
modifications on the instrument are being performed. What could you have done differently
to help avoid this situation?

A. Nothing. Limiting the number of design reviews will always increase the product's
operating costs.
B. Consider the impact of fewer project design reviews before deciding to reduce them
C. Planned a better transition to operations
D. Nothing, you are only responsible for the outcome of your project.
8 The plan for the first iteration was to complete 80 story points. However, the team
was only able to complete 60. Each story point earns $1,000 for the project. The actual cost
of the iteration was $ 70,000 . As the iteration retrospective approaches, the scrum master
requests that the team prepares all the data required to calculate the various earned value
metrics. At the retrospective , the team determines that the cost performance index ( CPI )
of the iteration was ( On the real PMP exam you may be asked to provide your answer by
filling in the blank with the letter representing the correct answer . But here in the
simulator , we are asking you to select the answer below .)

A. 1.333
B. 0.75
C. 1.143
D. 0.857

9 You are managing a hotel construction project , and you have asked your project
team to calculate the current earned value metrics to determine the project performance.
Your team reports back that the project's to - complete performance index (TCPI) is 0.9
based on the budget at completion (BAC). Which of the following true regarding your
project's current situation as reflected by this TCPI value ?

A. The project is within budget

B. The project is over budget
C. The project is behind schedule
D. The project is ahead of schedule

10 The scope and schedule baselines have been approved. However, developing the
cost baseline becomes a difficult task for the project manager. The problem is that the
project has to procure materials from abroad. However, due to political instability in the
country from which the materials are imported, the prices are very unstable. What is the
best approach for the project manager to take in this situation?

A. Use lightweight estimation methods

B. Develop the product in iterations
C. Use backlog instead of the WBS
D. Recommend project termination
 11 During project initiation, the project manager had provided an initial estimate of
$250,000 with a range of -25% to +75%. The project is now in planning, and, as part
of the Estimate Costs process, the project manager has to refine this estimate to a
much narrower range. How should the project manager determine the estimating
methods that can be used and the accuracy required for the cost estimate?

A. Review the cost management plan

B. Examine the basis of estimates
C. Contact the finance department
D. Check the project charter

12 After checking the internal resources, the project manager realizes that the company
does not have developers who are experienced in the programming language
required for the project. What should the project manager do next?
A. Build a virtual team with internal resources
B. Recommend terminating the project
C. Seek help from the project sponsor
D. Acquire the resources externally

13 The resource management plan calls for six developers to serve on the project team
who are all internal employees. In the process of putting together the project team, the
project manager discovers that only three developers with the necessary skillset are
available for the project due to attrition and higher priority projects.
What should the project manager do next?

A. Hire outside contractors to supplement the project team

B. Submit a change request to update the necessary project plans and/or documents
C. Cancel the project since the required resources are not available
D. Run the project with the three available developers and use overtime to stay on
schedule
14 A large multi-year manufacturing project relies on traditional and agile methods to
manage the vast project complexities and external dependencies. Due to those
external dependencies, there are many challenges that cannot be addressed or
budgeted for in the two-week iteration cycle. How should the team address the
longer-term budget challenges?

A. Facilitate a quarterly review of the budget and explore potential future

budget challenges
B. Slowly inject more budgetary constraints and track the budget challenges
that these constraints cause
C. Steadily burn down the budget with every iteration and mitigate budget
challenges
D. Re-evaluate the budget after every iteration and add identified budget
challenges to the risk register

15 Past projects in the organization have been managed in traditional and agile
methods. There is confusion as to how many resources to allocate to the upcoming
project that anticipates using a hybrid of methods. How should the project
management team estimate resources for the upcoming project?

A. Acquire resources as the project learns the resources that are needed
B. Request the maximum number of resources and return any unused resources
C. Base resource estimates on the comparable scope of the previous projects
D. Set resource estimates to match the resources of the other projects in the
company

16 A project manager has just been assigned to an online gaming website development
project that requires extensive and specialized graphics and animations. The
company has never needed this talent set on previous projects, so the project
manager has to go outside for contractors. Where can the project manager look to
obtain rough estimates for this work package?

A. Cost estimating templates

B. Analogous estimates
C. Enterprise environmental factors
D. Cost estimating policies
17 The plan for the first iteration was to complete 80 story points. However, the team
was only able to complete 60. Each story point earns $1,000 for the project. The actual cost
of the iteration was $70,000. As the iteration retrospective approaches, the scrum master
requests that the team prepares all the data required to calculate the various earned value
metrics. At the retrospective, the team determines that the project is _________ budget.
(On the real PMP exam you may be asked to provide your answer by filling in the blank with
the letter representing the correct answer. But here in the simulator, we are asking you to
select the answer below.)"

A. On
B. Under
C. Over
D. Cannot be determined

18 The budget of the project you are leading is set on an annual basis. From time to
time, the team needs to switch to an agile approach to research new technologies and
conduct experimentation. This is causing tremendous amounts of budget variation,
What is your best course of action?

A. Adjust the earned value management (EVM) formulas to be applicable for projects
that use hybrid methods
B. Monitor the budget variations and communicate regularly with relevant
stakeholders to adjust as needed
C. Meet with the team and ask the team members to stop using agile practices to level
the budget variations
D. Exclude the costs associated with research and experimentation from tracking the
budget expenditures

19 You are leading a road construction project. Increasing crude oil prices have driven
up the cost of asphalt for your project by 25%. This risk was identified and analyzed during
project planning with funds set aside in case the risk is realized. The cost baseline is safe for
now, but you feel additional price increases may be incurred before the project is
completed. What should you do next?

A. Perform reserve analysis

B. Submit a change request to move the management reserves into the cost baseline
C. Notify the project sponsor of the situation
D. Tap into the management reserves at your discretion if needed
20 As the project progresses, the project manager tracks the detailed costs of a project
in a spreadsheet by listing out each task, associated resources (human and other), the
resource rates, and the hours the resources are used. The data gathered indicates that the
project is on track. However, the finance manager claims that the actual project's costs are
much higher than those reported by the project manager.
What did the project manager most likely do wrong?

A. Forgot to account for the variable costs of the project resources

B. Failed to include indirect costs into the cost baseline
C. Nothing is wrong. Higher than planned costs are normal for any project.
D. Did not invite the finance manager to the project kick-off meeting

21 A project manager is considering to change the Control Costs process currently used
on her project. Instead of submitting budget change requests to the CCB , she wants to
invite stakeholders to the parking lot portion of the daily standups and discuss requested
changes there . The project manager meets with the stakeholders to propose the process
change. Which of the following arguments would be least likely to convince the
stakeholders of the benefits of the new process ?

A. The cost management and change management plans will be updated to reflect the
new process.
B. Earned value analysis data from a previous project be compared to iterative data
accumulation.
C. Only those budget change requests that do not affect the project cost baseline will
be discussed.
D. Other project managers in the organization going through similar process changes
will be consulted.

22 A project manager has just calculated the project performance measurements, and
the project's current cost performance index (CPI) is 0.9 while the schedule performance
index (SPI) is 1.1. Which of the following is correct regarding the project's performance
status ?

A. Over budget and ahead of schedule

B. Under budget and behind schedule
C. Over budget and behind schedule
D. Under budget and ahead of schedule
23 A project manager is determining the budget for a software development project
where the product will be built incrementally. Since the project is subject to a strict budget,
the project manager has to ensure that scope and schedule baselines stay within cost
constraints. The project manager includes budgetary requirements in the release plan.
How can the information in the release plan help the project manager with determining the
project budget?

A. The release plan can become a part of the cost management plan.
B. The velocity can be increased for the project to stay within budget constraints.
C. Release burndown charts can be updated with cost trend lines.
D. Review meetings with stakeholders can be used to discuss the scope and schedule.

24 The project team has just completed its fourth sprint. As part of the Control Costs
process, you determine that the team's average velocity is 25 points per sprint, and the
team has earned 1/3 of the total number of story points required complete the entire
project. The average cost per story point is $ 575 . What is the estimate to complete the
remaining work ?
A. $ 57,500
B. $ 115,000
C. $ 14,375
D. $ 172,500
Task 2.6 Manage Schedule
1 You have tasked the project team with identifying and documenting the specific
activities required to produce a key project deliverable. The team's work will
result in schedule activities that can provide a basis for estimating, scheduling,
executing, monitoring and controlling the project work. Which of the following
tools and techniques is least likely to be used during this process?

A. Decomposition
B. Rolling wave planning
C. Expert judgment
D. Leads and lags

2 As a project manager, you are in the process of obtaining team members. You
lobbied for a particular developer that has worked on similar projects; however,
that developer is now committed to a different project. What should you do?

A. Update the project charter to list the developer as pre-assigned to your

project
B. Set up the project team as a virtual team to allow the developer to work on
your project part-time
C. Add a recommendation in the lessons learned register to use pre-assignment
as needed for future projects
D. Include the developer's role and responsibilities in the project team
assignments for your project

3 A product will be developed in a few consecutive releases, each comprising

multiple iterations. As the work on the first release begins, the sponsor requests
to see the plans for future releases. What is the best course of action for the
project manager?

A. Advise the sponsor that due to many anticipated changes planning future
releases is impossible
B. Ask the team to decompose the work of the future releases into a work
breakdown structure
C. Provide the sponsor with high-level plans for each one of the upcoming
product releases
D. Request from the product owner to prioritize the iterations' backlogs of the
future releases
4 The project iteration's costs are below estimates and work is being completed well
ahead of schedule. The resource costs and the scope are being measured in story points.
How should the burndown chart look?

A. The remaining work line is above the ideal burndown rate

B. The remaining work line is below the ideal burndown rate
C. The earned value line is below the planned value line
D. Cannot be determined from the information provided

5 An agile team meets with the customer and stakeholders to plan their upcoming
agile project. The participants are looking for a tool that would help them understand the
sets of high-value features to be created over time, identify omissions in the backlog, and
effectively plan releases that will deliver value to the customer in every iteration.
Which of the following tools would best meet the needs of the meeting participants?

A. User story mapping

B. Product backlog
C. Work breakdown structure
D. Kanban board

6 "You have developed a project schedule, but the project completion date falls
beyond the deadline defined by the project sponsor. You explained this situation to the
sponsor and asked them to provide you with additional funds to bring in more people, but
the sponsor refused. What can you do to shorten the project duration?"

A. Crash the project

B. Fast track the project
C. Apply resource leveling
D. Do nothing

7 "A project is in planning. The project has many unknown components making it hard
to decompose and schedule adequately. You are a senior project manager, and in a project
like this, you would typically plan the schedule to a higher level first and wait until the
project has begun to plan the lower levels. However, this project has been assigned to a
junior project manager. She is in the process to develop the schedule management plan and
approaches you for advice on how to better accomplish this task.
By looking for your advice, what tool is the junior project manager using to plan her
project?"

A. Rolling wave planning

B. Expert judgment
C. On-demand scheduling
D. Iterative scheduling
8 "The plan for the first iteration was to complete 80 story points. However, the team
was only able to complete 60. Each story point earns $1,000 for the project. The actual cost
of the iteration was $70,000. As the iteration retrospective approaches, the scrum master
requests that the team prepares all the data required to calculate the various earned value
metrics. At the retrospective, the team determines that the project is ______ schedule.
(On the real PMP exam you may be asked to provide your answer by filling in the blank with
the letter representing the correct answer. But here in the simulator, we are asking you to
select the answer below.)"

A. On
B. Behind
C. Ahead of
D. Cannot be determined

9 Your boss giving you a rough outline of the scope, constraints, and risks involved in a
prospective client's project. The project is highly similar to the project you are currently
closing . The sponsor wants to know how long this project would take your team to
complete. You think your team may need two months , but what should be your answer ?

A. Let me run some numbers in a simulation , and get back to you tomorrow.
B. Give us two months . We will knock it out just like the project that we are closing
now.
C. If it truly resembles this project we are closing, it could be six to ten weeks.
D. Considering the uncertainty in scope, I estimate three months.

10 "You are managing a project where several key stakeholders feel it is a risky project .
Your variance analysis shows you have a negative project of float . Your CPI is 1.3 . You and
your project management team are discussing ways to bring the schedule back into
alignment with the project management plan. Which of the following schedule - shortening
options would be the best option ?

A. Crash the project

B. Fast track the project
C. Reduce the scope
D. Lower the quality standards
11 "As the project progresses, you notice that controlling the schedule becomes more
and more challenging. The variance between the schedule baseline and actual project
performance changes with each completed iteration . You realize that the traditional
methods you are using to control the schedule are not well suited for the way the product is
developed. Which of the following practices should you avoid for the remainder of the
project ?

A. Reprioritizing the backlog

B. Conducting retrospectives
C. Determining the velocity
D. Evaluating the critical path

12 "The following table represents the current project status. According to the project
schedule , system analysis , system design , and system development should now be
complete as planned . The project manager is confident that the project objectives will be
met. The method used to determine the earned value is based on percent complete.What
is the project's current schedule performance index, and what does this mean for the
project?

A. The SPI is - $12,500 , and the project is running behind schedule

B. An SPI of 1.0 since the project manager is confident that the project objectives will
be met
C. The SPI is 1.24 , and the project is running ahead of schedule
D. The SPI is 0.81 , and the project is running behind schedule

13 You meet with your project team to estimate activity durations. Although the project
is managed using the predictive methodology, you remember that as part of the
organizational transformation to hybrid project management, the sponsor requested that
you incorporate some agile practices into your daily work Which of the following techniques
would help you meet the sponsor’s request?

A. Mind mapping
B. Bottom-up estimating
C. Fist of five voting
D. Schedule compression
14 The United Nations initiates a project to develop digital catalogs for every country
represented in the organization. The catalogs are supposed to be relatively similar in size
and scope. After the scope and cost baselines are approved, the sponsor requests that the
catalogs be delivered as they are completed, rather than in bulk at the end of the project.
Which scheduling approach should the project manager avoid for this project?

A. Iterative
B. On-demand
C. Critical path
D. Pull-based

15 A project management plan for a multi-phase project is under development. As part

of the Define Activities process, the project manager creates the activity list. All but one
phase, the development of the product, will be managed traditionally. The product
development phase will be carried out using agile techniques. How should the activity list be
handled during the product development phase?

A. Reprioritized during the daily standup meetings

B. Updated periodically as the phase progresses
C. Revised at the beginning of each project phase
D. Kept unchanged for the duration of the project

16 An agile team is using a Kanban board to manage their workflow. A stakeholder

approaches the team lead and asks why the cycle time in this project is longer than
the cycle time in the previous project. The team lead wonders how the stakeholder
came to this conclusion. The stakeholder explains that they used the Little's law
formula. Which of the following formulas did the stakeholder most likely use?

A. Throughput divided by work in progress

B. Earned value divided by actual costs
C. Work in progress divided by throughput
D. The sum of estimates divided by three
17 A vendor has been contracted by the government to develop a software application
to count votes for the upcoming elections. The requirements are well defined so that
the project can be managed traditionally. However, due to failures in similar
applications in the past, the government wants the vendor to allow rapid feedback
on the suitability of the deliverables. What scheduling approach is best for the
vendor's project manager to select?

A. Predictive
B. Traditional
C. Elective
D. Adaptive

18 A retailer has an aggressive expansion plan for four new stores. Each of the four
projects is led by a project manager. The projects are being managed in a
coordinated manner. Three of the stores are ahead of schedule. The fourth store is
well behind schedule, and its project manager wants some construction workers
from the other locations to be transferred to help out. What should the project
manager do first to secure the additional workers?

A. Submit a change request to increase the scope baseline

B. Direct the other project managers to provide additional resources
C. Capture the information in the lessons learned register
D. Escalate the issue to the program manager

19 As the current sprint is approaching its target date, the project manager measures
the queue size of the various Kanban board columns and becomes concerned that
the team might miss the sprint goal. The project manager shares their concern with
the product owner. What is the most likely reason for the project manager's
concern?

A. The work in progress limits set for the Kanban board columns are too wide
for this project.
B. The rate at which the work items arrive in the queue is slower than their
completion rate from the queue.
C. The sprint goal the project team committed to has not been coordinated with
the product owner.
D. The rate at which the work items arrive in the queue is faster than their
completion rate from the queue.
20 "A project manager is estimating the number of work periods needed to complete
individual project activities with estimated staff.
To complete this process, the project manager should consider all of the following factors
except for:"

A. Staff motivation
B. Number of resources
C. Law of diminishing returns
D. Political awareness

21 "To estimate project resources, the resource management plan calls to use data
from a previous similar project that employed a fully dedicated scrum team of four
developers. You decide to acquire five developers since another project needs 20%
of their time. However, after the first three sprints, the team's velocity is insufficient
to complete the project within the approved schedule baseline. What might have
prevented this problem?"

A. If possible, the two projects should have been carried out sequentially rather
than concurrently.
B. You should have acquired eight developers that would have been 50%
dedicated to the project.
C. A team of subject matter experts should have been acquired instead of the
team of scrum developers.
D. You should have used bottom-up, not analogous, estimating as specified in
the resource management plan.

22 As part of a larger initiative involving many projects, all the activities from this and all
of the other projects have to be aligned and be carried out perfectly. What is the
best course of action for the project manager?

A. Coordinate with the program manager to ensure accurate direction

B. Execute the work according to the directions of the project management
office (PMO)
C. Follow the project team around to remove anyone not performing
D. Submit a change request to merge the project management plans of all
involved projects
23 "A project manager is approached by the sponsor who requests to provide an
estimate as to how long will it take for the agile development team to complete the project.
How should the project manager respond?"

A. Project duration will be determined using bottom-up estimating by adding up the

duration of the tasks comprising the user stories in the product backlog.
B. Once the velocity is established, the total amount of story points divided by the
velocity of the project team will determine the project duration.
C. The velocity of the project team will be calculated prior to the start of the first
iteration and then multiplied by the number of iterations in the project.
D. The project duration will be determined by adding the total number of story points
completed by the development team members in each iteration

24 "After the work breakdown structure (WBS) has been created, the project manager
facilitates a sprint planning meeting with the team to estimate activity durations
and, eventually, establish the schedule baseline. The project manager suggests that
the team uses the fist-of-five voting technique to determine the number of story
points that will be included in the sprint. How should the project manager determine
when sufficient support has been reached per each proposed estimate?"

A. All of the project team members hold up five fingers.

B. Each team member holds up three or more fingers.
C. The team gives thumbs up for the entire sprint plan.
D. The WBS and the schedule baseline are of equal size.

25 You are creating the schedule to deploy a new ERP software in your company . The
company is currently undergoing an agile transformation, so it was decided to
develop the new ERP iteratively. The first release of the ERP should be rolled out in
four months, and you know that another project, a company-wide operating system
upgrade, is scheduled in three months. With the upgrade project affecting your
schedule , an impact on which of the following should you assess to determine the
number of iterations until rollout ?

A. Release planning
B. Product roadmap
C. Iteration backlogs
D. Project charter
26 You are leading a complex project with a schedule baseline that cannot be modified
due to external constraints. The scope , however , is flexible . The project
deliverables are produced by three development teams that work independently
from one another. The teams manage their workflow using Kanban . Which of the
following is the most effective tool for you to use to measure the project's progress ?

A. Feature chart
B. Burndown
C. Burnup chart
D. Cumulative flow diagram

27 An agile project to develop a new application has just finished its first iteration. To
better assess marketing and support needs, the company's management has
requested that the scrum master provide a date for when the application can be
launched.What is the best course of action for the scrum master ?

A. Provide an accurate estimate based on the velocity of the first iteration

B. Request time to develop the project schedule baseline
C. If possible , defer estimating until after a few iterations are completed
D. Provide a random date just to calm the management down

28 You are leading a software development project , which is utilizing an agile

framework . While monitoring the progress of the project, it is apparent that
velocity is trending down, and you are aware of some setbacks that have been
encountered by the development team. You want to capture and analyze lessons
learned so far during the project to improve the process going forward . What is the
best way to achieve this goal ?

A. Perform a sprint review

B. Schedule a sprint planning meeting
C. Conduct an iteration retrospective
D. Lessons learned are not utilized on agile projects
29 A project manager is estimating the length of time the project will take. The project
manager worked on a comparable project two years ago that installed 10 miles of
guardrails at a rate of one mile a day in similar weather conditions , using the same
size crew on the same type of highway . What estimating technique would be the
appropriate option for the project manager to use for his duration estimate ?

A. Parametric estimating
B. Analogous estimating
C. Bottom - up estimating
D. Three - point estimating

30 The project manager is 6 months into a multi - million - dollar project . The latest
analysis shows a CPI of 1.5 and an SPI of 0.6 . What should she do?

A. Nothing . The analysis shows the project is on budget and on schedule .

B. Consider crashing the project schedule
C. Replace one of the higher paid team members with a lower - salaried
employee
D. Inform the customer that you are extending the delivery date for the project

31 In their first iteration , an agile team completed only half of the planned work . It
turns out that before the current project began, the team members were requested
to provide ongoing support for the prior release. Angry project stakeholders meet
with the scrum master and complain that supporting prior releases should have
never been included in the project plans. How should the scrum master respond?

A. Agree with the stakeholders and remove all further support work from the
next iterations
B. Ignore the stakeholders' complain and instruct the team to continue
supporting the prior releases
C. Explain that routine work of supporting prior releases may be included in
project plans
D. Request that from now on the team work overtime to complete both the
planned work and support
32 After an agile team completes three iterations, the project manager determines that
the average velocity of the team for these three iterations was 30 story points.
There are 292 more story points to complete the remaining portion of the project.
How many additional iterations will it take for the team to complete the project ?

A. 7 iterations
B. 8 iterations
C. 9 iterations
D. 10 iterations
Task 2.7 Manage Quality
1 As part of project planning, you review the lessons learned repository. You notice
that although most of the project management processes have been properly
performed on all past projects, the quality of deliverables was far from perfect.
You want to ensure that your project delivers better results and that quality
issues are detected early in the project life cycle. What can you do to achieve
your goal?

A. Estimate costs more accurately

B. Validate scope on a daily basis
C. Conduct recurring retrospectives
D. Hire an external quality vendor

2 A project manager is executing the quality management plan of a project to

manufacture a new reusable rocket to launch commercial satellites. Due to the
extremely high cost of failure, the tolerances for the parts are held to a very
exacting standard. The project manager has established a threshold of no more
than 3.4 defects per million opportunities (DPMO). What is the best approach to
accomplish this goal?

A. Utilize the Three Sigma quality improvement technique

B. Use Six Sigma as a quality improvement methodology
C. Perform the Plan-do-check-act process
D. Apply design for X (DEX) as a set of technical guidelines

3 A product is being developed in increments. After the requirements for the first
product increment are gathered from the customer, the team spends three
months completing it. The team meets with the customer to demonstrate the
increment, but the customer rejects it, stating that while the increment meets
the objective requirements, it is not aesthetically pleasing. What might the agile
team leader have done differently to have avoided this issue?

A. Documented the issue with the aesthetics in the issue log

B. Utilized shorter feedback loops with the customer
C. Scheduled retrospectives at the end of each iteration
D. Conducted daily standup meetings during product development
 4 Your project team is in the process of implementing the activities specified in the
quality management plan. The scope, schedule, and budget are clear and well
defined. Therefore, you manage this project using predictive methods. However,
since your next project is agile, you want to start experimenting with some agile
practices already in your current project. What can you do to achieve your goal
as part of the process performed by the team?

A. Suggest that the team use alternative analysis instead of document analysis
B. Encourage continuous stakeholder engagement with the team members
C. Incorporate team-building activities into product testing and inspection tasks
D. Limit stakeholder involvement to shield the team from external distractions

5 "As part of the quality assurance efforts, the project team identifies that several
deliverables do not conform with the quality requirements.
What should the team do next?"

A. Perform the Plan Quality Management process

B. Review the quality management plan to determine what to do with the
nonconforming products
C. Document the findings and repair the deliverables
D. Review the risk report to gain guidance on what corrective action should be
implemented

6 "A project manager is about to start the process of identifying quality requirements
and standards for an infrastructure project. The project manager examines the project
charter to gain a highlevel understanding of project objectives and reviews relevant
information from the available components of the project management plan.
What else should the project manager do to gather inputs to the process?"

A. Review the requirements documentation to gain an understanding of the project

and product quality requirements
B. Conduct a brainstorming session with the project team and subject matter experts to
develop the quality management plan
C. Perform a cost-benefit analysis to determine if the planned quality activities are
cost-effective
D. Update the lessons learned register with information on challenges encountered in
the quality planning process
7 As part of the process to develop the quality management plan, the project manager
establishes the roles and responsibilities for the quality of the deliverables. The project
manager decides that quality management will be performed by all team members
throughout the project rather than being the responsibility of specific team members at the
end of the project. What is the project manager trying to achieve in this scenario?

A. Incorporating traditional quality management practices into an agile project

B. Avoiding responsibility in case the deliverables do not meet quality specifications
C. Determining the areas of strengths and weaknesses of the team members
D. Incorporating agile quality management practices into a traditionally lead project

8 "A scrum master facilitates a requirements gathering meeting with relevant

stakeholders for a new product development project. To create appropriate user stories and
build quality into deliverables, the project team needs to focus on the needs and
preferences of the broad array of end users.
What should the scrum master do first?"

A. Use a relative sizing exercise to assign story points

B. Ask the product owner to prioritize the project backlog
C. Create personas to represent the various categories of end users
D. Decompose project scope down to the work package level

9 "You are a member of a project team responsible for project quality management.
You have found that some of the testing procedures are not consistently detecting the
issues they were designed to detect. If these procedures are not corrected, the project may
end up failing or require a lot of rework. You recommend several suggestions to improve the
procedures. What is the best way for you to deal with this situation?"

A. Let the project manager fix the procedures

B. Issue a change request to apply the improvements
C. Implement the changes as necessary
D. Escalate the issue to the project sponsor

10 "As part of quality assurance, a project manager wants to ensure that a list of
requirements has been satisfied. What is the best approach for the project manager?"

A. Use quality improvement tools

B. Conduct process analysis
C. Perform a root cause analysis
D. Use a checklist
11 "As the project manager begins the Collect Requirements process, it is becoming
evident that only high-level requirements are known at this moment, and the scope will be
evolving as the project work is carried out. Therefore, the decision is made to develop the
product incrementally using agile practices. The sponsor states that quality will be a primary
focus. What is the best course of action for the project manager to ensure that the
effectiveness of the quality process is reviewed throughout the project life cycle?"

A. Assess the quality management process at the project retrospective

B. Include a quality review with each iteration retrospective
C. Discuss the sponsor's call for quality at each daily standup meeting
D. Include a quality section in the lessons learned register

12 "According to the construction plan for a custom home, a standard type of concrete
will be used for the patio since the patio is required to support significantly less weight than
a foundation on which the patio is built. During an inspection, it was found that the concrete
used for the patio is of a stronger type, the same type that was used for the foundation.
Which of the following statements is true?"

A. The stronger concrete supports more weight and, therefore, is of higher quality.
B. The standard concrete was of lower quality and should not have been used anyway.
C. The patio of the house will be of a higher grade than originally planned.
D. By using the stronger concrete, the patio will exceed its defined quality metrics.

13 "During a sprint review, the product owner acknowledges that the deliverable meets
the technical requirements and acceptance criteria but is not ready for customer use
because not all required approvals have been obtained. The product owner asks why this
critical step was missed. What was the most likely reason for this issue?"

A. A definition of done (DoD) was not established or was established but not used.
B. The acceptance criteria were not defined during requirements gathering.
C. The deliverable was not verified as part of the Control Quality process.
D. The team used eXtreme Programming (XP) instead of Scrum methods.

14 A project manager is developing a quality management plan for a project to design a

medical device. Given the nature of the product, quality will play a vital role. Additionally,
the acceptance criteria for the project deliverables will have direct impact on quality
standards. The project manager wants to gain an understanding of the acceptance criteria.
What document should the project manager review for this purpose ?

A. The project charter

B. The requirements management plan
C. The scope statement
D. The acceptance criteria register
15 A project manager is executing the quality management plan of a project to develop
a prototype medical device. Given the nature of the project, the quality standards are very
stringent. With no known cause , it becomes apparent that the product quality does not
meet project requirements . What is the best course of action for the project manager to
take in this situation ?

A. Direct the project team to improve the quality of their work

B. Ask the project sponsor what to do
C. Create an affinity diagram
D. Develop an Ishikawa diagram
Task 2.8 Manage Scope
1 "As product increments are developed and then deployed at customer premises,
the customer initiates new requirements, submits changes, and reports defects.
The requirements, changes, and defects are reviewed by the CCB comprised of
the project manager, product owner, and team, and prioritized for the upcoming
iterations. The scope baseline is updated accordingly. How should the work on
the new requirements, changes, and defects be carried out?"

A. As specified in the requirements traceability matrix

B. According to the organizational process assets
C. Using a single-list-of-work-and-changes approach
D. By implementing enterprise environmental factors

2 "An agile project is operating within a highly regulated environment. During a

sprint review, the product owner has requested a change that might conflict with
a legal requirement. What should the scrum master do first?"

A. Approve the change since it was requested by the product owner

B. Submit a change request to the change control board
C. Discuss the legality of the change during the next daily standup
D. Consult with the appropriate legal subject matter expert

3 "A project team has just finished development and is planning to have the customer
and the sponsor inspect the system's user interface for acceptance.
Which project management process will facilitate this activity?"

A. Control Scope
B. Validate Scope
C. Manage Quality
D. Perform Quality Control
4 "An agile project has entered its seventh sprint. Two days before the end of the
sprint, the customer informs the product owner that they forgot to include one feature in
the sprint. A senior manager overhears the conversation and states that including the
feature represents scope creep and should not be allowed.
What is the product owner's best course of action?"

A. Work with the customer to prioritize the feature in the product backlog
B. Request that the customer submit a change request
C. Instruct the team to develop the feature in the current sprint
D. Reject the feature as instructed by the senior manager

5 "A project backlog comprised of various user stories. Some represent risky features;
others cover routine tasks and activities.
How should the user stories representing risky features be planned?"

A. Assigned within the risk breakdown structure

B. Deferred until the last responsible moment
C. Prioritized at the top of each sprint backlog
D. Decomposed into WBS work packages

6 The project you are leading has a current CPI of 1.0 and SPI of 0.8 . You have been
notified by the project management office that your project has been selected for a
quality audit that is scheduled to take place over the coming weeks. What should be
your primary concern with regards to the audit ?

A. That the project falls back in line with the project schedule
B. Finding errors, defects , bugs , or other nonconformance problems in the
product
C. Assuring that the project products fall within the sponsor's acceptance limits
D. That work performed lines up with company policies and procedures
7 "You are leading a project to design a new and innovative system based on newly
developed technology. In past projects , using a traditional waterfall project management
approach , you have encountered issues with scope creep . However, given the nature of
the current project, you have decided to use an agile approach. As it relates project scope ,
how will project differ from your past projects ?

A. The project scope will evolve during the project

B. During initial project planning , a more detailed work breakdown structure will be
created
C. Scope creep will be avoided with a strict change management system
D. The project scope will be better understood at the beginning of the project

8 A project has been chartered to develop a new rechargeable battery. At the kick-off
meeting, the project manager understands that the product development phase will require
continuous customer and stakeholder engagement and their feedback on the deliverables.
The decision is made to carry out the development phase iteratively. Given these
circumstances, how will the Control Scope and Validate Scope processes be performed?

A. Repeated for each iteration

B. At the end of the project
C. Continuously on a daily basis
D. Replaced by retrospectives

9 An agile project is being performed for an external customer. After the sprint review
meeting where the team demonstrated the new capabilities of the web user interface, a
stakeholder approaches the product owner and suggests an improvement to one of the
screens. The stakeholder insists this improvement would make it easier for the user to
navigate the interface. What is the product owner's best course of action?

A. Implement the stakeholder's request in the next sprint because it will enhance
customer experience
B. Discuss the stakeholder's request with the customer and decide if and when it
should be implemented
C. Create a user story for the stakeholder's request and place it at the very bottom of
the product backlog
D. Discuss the stakeholder's request at the daily standup meeting and let the team
decide on how to proceed
10 You are currently in the process of determining and documenting the requirements
for a project. During this process, which of the following activities are you least likely to
conduct?

A. Glean any relevant information from the project charter

B. Use the stakeholder register to identify stakeholders that can provide information on
requirements
C. Gain an understanding of required, desired, and optional criteria for meeting the
business needs
D. Determine how requirements activities will be planned, tracked, and reported

11 A one-year project is chartered to build a new communication device. The

technology that will be used to develop the device is new and is expected to change
throughout the project. Requirements will be discovered as each new product increment is
complete. In this volatile environment, the project team is concerned that managing
requirements will be impossible. What is the best course of action for the project manager?

A. Have a product owner assigned to the project and ask them to manage requirements
using a backlog
B. Take a laissez-faire approach and empower the team to set their own sprint goals and
make their own decisions
C. Request that the project duration be extended from one year to two years to counter the
volatile requirements
D. Add the team's concern about volatile requirements to the issue log and ensure that the
team's mood is monitored

12 You are currently in the process of determining, documenting, and managing

stakeholder needs and requirements to meet project objectives. A project stakeholder has
suggested that it would be helpful to have a visual depiction showing how people and other
systems will interact with the new payroll system. You like the idea and want to address it.
What is the best way to implement the stakeholder's suggestion?

A. Develop a context diagram

B. Design an affinity diagram
C. Create a fishbone diagram
D. Build a matrix diagram
13 "A project manager is leading a project with a predictive life cycle. Detailed plans
were provided by the requesting organization before the start of the project.
What will be the focus of the project manager?"

A. Controlling the schedule by successively adding functionality until the deadline is

reached
B. Controlling scope to meet schedule and budget
C. Determining the scope before the start of each iteration
D. Revising cost and time estimates as the project team's understanding of the product
increases

14 "A company has been contracted to develop software for a hydroelectric plant. The
project management plan specifies Scrum as the development approach. Few sprints into
the project, regulators notify the performing organization that due to new environmental
laws, safety features originally not included in the scope baseline will need to be built into
the software.
What is the project manager's best course of action?"

A. Issue a change request to update the project management plan and, once approved,
ensure that the scope baseline is updated
B. Conduct a root cause analysts with the product owner to determine why the safety
features were not included in the scope in the first place
C. Use the MOSCOW model of prioritization to groom the scope baseline and
categorize the new safety features as "should have”
D. Discuss the new features with the team during sprint planning and if the team
agrees, ask them to implement the features in the next sprint

15 "As an agile team works its way through an iteration, a developer realizes that the
user story she is currently working on was underestimated for its size. The developer
understands that she cannot complete it within the current iteration. The developer raises
the issue at the daily standup.
What is the best course of action for the team to resolve this situation?"

A. Encourage the developer to resolve the issue on her own

B. Suggest splitting the user story
C. Leave their own tasks and swarm on the user story
D. Escalate the issue to the scrum master
16 "After the initial set of requirements has been identified, the product owner works
with the project team to elaborate the scope. The team suggests using product hierarchy to
document large groups of customer value organized by functionality.
Which of the following should the product owner use to implement the team's suggestion?"

A. Epics
B. Themes
C. Stories
D. Features

17 A project manager is currently in the process of determining , documenting , and

managing stakeholder needs and requirements . Due to the sensitive nature of the project ,
there is a concern that some stakeholders will not provide candid feedback unless
confidentiality is maintained. What is the project manager's best course of action?

A. Conducts interviews to elicit information from stakeholders by talking to them

directly
B. Use brainstorming to generate and collect multiple ideas related to project
requirements
C. Hold a focus group to learn about stakeholder expectations and attitudes about the
project
D. Use multicriteria decision analysis to provide a systematic analytical approach for
establishing criteria

18 The project team reports that they have finished creating the requirements
management plan , the requirements documentation , and the requirements traceability
matrix . The team informs that they are going to start working on the project work
breakdown structure (WBS) next. What has the project team forgotten to do?

A. Create the project scope statement

B. Complete the project management plan
C. Update the lessons learned register
D. Perform the Validate Scope process
Task 2.9 Integrate Planning
1 "During iteration planning, an agile coach wants to ensure that her development
team has an easy way of organizing their work as well as a visual representation at a glance
of the work remaining to be completed in an iteration.
Which of the following tools is best for the agile coach to use to accomplish his goals?"

A. A burndown chart
B. A task board
C. A burnup chart
D. A glance chart

2 "A company is planning a very large project and considering managing some of its
aspects using agile methods. The project manager is concerned that agile may not be the
best approach given that a large effort would be needed for additional processes, structure
and support systems, thus making the execution of the project more rigid and less agile.
Which of the following practices will assist in scaling this project while keeping some of its
aspects agile and less process and structure focused?"

A. Executing the project with a well-defined beginning and end

B. Creating a detailed work breakdown structure (WBS)
C. Building a strict hierarchy of processes and decision making
D. Managing the project using multi-level release planning

3 "A charter for a two-phase project to build a space satellite has just been approved.
The first phase is design; the second phase is development. Requirements for the first phase
are welldefined up-front. Requirements for the second phase are known only at a high level.
Some satellite components will be produced by vendors.
How should the project manager approach planning for the second phase?"

A. Ensure that the work breakdown structure is as detailed as possible

B. Select only those vendors who are on the preapproved seller list
C. Assign a dedicated team member to monitor the quality of deliverables
D. Involve as many project team members and stakeholders as possible
4 The stakeholders A project management plan has been approved, and the project is
now in execution. The project manager would like to communicate project status Which of
the following should the project manager send to stakeholders to achieve her immediate
goal ? "

A. Work performance report

B. Work performance data
C. Communications management plan
D. Project management plan

5 "You have just finalized the project management plan for your project. The plan is
ready to be approved. What should you do to obtain approval?

A. Nothing, The project management plan does not require formal approval.
B. Go ahead and use your own authority as the project manager to approve the project
management plan.
C. Request the project sponsor to approve the project management plan
D. Present the project management plan to relevant stakeholders according to
applicable policies and procedures.

6 The project manager is conducting a meeting to gain approval for the project
management plan. The project sponsor notices that a component that was always
included in the project management plans of previous projects is missing from the
current plan and requests that the project manager add the component to the plan.
How should the project manager respond?

A. Ignore the sponsor's request since the project management plan is the
responsibility of the project manager
B. Explain that the needs of the project determine which components of the
project management plan are included
C. Update the plan as requested by the project sponsor since the plan's
components are determined by the sponsor
D. Ask the meeting participants to vote for those components of the project
management plan they think should be included
 7 Due to the complexity and many diverse teams involved, there is confusion amongst
the project stakeholders on where to find materials and information for the project.
What is the best response to address this issue?

A. Assign one project team member to retain and distribute all the project
materials and information to have a single point of contact.
B. Distribute all the project documents, materials, and updates to each
stakeholder
C. Require all stakeholders to attend every meeting to ensure everyone receives
the handouts and information
D. Set up an information management system to store, share, and codify the
project's knowledge and content

8 "On a project, several programmers were hired as independent consultants to

supplement the in-house programmers to ensure the timely completion of the
project. Towards the end of the project, the project manager has performed some
analysis and determined that the CPI is 0.8 and the SPI is 1.2. What is the best course
of action to bring project performance back into alignment with the project
management plan?"

A. Approve the use of overtime for the in-house programmers

B. Reduce or eliminate the independent contractors
C. Perform fast tracking to address the performance gap
D. Eliminate the non-essential features from the project scope

9 "A company operating in a highly competitive environment charters a product

development project. To be the first on the market with the new product, the company
pushes the project team to forgo testing and release the first working product increment as
soon as it's ready. The team is concerned that this approach would lead to an extensive
rework.
What planning approach should the project manager recommend?"

A. Perform as much up-front planning as possible

B. Do not plan at all to increase speed to market
C. Plan scope now, but plan schedule and cost later
D. Undertake a minimum amount of up-front planning
10 "You are managing a new needs assessment project. While you are analyzing the
monthly progress data your team has submitted, you notice that one of your project team
members has spent half as much time working on a project activity than you had planned.
What should you do?"

A. Reward the team member for finishing the activity ahead of schedule
B. Investigate further to determine if there is a problem
C. Issue a corrective action as you obviously overestimated the activity duration
D. Do nothing now and wait for the next month's progress data.

11 "You are a project manager preparing materials to be used for a status report that
will be shared with senior management. The communications management plan indicates
that the status report should be sent to senior management on a weekly basis. Included in
the status report will be earned value graphs, forecasts, reserve burndown charts, defect
histograms, contract performance information, and risk summaries.
What type of reporting is being shared with senior management?

A. Work performance reports

B. Work performance data
C. Work performance information
D. Work performance status

12 "Due to confidentiality requirements, all of your project's communications are

uploaded to a secure intranet website where the information can be accessed by
stakeholders. However, during project execution, you had to spend a lot of time repeating
project information to the stakeholders as many of them complained that they are not
always up to date on the communications. You have discussed this issue with the project
sponsor who says the communication method cannot be changed.
What is the most likely reason behind the project sponsor's comment?"

A. The communication breakdown structure is flawed

B. The pull communication method is inadequate
C. The enterprise environmental factors are imposing a constraint
D. The contingent response strategies are lacking
13 While monitoring project work, the project manager notices an increase in actual
costs that have not been accounted for in the original budget. To understand whether a
change request to update the cost baseline should be submitted , the project manager
gathers raw observations and measurements of all of the costs that have been authorized ,
incurred , invoiced , and paid . What has the project manager gathered?

A. Planned value
B. Earned value
C. Work performance information
D. Work performance data

14 A project manager is leading an agile research and development project . The

project team is using a diagram , which breaks down the causes of an identified problem
into discrete branches to determine the main cause of the problem . Which diagram might
the project team be using in this situation ?

A. Pareto diagram
B. Matrix diagram
C. Tornado diagram
D. Why - why diagram
Task 2.10 Manage Changes
1 "On a project, two change requests were recently submitted for review and
approval. One change request was submitted to repair a defective system. The other change
request was submitted to modify the terms and conditions of a contract with one of the
suppliers. Both of the change requests have been reviewed and approved by the change
control board (CCB).
Which of the following processes is least likely to be performed as a result of the approved
change requests?"

A. Direct and Manage Project Work

B. Control Quality
C. Perform Integrated Change Control
D. Control Procurements

2 "A project manager has submitted a change request which was reviewed and
approved by the change control board (CCB). However, the committee chairperson
overrules the decision and denies the change request on the basis of its budget and
schedule impacts.
How can the project manager verify if the chairperson has this authority?"

A. Check the project team assignments

B. Review the responsibility assignment matrix
C. Research the work breakdown structure
D. Examine the change management plan

3 "After lengthy and thorough discussions, the change control board (CCB) rejects a
change request to update design despite the fact the project manager, who is also a
member of the CCB, supports the change. The stakeholder who submitted the change
request is unhappy with the decision and demands that the project manager updates the
design anyway.
How should the project manager respond?"

A. Instruct the designers to update the design

B. Re-communicate the decision of the CCB to the project stakeholder and state that
the decision is final
C. Tell the CCB they are making a big mistake and continue to support the stakeholder's
argument
D. Tell the stakeholder that they should present their case directly to the CCB
4 "An urgent change request to a product increment is submitted. The product owner
evaluates the change and, based on its high value to the customer, recommends that the
CCB approves the change. The change is approved, and the product owner prioritizes it for
the current iteration. However, when the team attempts to implement the change, the
product increment fails.
What should the product owner have done differently to avoid this situation?"

A. Developed a risk response plan for the potential failure

B. Consulted with the team about technical dependencies
C. Approved the change without consulting with the CCB
D. Consulted with the project manager on other constraints

5 "After the last sprint review, a stakeholder requests to add a feature to the product.
The scrum master overhears that the stakeholder is pushing their personal agenda and that
the feature will only benefit their department. Although the feature is not listed as scope
exclusion, the additional work would delay the project, defeating one of its main goals to
deliver fast.
What should the scrum master do?"

A. Approve the request since agile welcomes change, even late in development
B. Ask the product owner to review the request and render a decision
C. Reject the request since the stakeholder is pushing their personal agenda
D. Deny the request since the new feature will delay the project

6 A project manager submits a formal change request to the change control board
(CCB. After a month with no response, the project has fallen significantly behind schedule.
The project manager follows up and is shocked to team that the CCB approved the change
request several weeks ago What should have been done to avoid this mix-up?

A. The CCB should have communicated their decision to the project manager.
B. The CCB should have made their decision faster.
C. Nothing the project manager and the CCB acted as specified in the procedures.
D. The project manager should have been a member of the CCB.
7 You meet with your team to determine the life cycle for your project. After analyzing
the best way to define and manage requirements, develop deliverables, handle changes,
control risk and cost, and engage key stakeholders, the decision is made to select a hybrid
life cycle. With the project life cycle selected, how will the change be managed?

A. Constrained as much as possible

B. Incorporated at periodic intervals
C. Postponed until after project completion
D. Incorporated as often as necessary

8. A project manager is leading a project, which has experienced greater than

anticipated weather-related delays. To keep the project on schedule, the project
manager will need to access the contingency reserves allocated for this risk. What
should the project manager do next?

A. Submit a change request to access the contingency reserves

B. Escalate the issue to the key project stakeholders
C. Access the contingency reserves as needed to meet the project objectives
D. Send a request to the project management office (PMO)

9 "After a change request to expand the scope of the project has been submitted to
the change control board (CCB), the project manager is reassigned to another project. The
CCB approves the change and communicates the status of the change request to the newly
hired project manager.
What should the new project manager do first?"

A. Direct the project team to implement the change

B. Wait for further changes and implement them all together
C. Consult the change management plan
D. Update the lessons learned register

10 "Your company policy states that all projects must incorporate the use of a change
control board (CCB).
Where do you document the level of authority given to the CCB for your project?"

A. It should be captured in the change management plan

B. Document it in the configuration management plan
C. No need to document this information as it is already included in the company
policies
D. Consult with the project management office (PMO)
11 "A government-sponsored project uses both traditional and agile project
management approaches. From the beginning of the project, an agile coach has been
struggling to convince some of the stakeholders who are used to the traditional project
management approach to alter the way they react to changes to the project management
plan.
Which of the following should the agile coach explain to the stakeholders to appease them
when dealing with changes?"

A. Corrective action
B. Adaptive action
C. Preventive action
D. Defect repair

12 "A project manager has been experiencing unnecessary delays during project
execution in obtaining signatures from senior management due to an inadequate
notification process when a signature is required. Addressing the issue only requires a minor
update to the communications management plan.
What should the project manager do next?"

A. Update the cost baseline

B. Update the communications management plan
C. Submit a change request
D. Implement the proposed solution

13 "A project to build a radio tower is underway when the team determines that the
current transmitter only has a 75-mile range, which is 25 miles shorter than the required
100-miles range. The team requests that a more powerful transmitter be purchased. There
is pressure from stakeholders to maintain the current schedule, and the project manager
knows that going through the formal, lengthy change control process would cause
significant schedule delays.
What should the project manager do next?"

A. Purchase the required transmitter

B. Submit a change request
C. Re-do the equipment test
D. Crash the project schedule
14 "You are assigned to lead an agile project to develop a new software application. The
requirements are so vague that you don't even know where to start the project planning.
You realize that managing changes on the project will be the biggest challenge.
What is your best strategy to handle changes in this environment?"

A. Establish a rigorous change control process

B. Implement all and any changes as they arrive
C. Allow for changes, even late in development
D. Let the team decide on what changes to implement

15 As your project progresses, a team member suggests a minor modification to one of

the project deliverables , saying that the modification will improve the overall performance
of the final product . You believe that the modifications constitutes a minor change to the
project scope, schedule, and budget, and should be approved without going to the change
control board. What should you do next?

A. Approve the change request. As the project manager, you should use expert
judgment to decide what is best for the project.
B. Meet with the change control board members individually and try to persuade them
to approve the change request.
C. Submit the change request to the change control board and abide by their decision.
D. Review the change management plan and follow the established process for
processing change requests .

16 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
Task 2.11 Manage Procurement
1 A project sponsor creates a draft of the project charter and asks you to complete
its development and lead the project. What should you do next?

A. Gather information from stakeholders to document high-level details on the

project
B. Determine whether the expected outcomes of the project justify the required
investment
C. Create a document that describes how the project will be executed,
monitored, controlled, and closed
D. Develop a document that describes how and when the benefits of the project
will be delivered

2 A vendor has been contracted by a business to develop a marketing campaign for

their new product. Some of the contract items are fixed, such as warranties and
arbitrations, and are locked in a master services agreement (MSA). Others, such
as services rates and product descriptions, are subject to change. Which of the
following should the business use to secure contractual relationships with the
vendor for these subject-to-change items?

A. Work breakdown structure

B. Change control board
C. Cost-reimbursable contract
D. Schedule of services

3 "You are managing a construction project with several contractors involved and want
to finalize dates for painters to come on site. You do not recall the planned finish date for
the drywall installation, which will need to be completed before painting work can begin.
Where do you find the dates when the drywall contractor is planned to start and complete
their activities?"

A. Terms of reference
B. Resource breakdown structure
C. Project schedule
D. Requirements traceability matrix
4 "The project manager arranges a series of planning meetings with relevant
stakeholders to determine the type and quantity of materials and hardware needed to
complete the project. The meeting participants also discuss the required skill levels of each
team resource needed for the project and the effort required to complete each activity in
the work packages.
Which of the following documents is the least likely outcome of these planning meetings?"

A. Resource requirements
B. Project team assignments
C. Basis of estimates
D. Resource breakdown structure

5 "As part of the Conduct Procurements process, a project manager negotiates with a
potential seller to develop a software application. Unlike previous projects that were based
on stable requirements, the current project has volatile requirements subject to change on
a weekly basis. Therefore, the seller will be required to develop the application using agile
methods.
Under these circumstances, in what type of contract would be best for both parties to
enter?"

A. Fixed price, fixed scope

B. Fixed-price micro-deliverables
C. Not-to-exceed with fixed-fee
D. Fixed price with economic adjustments

6 "A business considers engaging with a vendor to develop project deliverables. While
most of the deliverables have well-defined requirements, some are still unclear and will be
discovered and elaborated as the project progresses.
Which of the following is best for the business to use to contract with the vendor?"

A. Vendor and contractor conference

B. Request for proposal (RFP)
C. Master services agreement (MSA)
D. Procurement management plan
7 "A request for proposal (RFP) which includes a procurement statement of work
(SOW) has been prepared and forwarded to three of the prospective sellers. You have just
received the last of the seller responses, and after reviewing all three responses, you see
there is a 100% difference between the lowest and highest estimates.
What should you do first?"

A. Select the seller with the highest estimate

B. Take the seller with the highest estimate to court
C. Select the seller with the lowest estimate
D. Review the procurement statement of work

8 "Three prospective vendors were selected and underwent high-level preliminary

technical evaluations. Vendor X scored slightly higher than vendors Y and Z. Nevertheless,
the top procurement manager in the company requests the project manager to select
vendor Y over vendor X due to past experience, reliability scores, and contract dealings.
These criteria were not included in the preliminary evaluations but specified in the
procurement management plan.
What is the project manager's best response?"

A. Follow the expert judgment of the procurement manager

B. Select vendor Z to avoid conflict of interest
C. Hold a bidder conference with vendors X and Y
D. Select vendor X based on technical criteria

9 An agile project manager has contracted with a vendor to develop some of the
deliverables required for the project . The vendor is also using an agile project management
approach to deliver their work . How should the progress of the vendor be assessed?

A. By reviewing the weekly progress reports from the vendor

B. By attending the vendor team's daily stand up meetings
C. By conducting procurement audits of the vendor's processes
D. By reviewing the released versions of the vendor's work
 10 A vendor has been contracted to develop a product using agile best practices . The
buyer wants to put a contract in place that would stipulate payment each time a new
product increment is successfully delivered and accepted . What is the best type of
contract to be used in this situation ?

A. Not - to - exceed with fixed - fee

B. Fixed scope with incremental delivery and payment
C. Fixed price , fixed scope
D. Incremental delivery with payment on incremental acceptance

11 To complete some of the project activities , the project manager supplements the
physical resources assigned to the project with those outside the control of the project team
but available from within the organization . What should the project manager do?

A. Share the resource usage reports with project stakeholders

B. Conduct an assumption and constraint analysis
C. Send the procurement statement work to prospective sellers
D. Update the enterprise environmental factors

12. You are managing a project for a customer with whom you have signed an
intellectual Property (IP) agreement requiring that the component design be unique.
When the vendor to whom you outsourced the design makes a delivery. You are
surprised to see that it is the same as one that the vendor had delivered to another
of your clients. You review your contract with the vendor and realize that it does not
include the uniqueness clause that would protect your customer's IP. Which of the
following actions should you take to resolve this situation?

A. Include the vendor in client meetings and make them realize the importance
of protecting intellectual property
B. Cancel the contract with the vendor and request monetary compensation for
the damage
C. Show the design to the customer to get approval before beginning the
manufacturing of the components
D. Use the contract change control system and request vendor to redesign the
component
E. Use the contracts can be amended at any time by mutual consent before
contract closure.
 13. A project manager has been asked to draft a charter for a project to develop GPS
applications for use in aircraft. However, the company's past projects have been in
the marine and automobile industries. What should the project manager do first to
determine the high-level requirements, boundaries, and key deliverables for the
project?

A. Find a consultant with extensive technical knowledge of the aviation industry

B. Develop rigorous quality metrics acceptable in the aviation industry
C. Start the process of acquiring tam members with the necessary experience
D. Begin the development of the project management plan

14. You are a project manager for an engineering services company, in the process of
bidding to work on a solar energy project for a utility company. What is the first
thing you should do to position your company as the best fit for the project?
A. Attend the bid conference to learn all you need to know about the utility
company's requirements.
B. Request an independent cost estimate to include in your seller response.
C. Look for the selection method in the procurement documents of the utility
company's bid package
D. Re-use a proposal that won selection by a telecommunications company.

15 "The project manager reviews the issue log at the end of each day. One issue she
recorded in the issue log stems from delays in the delivery of material from a contracted
supplier. The project manager suspects the procurement process is flawed.
What tool should the project manager use to determine if any adjustments to the
procurement process are required?"

A. Inspection
B. Audit
C. Independent estimate
D. Claims administration

16 "You are conducting the source selection analysis for a project that will procure
services from a vendor. Since the value of the procurement is relatively small, you have
decided that a full selection process does not make sense.
With three prospective vendors under consideration, what is the best course of action?"

A. Utilize a sole source for the procurement

B. Use a firm fixed price contract
C. Establish a qualifications only selection method
D. Conduct a bidder conference
17 "A vendor on your project missed an important deadline and has not been
responsive to quality issues. You want to terminate the contract for cause and find another
vendor to finish the work, but you learn that the vendor was paid in full upon delivery of the
materials to the job site.
What could have been done differently to prevent the vendor from getting paid
prematurely?"

A. Proceeding with claims administration

B. Using a prequalified seller list
C. The use of more appropriate contract terms
D. Using a more appropriate contract type

18 "A request for proposal (RFP) has been sent out to prospective sellers. The sellers'
responses came back with a much higher cost than expected. However, per company policy,
if the responses meet the specifications and the quality requirements, which the responses
do, the requested service must be selected from one of these sellers.
What is the best course of action for the project manager?"

A. Increase the quality standards

B. Update the cost baseline
C. Conduct a procurement audit
D. Resend the RFP

19 "During a procurement audit, it is discovered that a vendor's project team is

spending an inordinate amount of time using a group review technique which was not
stipulated in the contract, thus causing a delay to the project. A corrective action has been
taken to address the issue.
What should the project manager document in the lessons learned register regarding the
vendor?" "

A. A record indicating that the vendor should not be considered for future projects"
B. Recommendation to include the vendor for future projects
C. Effectiveness of corrective actions used to improve vendor's performance
D. Procurement information is not captured in lessons learned register
20 "Due to the lack of expertise, some agile project deliverables will need to be
outsourced to external vendors. The performing organization wants to ensure that the
selected vendor will use agile as their delivery method to produce the contracted
deliverables.
What is the best course of action for the project manager?"

a. In the source selection criteria, specify that the vendor must use agile as their
project management approach
b. Collocate the agile project team of the performing organization with the project
team of the to-be-selected vendor
c. Develop the deliverables in-house since this is always the best and cheapest
approach to run agile projects
d. Select the vendor based on the best technical approach and lowest cost and set up
agile training for the vendor

21 "A project has to procure goods and services from a seller. Most of the procurement
items are well-defined up front. However, the scope is subject to change and will be
elaborated as the project progresses.
Which of the following is best for the project manager to use to address the scope part of
the procurement while contracting with the seller?"

A. Master services agreement

B. Lightweight statement of work
C. Source selection analysis
D. Procurement management plan

22 A project has to purchase goods and services from a seller. Some aspects of the
procurement are well - defined up - front while others will be known only after initial
deliverables are validated and accepted . What contracting technique would work best for
this procurement ?

A. Multi - tiered structure

B. Cost plus award fee
C. Procurement audit
D. Request for quotation
23 After reviewing proposals for a large - scale product development project , vendors X
and Y are equally qualified to deliver both the hardware and software . The project manager
believes the hardware should be developed with a traditional project management
approach , but the software might be better suited to an agile framework . What is the best
course of action ?

A. Contract with vendor X for hardware , with vendor Y for software and use the
appropriate methodology for each
B. Contract with vendor X for both hardware and software and require an agile
framework for the entire project
C. Contract with vendor Y for both hardware and software and require a waterfall
approach for the entire project
D. Contract with either vendor X or vendor Y for both hardware and software and
utilize a master services agreement

24 You are leading a project in a small startup company with decentralized purchasing .
A supplier informs you that they have excess inventory that can be purchased at a reduced
price . You review the project's inventory needs and find that most of the excess inventory
offered by the supplier can be used for the project. What is your best course of action?

A. Refer the supplier to the project sponsor for procurement

B. Negotiate and sign a procurement contract with the supplier
C. Refer the supplier to the procurement department
D. Refer the supplier to the project management office ( PMO )

25 A project manager invited several vendors to a pre - bid conference . After a private
conversation with one of the vendors who had an inquiry about a new mandatory
government requirement, the project manager sent an email to the vendor to address the
question. The project manager realizes that the requirement should have been included in
the project scope baseline and the statement of work ( SOW ).What should the project
manager do in this situation ?

A. No further action is needed as the vendor's question have been addressed

B. Update the statement of work and the scope baseline , and communicate the
changes to all vendors
C. Update the statement of work and the scope baseline , and hold another pre - bid
conference
D. Update the SOW , submit a change request to update the scope baseline , and
communicate the changes to all vendors
Task 2.12 Manage Project Artifacts
1 "During a project, the project manager introduces a new column to the risk register.
This modification proves to be beneficial in monitoring project risks. The project manager
documents the best practice in the lessons learned register and plans to transfer this
information to the lessons learned repository.
What else might the project manager do to ensure this best practice is considered for future
projects?"

A. Add a note to the best practices log for future reference

B. Record the information in the issue log
C. Submit a change request to update the risk management plan
D. Update the organizational process assets

2 "During a project to develop a new robot, a previously identified risk is realized. The
risk response plan calls for a project team member specially trained in robotics to address
the problem, but the individual named in the response plan has left the project. You
reassign another project team member with the required training to address the issue.
Which project document should be updated first?"

A. The quality management plan

B. The risk response report
C. The lessons learned repository
D. The project team assignments

3 "A key stakeholder insists that the team extensively documents the software code in
a formal document. The product owner explains that while a certain amount of
documentation is necessary, the team members time is better spent developing the
software because it is what represents the most value to the customer.
Which of the following agile concepts does the product owner explain to the stakeholder?"

A. Fractionally assigned
B. Servant leadership
C. Barely sufficient
D. Pair programming
3 You are leading a project with some of the deliverables being developed using
Scrum while others produced using traditional methods . The project sponsor is
replaced midway into project execution . As part of your efforts to bring the new
sponsor up to speed, you tell them that the deliverables are produced in a hybrid
way. The sponsor requests a confirmation . What is the best course of action for
you to address the sponsor's request ?

A. Show the project life cycle description to the project sponsor

B. Tell the sponsor to talk to the project team so that they can explain how the
product is developed
C. Suggest reviewing the project charter together with the sponsor
D. Show to the sponsor the development approach specified in the project
management plant

4 A software development team implemented pair programming as a risk

response. In a subsequent risk review, it was determined to be highly effective in
catching programming errors and dramatically reducing the number of escaped
defects. As a result of the risk review meeting, what should the project manager
do first?

A. Submit a change request to update the risk management plan

B. Notify the project management office (PMO) of results from the risk review meeting
C. Capture the information in the lessons learned register
D. Update the lessons learned repository with the knowledge gained

5 A project manager is leading an agile software development project to create a

new inventory tracking system. During an iteration review meeting, the project
manager notices that the data entry screen has extra features, which were not
part of the initial design. What is the best course of action for the project
manager to find the contact information of the developer who added the
features?

A. Check with the human resources department

B. Consult the team management plan
C. Review the project team directory
D. Check the team register
 6 During project planning, a risk was identified that the vendor contracted to
supply materials for the project may not be able to meet the contractual
requirements. The response to this risk was to contract with a secondary vendor
at a higher cost, and contingency reserves were set aside for this risk. Eventually,
during project execution, the risk was realized, and the secondary vendor has
been contracted to provide the remainder of the needed material. What should
the project manager do first?

A. Perform the Conduct Procurements process

B. Update the risk register
C. Implement the agreed-upon risk response
D. Submit a change request to update the cost baseline

7 An agile leader wants to ensure that the team follows the Agile Manifesto value
of working software over comprehensive documentation. What should the agile
leader recommend to the team?

A. Create only those documents that are legally required

B. Apply refactoring to documentation after it has been created
C. Add must-have documentation user stories to the backlog
D. Develop only software without creating any documentation

8 During a procurement audit, it is discovered that a vendor's project team is spending

an inordinate amount of time using a group review technique which was not stipulated in
the contract, thus causing a delay to the project. A corrective action has been taken to
address the issue.
What should the project manager document in the lessons learned register regarding the
vendor?

A. A record indicating that the vendor should not be considered for future projects
B. Recommendation to include the vendor for future projects
C. Effectiveness of corrective actions used to improve vendor's performance
D. Procurement information is not captured in lessons learned register

9 As a new project manager, you have just been assigned to a project and asked by the
project sponsor to create a draft of the project charter. The company has a project
management office (PMO), which is best described as supportive.
Unsure of the format the project charter should take, what should you do first?"

A. Since every project is unique, you should create the project charter from scratch
B. Download a project charter template from the Internet
C. Ask the PMO to prepare the project charter
D. Check the organizational process assets (OPAS)
 10 A project manager is leading a meeting with key stakeholders to update them on the
progress of the project as well as address any questions or concerns of the
stakeholders. In order to capture relevant information from the meeting, the project
manager assigns a project team member to be the meeting scribe. The meeting is a
success with enthusiastic participation among the stakeholders.
With the meeting concluded, what should be done with the meeting minutes?"

A. Captured in the meeting minutes register

B. Added to the communications management plan
C. Recorded in the lessons learned register
D. Documented in the organizational process assets

11 A small company is occupying one floor in an office building. A new senior manager
has been assigned to oversee several projects. The manager contacts an agile project leader
and asks for a monthly report that summarizes the project status and the projected finish
date.
How should the project leader respond to this request?"

A. Provide the senior manager with a detailed monthly project status report
B. Suggest that the senior manager periodically attend the daily standups
C. Monthly, demonstrate the product increment to the senior manager
D. Invite the senior manager once a month to review the information radiators

12 A product development project is underway. The project is using an agile lifecycle for
software development and is operating within an overarching project management plan.
Despite careful planning, after two software versions have been released, the user's guide
was not updated to reflect the latest release, causing a great deal of confusion for end-
users.
What should the project manager do to ensure this problem does not recur?"

A. Submit a change request to modify the user's guide in a way that the guide will be
consistent with the current software release
B. Revert back to the last version of the software where the user's guide was consistent
with the software released to the users
C. Ask the CCB to perform a configuration audit to ensure that the composition of the
project's configuration items is correct
D. Ignore the issue since, according to the Agile Manifesto, teams value working
software over comprehensive documentation
 13. The PMBOK® Guide defines project charter as a document that "formally authorizes
the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities."

A. Must follow the PMBOK® Guide processes

B. Not follow the PMBOK Guide processes
C. is not required because Agile is paperless
D. Does not necessarily require a formal document

14. A project team will work in a noisy environment requiring hearing protection . To
communicate in this type of environment, your employer has a mandatory
proprietary instant messaging mobile phone application that will be installed on the
phone of every project team member for the duration of the project. The
requirement to install this messaging application is an example of which of the
following ?

A. Pull communication
B. Push communication
C. Enterprise environmental factors
D. Communication model

15. While performing monitoring and controlling activities , the project manager
discovers inconsistencies between the project management plan and the project's
actual performance. She now needs to determine corrective actions to minimize the
impact of the inconsistencies on the project. In what project document would she
have documented the inconsistencies and would look at to review them ?

A. Quality report
B. Change log
C. Assumption log
D. Issue log

16. To ensure that lessons learned are captured and documented throughout the
project life cycle , the project manager creates the lessons learned register . What
project management process is being performed ?

A. Direct and Manage Project Work

B. Monitor and Control Project Work
C. Manage Project Knowledge
D. Create Lessons Learned

Task 2.13 Determine Project approach

1 "The project requires frequent input from the senior management team. Some of
the past projects succeeded to engage the team, however, most failed as senior
management is notorious throughout the organization of responding slowly and not
attending meetings.
What is the best strategy for the stakeholder engagement plan of the current project?"

A. Patiently wait until management indicates that they are available to provide their
input
B. Schedule regular, short update meetings at a constant time and convenient location
C. Review lessons learned from other projects involving the management stakeholders
D. Require one senior management representative to attend meetings or the project
will be halted

2 "You are assigned to a software development project. The product requirements are
not clearly defined upfront. Therefore, it has been decided to develop the product using an
agile framework. Other aspects of the project will be managed using the traditional
waterfall project management approach.
Which of the following might you spend less time developing and/or implementing for this
project?"
A. The project charter
B. The issue log
C. The change management plan
D. The Validate Scope process

3 "The product developed by the project team is plagued by defects. At every sprint
review, the product owner rejects multiple user stories.
How should the project leader address this issue?"

A. Recommend that the team writes automated tests before developing software code
B. Include a user story in each sprint to fix the bugs from the previous sprint
C. Advise the product owner that the defects will be addressed at the end of the
project
D. Include the issue as an agenda topic for the project retrospective

4 "A new project will require extensive stakeholder involvement and is expected to
produce its first deliverable as soon as one month after getting the green light to proceed.
The deliverable is anticipated to have a high degree of innovation. The performing
organization operates in an industry that has considerable regulatory oversight.
What development approach should the project manager recommend for this project?"

A. Adaptive
B. Predictive
C. Hybrid
D. Innovative
5 "When estimating resources for your project, you have determined that the
company does not have enough developers to complete the required work. You can either
hire additional developers as permanent employees or bring temporary contractors. The
make-or-buy analysis resulted in a return on investment (ROI) of 25% if the project work is
completed by adding permanent employees and an ROI of 20% if you bring in contractors.
You decide to bring in the contractors.
Which of the following was the most likely reason for this decision?"

A. To avoid expanding permanent employment obligations

B. To reduce the project costs by using less expensive contractors
C. To protect confidential information and intellectual property
D. To complete the project faster by shortening its duration by 5%

6 "A current project is much larger in size and complexity compared to the previous
projects that the project manager has managed. To save time and effort, the project
manager uses the risk management plan and risk register from a historical project as a
template. During project execution, several unexpected high-impact risks were realized,
which derailed the project and caused its termination before completion.
What most likely caused the project to be terminated?"

A. Using templates to create the risk management plan and risk register
B. Failing to implement the agreed-upon risk responses
C. Lack of tailoring of the risk management plan and risk register
D. Propinquity was too high during project planning

7 A company charters a project to redesign a process used 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 Question answered incorrectly
8 You are leading a project to build single residential houses. The houses will be
powered by solar energy. The requirements are very clear, and the project is one
of many you have managed in the past. However, due to a technological advance
in solar panels, the client requested that you install the latest panels available on
the market. What project management approach is best for you to select for this
project?

A. Predominantly agile with some predictive components

B. Predictive during planning and agile during execution
C. Agile during planning and predictive during execution
D. Predominantly predictive with some agile components

9 A project manager is leading a project with high levels of uncertainty and

unpredictability. As a result, the project manager has spent an inordinate
amount of time dealing with a large volume of change requests, which have put
the project significantly behind schedule. What could the project manager have
done differently to control the schedule better?

A. Used iterative scheduling with a backlog

B. Authorized a change control board (CCB)
C. Applied a waterfall framework to the project
D. Further decomposed of the WBS before the start of the project

10 A project manager has been assigned to a project and requested to review its
charter. The charter emphasizes that the project will need to succeed within an
environment of frequently changing conditions. As the project manager meets
with the sponsor to provide comments, the sponsor asks for the project
manager's recommendation on approaching this project. What should the
project manager recommend?

A. Limit change requests after the first iteration is complete

B. Adopt any relevant agile practices that enhance adaptability
C. Ensure that all team members are l-shaped specialists
D. Enhance resiliency by developing a comprehensive risk register

11 You are an executive in a large organization that considers a gradual transition

from a predictive to the agile project management approach. You hire an
external consulting company to evaluate the current practices and propose the
best way for the transition. After observing your organization for several months,
the consultant lays out several options. Which option would you select?

A. Increasing the level of detail during the initial project planning

B. Incorporating standup meetings into the daily routine of the project teams
C. Sharing project progress with as many stakeholders as possible
D. Assigning tasks to the project team members based on their experience
12 An agile team is about to start a new project. Due to the high variability of the
workload, the team needs greater flexibility to focus on continuous delivery
rather than being bound by timeboxes. What is the project leader's best course
of action?

A. Adhere to the scrum's ceremonies and best practices

B. Select the Kanban method to manage the team workflow
C. Develop the performance measurement baseline
D. Request that the smallest user stories be developed first

13 At a virtual meeting with all company employees, executive management states

that the organization will be agile from now on. A year later, an agile coach hired
to evaluate the results finds that the organizational structure has many levels, a
rigid reporting structure, and excessive bureaucracy. The agile coach submits a
report indicating that the transition failed. What was the most likely reason for
the failure?

A. The mindset of the executive level has not shifted.

B. Too much empowerment has been given to the teams
C. Stakeholders were involved too early in the projects.
D. Frequent product demos distracted the teams from creating value.

14 A project has been subjected to setbacks caused by various internal and external
factors. As a result, some of the incomplete user stories from the previous sprints
had to be reassigned to the next ones. The team members are frustrated and
unsure of their ability to meet the project goals. What should the project leader
recommend to the team members to enhance their adaptability and resiliency
and improve project performance?

A. Organize periodic team-building events to reduce team member's frustration

B. Identify critical path activities and focus on their timely completion
C. Regularly inspect and adapt work process and exploit improvement
opportunities
D. Ensure the project does not deviate from the initially prioritized backlog
15 A project has uncertain requirements that will evolve as the project unfolds.
Project funding is also unclear since the organization does not want to invest
money in a poorly-defined product. Regardless, even with such a high degree of
uncertainty, the project team has been required to deliver the first working
product increment in two weeks. What development approach should the
project manager recommend for this project?

A. Predictive
B. Hybrid
C. Uncertain
D. Adaptive

16 A project manager has been requested to assist the sponsor with the
development of the project charter. What would be the most appropriate next
step for the project manager?

A. Develop the project management plan

B. Assess external and internal influences that may impact project strategy
C. Wait for the project charter to be completed and approved
D. Hold a bidder conference to select the most qualified vendor for the project

17 To mitigate recent labor issues and reduce their risk in the future, senior
executives are considering alternatives for automating production. One
executive is not in favor of using automation at all; a second executive suggests
adding some basic automation, and yet another one is in favor of automating the
entire production line. Which of the following is the least likely option to be
included in the business case?

A. Do nothing
B. Do more than the minimum work possible to address the problem
C. Do the minimum work possible to address the problem
D. Do less than the minimum work possible to address the problem
18 As the project approaches its completion and the acceptance process begins, the
customer expresses their frustration saying that the project did not
accommodate quickly changing requirements that were essential to meet market
demand. The project manager states that these rapid changes slowed the project
down and wreaked havoc on the schedule. What has the project manager most
likely done wrong?

A. Allowed too many changes instead of being strict on change

B. The project manager did nothing wrong and managed the project as planned.
C. Selected the wrong development life cycle for the project
D. Allowed the project to start when the customer did not know what was
needed

19 You meet with your team to determine the life cycle for your project. After
analyzing the best way to define and manage requirements , develop
deliverables , handle changes , control risk and cost , and engage key
stakeholders , the decision is made to select a hybrid life cycle . With the project
life cycle selected , how will the requirements be managed on your project ?
A. Defined during the transition to the customer
B. Elaborated at periodic intervals during delivery
C. Defined up - front before development begins
D. Elaborated as often as needed during delivery

20 You are leading an off - grid housing construction project . Each of the ten
homes in the development will have solar shingles to generate energy and a
novel energy storage system. The performing organization is highly experienced
with traditional construction methods, but this is their first project to incorporate
energy generation and storage. How might you best support continuous
improvement efforts throughout the project?

A. Construct the homes sequentially using a predictive model and hold a

retrospective after the completion of each home
B. Review the lessons learned repository during project planning and apply the
knowledge gained during project execution
C. Build all of the homes concurrently using a predictive approach and update
the lessons learned register continuously
D. Utilize an incremental project management approach for the development of
the homes and hold a project retrospective
21 First , a project manager assisted with the development of the project charter
which has been approved. Second , he completed the development of the
stakeholder register . What should the project manager do next?

A. Submit a change request to update any project documents with information

gathered during the Identify Stakeholders process
B. Update the communications management plan to include the communication
requirements of stakeholders identified in the newly developed stakeholder
register
C. Update the stakeholder engagement plan with any pertinent information
uncovered during the Identify Stakeholders process
D. Establish the scope of the project , refine the objectives , and define the
course of action required to attain the objectives that the project was
undertaken to achieve

22 You are leading a software development project for a client . The change control
board (CCB) has been inundated with change requests from the client
throughout the project as the product has evolved. This situation drives the
team crazy and makes controlling the project scope extremely challenging and
time - consuming . Which of the following tailoring considerations might you
have missed earlier in the project ?

A. Diversity
B. Stability of requirements
C. Physical location
D. Validation and control
Task 2.14 Governance Structure
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

2 The project manager has gained the support of senior management who has
committed to providing the necessary funding to design and develop a prototype
for a new initiative. The project manager is working on creating the project
charter and needs someone to serve as the project sponsor. Which of the
following best meets the needs of the project manager?

A. Project manager
B. Project management office (PMO)
C. Any project team member
D. Any person external to the project

3 Your project is running behind schedule because some of the project team
members have been reassigned by their functional managers to other projects.
Who would be the best person to help you resolve this issue?

A. The customer for whom the project is performed

B. The project sponsor
C. The director of the human resources department
D. The project management office
4 "During a daily standup meeting, the project team raises a risk that was not
identified earlier in project planning. The team discusses the risk with the project manager,
who realizes that a potential response to the risk is beyond his authority. The risk
management plan does not provide any guidance on how this type of risk should be
managed.
What is the project manager's best strategy to deal with this risk?"

A. Capture the risk in the project risk register and develop the appropriate risk response
B. Conduct a risk-based spike at the beginning of the next iteration to find a potential
solution
C. Perform a risk review to research, analyze, and apply any identified mitigation
strategies
D. Adopt risk escalation as a response strategy so that the risk can be appropriately
managed

5 During project execution , the new state - of - the - art technology that is used on
the project to produce the deliverables is unstable , which puts the whole project
at risk of failure . Your sponsor is on vacation and cannot be reached . To get
immediate attention to the issue, you want to know what is the escalation
procedure. What should you do next?

A. Consult the communications management plan

B. Consult the risk register
C. Consult the stakeholder engagement plan
D. Submit a change request to replace the technology

6 As the project manager , you are in the process of developing a draft of a

document that authorizes a new software development project. You have
reviewed the agreements and both business documents. What else should be
done as part of this process ?

A. Identify stakeholders and prepare the stakeholder register

B. Study the governance functions and processes to provide guidance and
decision making
C. Update the business documents to correct any errors
D. Review the benefits management plan
Task 2.15 Manage Project Issues
1 "When reviewing the issue log, the project manager finds a new entry indicating that
additional fencing is needed to address ground security risks on the project. After reviewing
the risk register, she finds ground security among the risks identified during project
planning. She wants to address the risk but is not sure if the project has enough funds to
cover it.
Which data analysis technique can be used to make this determination?"

A. Technical performance analysis

B. Reserve analysis
C. Contingency analysis
D. Risk audit

2 "During an iteration, a member of an agile team pulls the work item from the top of
the iteration backlog. The work item describes a feature to be developed next. As the team
member reads the description, she realizes that the information is insufficient to develop
the feature. The team member approaches the scrum master for advice.
What should the scrum master recommend?"

A. Develop the feature based on the available information

B. Perform an architectural spike
C. Return the item to the backlog and select another one
D. Consult with the product owner

3 "During an iteration planning meeting , an agile team is having difficulty estimating

the work required to develop the product increment because the approach selected to
develop the increment involves new technology , with which the team is unfamiliar. The
use of this technology also represents a potential risk to the entire project if the approach
fails. What should the team do to determine the impact of using the new technology?
"

A. Perform an interruption
B. Swarm on the technology
C. Conduct spike
D. Run exploratory testing
4 "A product owner approaches the agile team lead with concerns of slow team's
progress during the last few sprints. The product owner suspects that judging by the tired
looks and low energy in recent stand-up meetings, the team members are burnt out. What
is the best course of action for the team lead to take in this situation?

A. Ask the product owner to resolve the issue

B. Bring the issue up with the team to discuss
C. Take the team on a fun day to help recharge
D. Brainstorm the issue with the HR manager

5. You are conducting a meeting to update key stakeholders on the progress of your
current project. One of the key stakeholders states that the project no longer makes
any business sense and should be terminated. What should you do first?
A. Update the issue log
B. Escalate the issue to the project sponsor
C. Terminate the project
D. Hold a meeting with the stakeholder

6 "A project to renovate an old office building is underway when asbestos insulation is
discovered covering some of the plumbing pipes. Given the age of the building, the
possibility of finding asbestos was a known risk. The risk response calls for contracting with a
remediation company specializing in asbestos removal. After the remediation company
completes their work, the project team is unpleasantly surprised to discover corrosion
among some of the plumbing pipes.
What should the project manager do first?"

A. Request the remediation company make the repairs since the corrosion was
detected during their work
B. Capture the information in the issue log and assign a responsible party to ensure the
issue is tracked and resolved
C. Document to the risk register corrosion as a secondary or residual risk and
implement the agreed-upon risk response plan
D. Update the lessons learned register to ensure that risk planning for similar future
projects should be performed more thoroughly
7 "A project to develop visualizations of the safety and efficacy of a new drug is
underway. Scrum has been selected as the development approach. Midway into the third
sprint, a project team member finds that the data provided is missing a mandatory
parameter. The risk of getting incomplete data was identified and recorded in the risk
register earlier, during project planning.
When would be the most appropriate approach to surface this problem?"
A. The problem should be included as a topic for discussion at the next sprint
retrospective.
B. The team member should raise the issue as an impediment during the daily scrum
meeting.
C. The product increment with the missing parameter should be demonstrated at the
sprint review.
D. The realized risk should trigger and be addressed by the Plan Risk Responses process.

8 "The project management plan calls for the use of daily standup meetings. During
the meetings, impediments are surfaced by the team members, but follow up has been
inconsistent. The situation worsens with each passing day as the impediments are
accumulated, causing schedule delays and even risking the schedule baseline.
What is the best course of action for the project manager?"

A. Record the impediments in the issue log where they can be assigned and tracked to
resolution
B. Resolve the impediments during the daily standup meetings to avoid any further
schedule delays
C. Document the impediments and their planned responses in the project management
plan
D. Discuss the impediments at the retrospectives and have the team collaborate to
resolve them

9 Midway into an iteration , an agile team faces a minor technical issue . One of the
team members recalls that the agile coach is an expert in the field from her past experience
as a senior developer. The team requests that the coach help resolve the issue. What
should the agile coach do first ?

A. Let the team resolve the issue

B. Help the team resolve the issue
C. Resolve the issue for the team
D. Consult with the product owner
10 During project execution of a high priority project , a previously identified risk is
realized . The project manager sends an email to the risk owner and receives an automated
response indicating that this individual will be out of the country on vacation for the next
two weeks. The risk owner did not disclose a backup contact to use during the interim .
What should the project manager do first?

A. Capture the problem in the issue resolution register

B. Update the communications management plan
C. Submit a change request
D. Record the information in the issue log

11 A project manager is reviewing a document where information about problems

impacting project performance is recorded and monitored. According to the document , a
new problem that was logged yesterday by a project team member indicates that delays
have just exceeded the established schedule variance threshold and corrective action is
required . No additional details about the new problem are provided in the document.
What should the project manager do immediately?

A. Assign a responsible party to follow up on the problem

B. Record the disposition of the change request
C. Send the project progress report to the stakeholders
D. Update the lessons learned register
Task 2.16 Knowledge Transfer
1 A project has just been approved and formally chartered. What is one of the first
things the assigned project manager should do?

A. Start the development of the project management plan

B. Acquire the resources necessary to perform the project work
C. Inform stakeholders of the approved project charter
D. Perform a project assessment based on available information

2 "A company runs dozens of various projects covering a wide range of technical areas
in multiple countries. The company loses track of who has worked on various projects and
might have highly specialized knowledge that can be used in other projects.
Which of the following would address this issue?"

A. A multi-media conferencing system

B. A common change control process managed by an appointed CCB
C. Monthly face-to-face meetings
D. A centralized person responsible for knowledge management

3 "A project is re - roofing five houses in a staggered timeline using different teams .
Each team properly documented all the issues and solutions . The first two houses are
complete . Both experienced problems with the installation of the flashing , which required
rework . Now , the project manager sees the same issue for the third house , which is
delaying the project . What might be going wrong?
A. The customer is causing scope creep.
B. The rental company defined their requirements wrong .
C. The project teams are not reviewing the project documentation .
D. The scope management plan needs to be correct to reflect the right flashing.

4 A project has just been formally authorized, and the project manager is currently
identifying stakeholders What should the project manager do to find information
on the responsibilities of key project stakeholders?

A. Check the stakeholder engagement plan

B. Meet with the stakeholders
C. Consult with the project sponsor
D. Review the project charter
 5 You have replaced a project manager midway through project execution. You
discover that although financial project reports that include CPI and SPI are
prepared weekly, the financial database repository has never been updated.
Which tailoring consideration did your predecessor most likely miss earlier in the
project?

A. Project complexity
B. Cost management plan
C. Earned value management
D. Knowledge management

6 "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

7 "A project manager has resigned from her position right after the execution
processes of the project she managed have been completed. You have been asked to close
the project. You want to find project closure guidelines that establish the protocols for the
transfer of ownership and knowledge.
Where would you find this information?"

A. Enterprise environmental factors (EEFs)

B. Project closure register (PCR)
C. Organizational process assets (OPAs)
D. The project charter
8 "You work as a project manager for an organization that has a directive type of
project management office (PMO). The PMO requires you to document relevant information
in the lessons learned register.
What is the main purpose of preparing this documentation?"

A. To enable the ongoing improvement of products, services, and processes

B. To capture issues and risks and document how they were handled
C. To ensure quality policies and procedures are implemented on the project
D. To satisfy the requirements of the project management office (PMO)

9 "You have just been hired by a decades-old construction company to lead a custom
home construction project. The project has been plagued by thefts occurring at night. You
have read the project management plan and all project documents, none of which
addresses the theft issue.
What should you do next?"

A. Set up motion-sensing cameras throughout the subdivision

B. Hire a nighttime security guard
C. Review the organizational process assets
D. Check the lessons learned register

10 "To gather and document lessons that are learned throughout the project, the
project manager facilitates retrospectives at the end of each iteration, as specified by the
project management plan. However, the first two retrospectives have not been productive
as the development team was in the storming stage of team development.
What is the best course of action for the project manager?"

A. Perform the Develop Team process and guide the team to advance to the forming
stage of team development
B. Submit a change request to remove the requirement for iteration retrospectives
since these meetings are not productive
C. Postpone retrospective meetings until the development team is in the performing
stage of team development
D. Work with the team to establish an atmosphere of trust so that the team members
are motivated to share their knowledge
11 You are leading a project with two dispersed development teams. One team is using
traditional waterfall methods, and the other is using XP for product development.
Budgetary constraints prevent any of the team members from being colocated. What
should you prioritize for team collaboration ?

A. Documenting collaboration requirements of the XP team in the communications

management plan
B. Setting up remote pairing for the XP team and providing video conferencing
capabilities for both teams
C. Allocating dedicated portions of the offices to support the caves and common
practice for both teams
D. No specific considerations are required as both teams can learn to collaborate as
they do their job

12 A project manager is explaining the roles and responsibilities for the quality
assurance process with the project team . Who will play a role in this process ?

A. The project manager , project team , and management of the performing

organization
B. The project sponsor along with the project manager and project team
C. The project manager along with the project team
D. The project manager , project team , project sponsor , management of the
performing organization , and the customer
Task 2.17 Manage Project Closure
1 "During project initiation, the project manager realizes that due to the resource
requirements of other higher priority projects, some resources may not be available for the
current project. If this happens, the project may fail. The project manager wants to ensure
that this risk is known to key project stakeholders as one of the conditions to terminate the
project.
What should the project manager do?"

A. Issue a risk report

B. Terminate the project
C. Establish the project exit criteria
D. Develop a resource management plan

2 "You are performing activities necessary to close out the second phase of a multi-
phase project. The project documents of this phase indicate that the planned risk responses
to several of the realized risks were found to be ineffective.
What should you do next before moving to the next phase of your project?"

A. Increase the management reserves allocated to the third phase

B. Update the risk management plan for the third phase
C. Submit a change request to update the lessons learned register
D. Transfer the knowledge gained to the lessons learned repository

3 "You are working with your project team to obtain administrative closure of a
project. The project was performed exclusively with internal resources provided by the
functional leaders.
Which of the following is most likely to be the last action taken in this scenario?"

A. Conducting a survey to measure stakeholder satisfaction

B. Finalizing open claims
C. Transferring the final product to operations
D. Releasing the project team
4 Your company's project management office maintains checklists and forms for
project management activities which are stored in the corporate digital database and
organized in folders with the following labels: verified deliverables, project exit criteria,
close procurements, administrative closure. You need guidelines on how to transfer
ownership of the final output of your project to the operations team. Which folder will help
you the most?

A. Verified deliverables
B. Project exit criteria
C. Closed procurements
D. Administrative closure

5 You were informed that one of your project team members falsified the
certifications on her resume. You verified the information as accurate and want to
terminate the team member's employment. What should you do first?

A. Reprimand the employee in front of the team

B. Share your findings with the informant
C. Immediately terminate the employee for cause
D. Review the enterprise environmental factors

6 A project to redesign a website has gone through several rounds of usability

testing with customers and has finally received formal acceptance of the
deliverables. To close out the project, the project manager gathers the key
stakeholders in a room to demonstrate the website before it goes live. What is
the project manager seeking to gain from this demonstration?

A. Quality inspection of the redesign deliverables

B. Obtaining formal acceptance of project deliverables from stakeholders
C. Feedback for design improvements
D. Confirmation that the product scope and deliverables were achieved

7 A project manager has just received formal acceptance and final payment from a
client for a software development project. The project manager needs to begin
preparing the final project report. Which of the following will be most useful in
creating the final report?

A. Stakeholder register
B. Communications management plan
C. Project charter
D. Closing report register
8 "You are developing baselines for a multi-phase project to install smart wireless
meters for a local electric utility company. The first phase will prepare infrastructure, second
will install the meters, and third will upload the software. However, due to the opposition of
anti-wireless-technology groups, it's unclear if the project will be completed all across the
planned region.
What is your best course of action to increase the chances of delivering value in case the
project closes prematurely?"

A. Request that the local government provide the necessary security measures for the
project team members to protect them from the potential confrontation with the
anti-wireless technology groups
B. Get approval from the sponsor to offer bonuses to those who agree to work extra
time to complete the work as fast as possible even if this involves working in shifts
during nights and weekends
C. Suggest switching the project from a multi-phase to one-phase approach and
complete infrastructure preparation, meters' installation, and software upload in
short iterations one neighborhood at a time
D. Recommend project termination since under the circumstances described in the
scenario there is no way to complete the project on time, scope and budget, and
deliver any value to the customer"

9 "Due to funding related issues a few months ago, your company was forced to
terminate some of its projects. Since then, one of the projects has been re-initiated, and you
have been assigned to manage it. You want to find out the exact reasons for the termination
of the project.
Which of the following should you review to obtain this information?"

A. Project documents
B. Final product, service, or result
C. Lesson learned repository
D. Project or phase closure documents

10 "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

11 "An agile coach facilitates a meeting with the team to reflect and adapt on the
iteration the team has just completed. The coach and the team members set the stage for
the discussion, create a shared picture of what happened during the iteration, evaluate the
data generated in the previous step, and decide what to do about the problems identified
during the discussion.
What should be the next step in this meeting?"

A. Implement the decisions

B. Close the meeting
C. Demonstrate the product
D. Dismiss the participants

12 "You are in the process of finalizing all activities for your project. As part of this
process, you are preparing the final project report which includes a summary of the project
performance.
Once the final report is complete, what should you do next?"

A. Release the project team to start the next project

B. Share the report according to the communications management plan
C. Analyze how the final product of the project achieved the business needs identified
in the business plan
D. Capture any risks or issues encountered during the project and how they were
addressed

13 You are managing a project that is nearing its end. You have been reviewing the
project management plan to ensure that all the project work is completed and that the
project has met its objectives . The next thing you need to do before moving on to the next
project is to complete the administrative closure of the project. Which of the following
activities will not be performed as part of this process ?

A. Closing seller contracts

B. Handing over the project deliverables to operations
C. Transferring the knowledge gained to the lessons learned repository
D. Measuring stakeholder satisfaction
14 A client completed a walkthrough of the deliverables and formally accepted the
work. The next day , the project manager returns to the project site to pick up company
equipment and make arrangements for final payment . What should the project manager
do when meeting the client as part of project closure ?

A. Confirm the final acceptance of the deliverable

B. Settle procurement claims
C. Validate the scope objectives have been met
D. Ensure quality assurance was performed

15 A project manager and team are in the process of finalizing all project activities.
They have obtained final acceptance and transferred ownership of deliverables, obtained
administrative closure, collated lessons learned, archived all project documents, and
obtained feedback from relevant stakeholders. Finally, the project manager and team have
been released and reassigned to other assignments. Based on the information provided,
what might have been forgotten?

A. Reviewing project requirements

B. Verifying project deliverables
C. Sharing the final project report
D. Conducting benefit analysis
 Process Domain Answers
Q. No. 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9
1 A A C C D D C C B
2 B C B A B C B D D
3 A D B A B C B B D
4 A D D A A B B A A
5 C D A A D A B C D
6 A A C B B B A D B
7 A A A B B B D A D
8 A D A D D B C A B
9 B D D D A C B B D
10 D A C C A A D D B
11 A C A A D B A A
12 C B C D D C A C
13 B C A B C A B D
14 D D B A C C A D
15 A D B C B D B
16 B C C C C B
17 C D D C D A
18 C A B B D A
19 C B C A D
20 A C B D
21 C A
22 A A
23 D B
24 B B
25 A
26 A
27 C
28 C
29 A
30 B
31 C
32 D
 Process Domain Answers
Q. no. 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17
1 C A D C D B C C
2 D D D C B D D D
3 B C C A B C C D
4 B B D C D B D D
5 B B C A A A D D
6 A C C C B B C D
7 B D B A B C C
8 C A C D A A C
9 C D C A A C D
10 A D D B D D A
11 B D D B A B B
12 C D D B D B
13 B A C A A
14 C C D C A
15 D B C D C
16 D C D B
17 C C D
18 B C
19 C B
20 A A
21 B D
22 A B
23 D
24 B
25 D
Process Domain Answers and Explanation
Task 2.1 Delivery urgency

1. The performance measurement baseline has been approved, and project execution
has begun. According to the project management plan, the scope should be
incrementally developed by the team over the course of 12 iterations that are
planned to be completed in 6 months. What should the project manager do to
determine if any changes to the project scope, schedule, or execution processes are
necessary as the project progresses?"

A. Conduct iteration review and iteration retrospective meetings

B. Request that the team report project status during daily standups
C. Submit a change request at the beginning of each iteration
D. Conduct individual and team assessments at the end of each iteration

A The performance measurement baseline is an integrated scope-schedule-cost plan

for the project work against which project execution is compared to measure and manage
performance. This baseline is widely used on traditional projects. The scenario, however, is
talking about work to be completed incrementally using iterations. This approach is typical
of agile methods. Therefore, it can be assumed that the project, as a whole, is managed
using the hybrid project management approach. Each iteration is a short, fixed time period
to undertake work followed by a demonstration of functionality or design. Based on the
demonstration, relevant stakeholders and the team hold a retrospective review.
Demonstrations and reviews help check progress against the plan (e.g., performance
measurement baseline) and determine if any changes to the project scope, schedule, or
execution processes are necessary, which is exactly what the question asks.

2. A project management plan specifies that the deliverables will be developed

iteratively, but the reporting to the stakeholders will be done using predictive tools
and techniques. As project execution begins, the project manager collects trends
about velocity, costs, and quality per each iteration. Then the project manager sums
up the data and extrapolates it at a project level. What is the project manager likely
trying to accomplish?"

A. Collecting stakeholder requirements

B. Tracking project performance
C. Controlling the quality of deliverables
D. Documenting lessons learned

B The scenario describes a hybrid project, in which deliverables are produced using
agile practices (iteratively), while the project status and progress are reported to
stakeholders using the predictive project management approach. To track and report the
project status using traditional tools and techniques while the work is undertaken via
iterations, the work performance data should first be collected at an iteration level. For
example, team velocity (development speed), actual costs, defect rates, team capacity, etc.
can be measured at the end of each iteration and then compiled to understand the trends in
project performance. These trends, in turn, can then be summed up and extrapolated to
monitor and track. The overall project performance and estimate completion projection,
making tracking project performance the best answer to the question asked.

3. A company is about to undertake a project that will use new technology. It is

expected that the customer will request a very large number of changes throughout
the entire project life cycle. The project sponsor indicated that delivering
incremental value to the customer frequently while maintaining the cost baseline
under control is of the utmost importance for the project. Which of the following
would help the most in addressing the frequent changes?"

A. Time-boxing
B. Integrated change control
C. Risk register
D. Quality control measurements

A "With the new technology used on the project, many changes anticipated from the
customer, keeping the cost baseline under control, and the need to deliver incremental
value frequently, selecting the right project management approach is essential. Such a
project environment is best addressed using the combination of agile and predictive
methodologies. As far as project scheduling is concerned, applying iterative schedule with a
backlog to develop the product is a common agile practice. The requirements are
documented in user stories that are then prioritized and refined just prior to their
development, and the product features are built using time-boxed periods of work, typically
called iterations. This approach is often used to frequently deliver incremental value to the
customer, which is what was required by the project sponsor in the question. Adaptive
methodologies are better suited to projects with frequently changing project requirements,
such as in the scenario described. When using an adaptive life cycle, the time-boxed periods
for releases, waves, and iterations are specified. Time-boxed periods are durations during
which the team works steadily toward the completion of a goal. Therefore, of the choices
provided, using time-boxing to address frequent changes and delivering value to the
customer would help the most, making time-boxing the best answer to the question asked.
Note, agile projects typically have a fixed budget. Therefore, when functional product
increments are delivered frequently, the risk the project budget will be exceeded is low. The
reason being is that when the project runs out of budget, the project can be terminated at
any given moment, but the customer will still have the latest functioning product increment
delivered in the most recent iteration. This is the most likely reason the sponsor indicated
that the cost baseline should be kept under strict control."
 4. A project manager is leading an infrastructure development project and is in the
process of comparing actual overall project performance against the performance
objectives described in the project management plan. Which of the following
activities is the project manager least likely to conduct during this process?"
A. Analyzing individuals or groups affected by the project
B. Checking the status of individual project risks
C. Providing forecasts to update the current cost and schedule information
D. Monitoring implementation of approved changes as they occur

A The question implies that the Monitor and Control Project Work is being carried out.
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the
overall progress to meet the performance objectives defined in the project management
plan. All of the incorrect answer choices are activities which are associated with the Monitor
and Control Project Work process. Individuals or groups affected by the project is a partial
definition of stakeholders. "Stakeholder analysis is disguised by the correct answer choice.
Stakeholder analysis is performed during the identify Stakeholders process in order to
develop the stakeholder register. Note, the question is asking to select the activity that is
'least likely to be conducted during the Monitor and Control Project Work process.
Performing stakeholder analysis is the 'least' likely activity to be conducted by the project
manager in this scenario and is, therefore, the best answer to the question asked

5. You have just performed a variance analysis for your project and determined that
the CPI is 0.9 and the SPI is 1.2. This project is considered high profile, and it is critical
that you meet all project objectives. Based on the variance analysis, what should you
do next?"

A. Reduce the product features to bring costs back into alignment with the project
budget
B. Crash the schedule to bring the schedule in line with project objectives
C. Conduct further research to isolate and understand the variance from the cost
baseline
D. Release one of the developers to reduce costs

C The question states that the cost performance index (CPI) is 0.9 and the schedule
performance index (SPD) is 1.2, which indicates that the project is running over budget and
ahead of schedule. Thus, you, as the project manager need to ensure that costs are brought
back into alignment with the cost baseline by the end of the project. Having just performed
the variance analysis, you should now seek to isolate and understand the variance in order
to ensure the appropriate action is taken. For example, it is possible that the cause of the
cost variance is the result of a one-time unexpected expenditure early in the project with
recent trend analysis indicating that the project should finish within the cost baseline and no
action is necessary. In any case, you should not take action until the issue is fully understood
along with the impacts of any efforts to further control costs. Therefore, of the available
choices, conducting further research to isolate and understand the variance from the cost
baseline is the best answer to the question asked.
 6. As the project progresses, the variance analysis shows that actual project
performance compared to the performance measurement baseline deteriorates. As
a result, estimates for cost, schedule, and scope are no longer valid. The team
determines that a high volume of new features, change requests, and defect repairs
are the main reason behind the variance. What is the project manager's best course
of action to ensure that further estimates for the remainder of the work on the
project are made based on real progress?"

A. Switch the product development approach to adaptive and measure progress via
short iterations
B. Limit the number of new features, change requests, and defect repairs allowed on
the project
C. Use a bottom-up estimating technique for cost and schedule, and three-point
estimating for scope
D. Measure progress based on the individual baselines instead of the single integrated
baseline

A "The way the scenario is framed implies that a predictive project management
approach has been selected for the project. However, a high volume of new features,
change requests, and defect repairs suggest that agile or, at least, hybrid methods would
have worked better. While switching the project management approach midway into
project execution is not always feasible or advisable, unless stated otherwise in the
scenario, the project manager, in consultation with the team and relevant stakeholders, is
free to choose any approach they assume would work better. When agile practices
""meet"" a traditionally managed project, the approach becomes hybrid. With agile
methods, a product is built incrementally over the course of short iterations. Progress can
be measured frequently from iteration to iteration, allowing the next iteration to be
planned based on real progress rather than based on estimates made up-front when little
information about the project was available. When a project operates in an environment full
of new features, change requests, and defect repairs, up-front estimating would likely be
inaccurate. Therefore, switching the product development approach to adaptive and
measuring progress via short iterations is the best course of action for the project manager
to take in this situation. Ideally, a change request is required to modify the development
approach which is specified in the project management plan. However, this answer choice is
not provided.
Note: variance analysis used in the scenario is an example of data analysis tools and
techniques that can be applied with any of the processes of the Monitoring and Controlling
Process Group. This technique identifies the differences (variance) between planned and
actual performance."

7. You want to determine the progress that the team members have made so far on
the project you are leading. You see that activity A was completed on July 30th and
took 25 hours, activity B is not yet complete, but has taken 12 hours so far, there
have been 15 change requests, and the actual costs are $1.1 million. What is this
information called?"
 A. Work performance data
B. Progress activity data
C. Work performance reports
D. Work performance information

A Work performance data is raw observations and measurements that are collected
during project execution. Work performance data is an input to various controlling
processes where it is analyzed and put into context and becomes an output called work
performance information. Work performance reports are the organized presentation of the
work performance information used to generate decisions, raise issues, or awareness. Since
the information you have received is raw data and out of context, it is work performance
data.

8. According to the release plan , the product is supposed to be delivered in 12 two -

week sprints . After the sixth sprint , the customer informs the project manager that
the funds allocated for the project have been significantly reduced . As an
acceptable practice for such cases, the project manager suggests cutting the project
scope. But the customer disagrees. What alternative can the project manager
provide to the customer ?

A. Relaxing quality requirements

B. Switching delivery cadence to one - week sprints
C. Reprioritizing the product backlog
D. Applying crashing to compress the schedule

A Resources allocated for a project are limited , and any project operates under
competing constraints , such as scope , schedule , cost , quality , etc. It's a delicate balance
that can be easily shaken when one of the constraints is altered. Successfully leading a
project includes understanding the constraints associated with the work . In the scenario ,
the budget for the project is cut , forcing the project manager to make a decision on how to
adjust the other project constraints . A typical course of action for an agile project , like the
one described in the scenario , is to cut scope when the budget is reduced . However, the
customer insists that the same scope is delivered. Quality is another project constraint .
And quality costs money . For example, testing the deliverables after it has been developed
(or while it's been developed) is part of the prevention costs of quality. Forgoing the testing
may save time and, consequently, money. While not ideal , of the choices provided ,
relaxing quality requirements is an alternative that the project manager may offer to the
customer .

9. In the middle of the project to build an e-commerce website, the customer asks the
project manager to create a mobile application in addition to the website This
opportunity was identified by the project sponsor early in the project, and then
discussed and documented by the project team during project planning. What
should be done nest?
 A. Ask the team to begin work on the mobile application
B. Implement the risk response plan as specified in the risk register
C. Discuss the opportunity with the project sponsor
D. Submit a change request to expand the project scope

B It is important to remember that risks may include threats as well an opportunities.

Therefore, to make sure an organization takes advantage of opportunities, the project
should be planned in a way that the opportunities are maximized when they arise.
Implement Risk Responses, which is the process the project manager is about to carry out in
the scenario described, ensures that agreed-upon risk responses are executed as planned in
order to address overall project risk expose, minimize individual project threats, and
maximize individual project opportunities. The question state that the opportunity
described by the question wan identified and analysed during project planning, which
suggests t was recorded in the risk register. The risk register will contain the agreed-upon
risk response plan both threats and opportunities) for each individual risk along with the risk
owner. The response plan might include submitting a change request to take advantage of
the opportunity an element. Therefore, of the available choice, a review of the risk register
and the implementation of the risk response plan in what should be done next. One may
argue that submitting a change request to expand the project scope is a better indeed, this
could be a plausible correct answer since the scope baseline will have to be updated to
reflect change. This question is a good example of what you wit see on your real exam-two
answer choices which could be equally correct. Both submitting a change request and
reviewing the risk register and implementing the risk spire pain are plausible next steps a
project manager could take in this situation. We have selected reviewing the risk register
just because we could not mark two choices being correct answers. The main lesson to take
from this question is to be ready during the oral exam to face ambiguous questions with
answer choices extremely close to an and always select the answer choice you think is the
best of those provided. It will not always be the ideal answer or the answer you would like
to see as the correct one, but it should be better than the others. Unfortunately, a real
exam, you will never know what the actual connect answer to a particular a wan. You will
only see your final result and will be unable to contact the PMI to argue with them on the
correctness of their answers. Therefore, the best advice we can provide you while you are
preparing for and taking your exam is to make reasonable assumptions based on all
available information in the scenario and, of the choices given, select the best' answer to
the question asked or the answer you believe should be the correct one

10. After several iterations, some of the stakeholders from your software development
project have begun to raise concerns about the product your team has developed so
far. The stakeholders claim the product is not what they had envisioned at the
beginning of the project when you interviewed them as part of the Collect
Requirements process. What did you likely miss earlier?

A. Planning a response to the risk of building a wrong product

B. Conducting targeted brainstorming sessions
C. Creating a detailed WBS during project initiation
 D. Developing adequate prototypes

D Prototypes are used to obtain early feedback on requirements by providing a

working model of the expected product before building it. Prototypes are typically small-
scale products, 2D & 3D computer models, mock-ups, storyboards, or simulations that tend
to be rudimentary until enough experimentation, feedback, and revision have been
obtained to move to a build phase. In this scenario, prototypes would have been beneficial
to use since they would allow stakeholders to experiment with a model of the final product
rather than being limited to discussing abstract representations of their requirements. Note,
the scenario describes a project lead by a hybrid project management approach where the
requirements are collected using the Collect Requirements process, which is typical of
waterfall projects, while the software being developed in iterations, implying an agile
framework is used to build the product

11. You are leading a project with a fixed budget to build 100 single-family houses in a
new neighborhood. All the infrastructure work, such as the water supply, sewage,
electricity, comms, roads, etc., has already been completed. All that is left is to
construct the houses. The sponsor wants a return on investment even before the
project is formally completed and closed. What is the best approach for you to meet
the sponsor's request?

A. Construct the houses sequentially, one-by-one

B. Construct the houses together, all the same time
C. Crash the schedule using additional resources
D. It is unrealistic to meet the sponsor's request

A The scenario describes a construction project. Typically, construction projects seem

as traditionally managed with well-defined requirements, detailed upfront planning, "by-
the-book" execution, monitoring and controlling, and closing. Delivering value incrementally
and/or receiving an early return on investment often appears either impossible or hard to
achieve. However, the application of hybrid project management methods may help in
meeting these goals. For example, in the scenario provided that describes the constructior
of 100 single-family houses, constructing the houses sequentially, one-by-one may provide
the performing organization with the opportunity to sell the houses as they are completed
thus bringing in an early value (or revenue, or return on investment) as requested by the
sponsor. This hybrid approach combines the elements of predictive methods where the
deliverables are first produced, then tested, validated, and finally accepted at the end of the
project and agile practices, in which deliverables are produced as the project progresses
allowing an early return on investment Note, while this is a simplistic example that does not
account for the various market and industry-specific considerations, of the choices
provided, constructing the houses sequentially, one by-one, represents the best answer to
the question asked.

12. Question.
 A. Continue with the project as originally planned
B. Submit a change request to update the cost baseline
C. Recommend the termination of the project
D. Start the Close Project or Phase process.

C The question states that the new engine is not a viable product due to high
manufacturing costs. This situation implies that the project objective of producing a viable
product cannot be met. When the project objectives cannot be met, the best course of
action is to terminate the project. Even though the project should be terminated in this
scenario, a project manager lacks the authority to terminate a project. However, a project
manager can recommend the termination of a project. Therefore, of the available answer
choices, recommending the termination of the project is the best answer to the question
asked.

13. Which of the following integrates scope, cost, and schedule and should be updated
to reflect changes to a project?

A. Benefits management plan

B. Performance measurement baseline
C. Risk register
D. Requirements traceability matrix

B The performance measurement baseline (PMB) is a component of the project

management plan that integrates scope, schedule, and cost baselines and is used for
comparison to manage, measure, and control project execution. In order for the project
manager and the team to be able to use the PMB as a measure of the project's
performance, the PMB must be updated to reflect the current state of the project, which
includes all the approved changes. If the PMB is not updated, it will give an inaccurate
representation of the performance and will not be useful when compared to the results of
the earned value analysis.

14. As part of monitoring and controlling costs for your project, you need to calculate a
cost variance (CV). You have already determined that $22,000 has been spent thus
far on the project. In order to calculate the CV, what should you do next?

A. Check the project cost management plan

B. Examine the quality control measurements
C. Look up the budget at completion for the project
D. Review the cost baseline and project schedule

D The cost variance (CV) is the earned value (EV) less the actual cost (AC). The actual
cost is provided as $22,000. Therefore, to calculate the CV, one should obtain the EV. The EV
is the budget associated with the authorized work that has been completed. The project
manager has to know what work packages have been completed so far and the planned
values of these packages. The values of the work packages are represented by the budget
allocated for those packages. The cost baseline is the approved version of the time-phased
project budget and serves as one of the inputs to the Control Costs process described in the
scenario. The cost baseline should specify the cost estimates broken down to the work
package level (and even the activity level, if needed). The project schedule, on the other
hand, will show what work packages or activities have been completed. Knowing these two
elements, the packages/activities that have been completed and their planned values (PVs),
the project manager can calculate the EV, and, eventually, the CV as requested by the
question.

15. The project manager meets with the team and product owner to plan the first few
iterations of the project. To execute the project with the urgency required to deliver
business value, the project manager requests that the iterations are planned using
small batch sizes. What is the best way for the team and product owner to
implement the project manager's request?

A. Reduce the number of story points to be completed in each iteration

B. Prioritize the smallest user stories in the backlogs of the first iterations
C. Drop iteration reviews to speed up the delivery of business value
D. Estimate work using single-point estimating instead of multipoint estimating

A Batch size measures the estimated amount of work that is expected to be completed
in an iteration. In this context, work refers to the level of effort, story points, work packages,
etc. Typically, the batch size metric is used on projects that are carried out using the
adaptive development approach. Since the scenario describes a project that will develop the
product over the course of several iterations, one may assume the project is adaptive
(agile). Agile approaches advocate for the application of lean concepts, such as the focus on
value, elimination of waste, and use of small batches of work. Small batch sizes are easier to
manage and help project teams accomplish work faster, thus supporting the project
manager's goal of executing the project with the urgency required to deliver business value.

16. As part of continuous improvement efforts, a project manager wants to determine

the process efficiency of the current iteration. What should the project manager
do?"

A. Count the number of work items that are currently being worked on
B. Calculate the ratio between value-adding time and non-value-adding time
C. Measure the amount of time it takes the team to complete a task
D. Compare the number of items arriving at the queue to those that leave it

B "Process efficiency is a ratio used in lean systems to optimize the flow of work. Since
agile projects, like the one implied by the scenario, promote lean methods to develop
project deliverables, applying the process efficiency metric may help the team analyze and
optimize the process they use to produce product increments. Process efficiency calculates
the ratio between value
For example, work items that are not actively being worked on (in other words, items that
are waiting) increase the non-value-adding time. On the other hand, work items that are
actively being worked on, such as items in development, testing, integration, deployment,
etc., represent value-adding time. Dividing the value-adding time by the non-value-adding
time would provide the ratio that represents process efficiency."

17. You are leading a software development project for a client . Due to unstable
requirements , you have elected to use a change - driven life cycle . You are
currently facilitating an iteration planning meeting with the product owner and the
development team. What should you do as part of the meeting ?

A. Control the scope to prevent scope creep

B. Review the product increment and get feedback
C. Make sure the scope of the iteration is fixed
D. Recommend improvements for the next iteration

C The question describes a project with a change-driven life cycle. Change-driven life
cycles are also referred to as adaptive life cycles. Adaptive life cycles are agile, iterative, or
incremental. With an adaptive approach (in this case, agile), the detailed scope is defined
and approved during an iteration planning meeting before the team begins the
development. The incorrect answer choices describe either different development life cycles
or other kinds of agile meetings. While "fixed" scope may sound counter-intuitive for agile
projects, the correct answer choice refers to the fixed scope of a particular iteration. Even
on agile projects, the scope should be clearly defined and approved for at least the duration
of one iteration. Therefore, of the available options, ensuring that the scope of the iteration
is fixed is the best answer to the question asked.

18. Planning is underway for a project to develop a new online collaboration tool . The
team will use the extreme Programming ( XP ) method to develop the tool , while the
deployment to the customers will be managed using a waterfall approach . The agile
coach wants to gather early customer feedback on a working tool to ensure it's
aligned with the product vision. What is the best course of action?

A. Develop the complete set of features and showcase it at a developer's

conference
B. Create a wireframe for the public to use and provide feedback
C. Plan for the development of an MVP for a release to a subset of customers
D. Perform decomposition to create the work breakdown structure

C The use of an eXtreme Programming (XP) method to develop the tool and waterfall
to deploy it suggests that the project is managed using a hybrid project management
approach. An MVP (minimum viable product, or sometimes called a minimal viable product)
is a functioning product but contains the least development that will satisfy early adopters.
An MVP might be used to gather feedback from a subset of customers that can then
influence the development of the remainder of the fully functioning product. Additionally,
an MVP allows the organization to get the product to market in the shortest timeframe to
gain market share and start generating revenue. Although the deployment of the tool will
be managed using waterfall, the best course of action in this scenario to obtain early
customer feedback is to plan for the development of an MVP, which will be released to a
subset of customers.

19. You are leading a project that was supposed to be managed using agile methods .
Every week , however , the product owner holds a five - hour backlog refinement
meeting with the project team where she presents the project scope broken down
to the work package level . After three iterations, the project team's velocity is
slower than expected. What is your best course of action?

A. Ask the product owner to decompose the scope down to the task level and
assign the tasks to the team members
B. Advise the product owner to hold two five - hour backlog refinement meetings
per week to gain further clarity on the scope
C. Coach the product owner on presenting the overall story concept with one - hour
weekly backlog refinement meetings
D. Hold a team - building exercise with the team members and product owner to
improve the communication between them

C The scenario suggests that the product owner is using a waterfall approach to
decompose the product scope, whereas the question indicates that an agile project
management framework is being used. In a traditional waterfall project, the project scope is
decomposed down to the work package level to create the work breakdown structure
(WBS). On agile projects, on the other hand, the product scope is captured in the product
backlog, which evolves throughout the course of the project. Agile best practices
recommend that teams allocate no more than one hour per week for backlog refinement.
Such an approach would allow the team to maximize the time spent developing the product
increment rather than creating a detailed plan. Instead of attempting to present an updated
WBS every week, the product owner should just present the overall story concept to the
team and then spend no more than an hour refining the stories. This approach will free up
time for the team, thus improving velocity.
Task 2.2 Manage Communications

1 "To enable osmotic communication, the project manager colocates the agile team
members. This setup works well until some of the developers start complaining about the
chit-chat noise, preventing them from focusing on some difficult programming tasks.
Which of the following tools would help the team in resolving the issue?

A. Caves and common

B. Tacit knowledge
C. Pair programming
D. Networking

A Caves and common is a workspace layout practice recommended by an extreme

Programming (XP) software development method where the center of the room is used for
group work to maximize osmotic communication and information transfer, while the
outside of the room is set up with individual areas, "caves", where people can work quietly,
make private calls, and take care of their need for separation. In the scenario, it seems as if
the project manager took care of the osmotic communication by colocating the team
members in the common area; however, did not give sufficient considerations for the caves
to provide the needed quiet areas for individual team members to work without being
interrupted or distracted by the surrounding noise.

2 After the project management plan and the performance measurement baseline
have been approved, the project begins its execution. The project team meets daily to
discuss work completed, work planned, and issues encountered. The project manager insists
that key stakeholders also attend these meetings.
What is the project manager trying to achieve?

A. Comparing the work completed vs. planned as specified in the baseline

B. Resolving the issues and impediments encountered by the team
C. Maintaining effective relationships with the key project stakeholders
D. Clarifying roles and responsibilities of the team and the stakeholders

C The scenario describes a project that is managed using waterfall methods as evident
by the approved project management plan and the performance measurement baseline. At
the same time, the project team holds daily standup meetings, which are typical for agile
projects. However, holding such meetings is not exclusive for agile projects. Any project,
whether warfall or agile, can benefit from the team that meets daily to discuss work done,
work planned, and any impediments to progress. The combination of practices from both
traditional and agile projects results in a hybrid project management approach. The main
goal of including the project stakeholders in the daily standups is to maintain effective
relationships with these individuals and groups. Appropriate communication strategies are
vital to maintaining such relationships. Having stakeholders attend the daily standup
meetings is an example of this communication strategy. While typically daily standups are
held by and for the team members, stakeholders can also be invited, where appropriate.
Transparency in communications builds trust between the team and stakeholders and
promotes healthy and effective relationships with the stakeholders.
3 You are in charge of a large project to install internet hubs across your city. Although
most of the project variables are clear and can be managed using the waterfall approach,
technical aspects are not fully defined and will be elaborated as the project progresses. The
sponsor requests that project information will be communicated more frequently and
quickly. To address the sponsor's request, you will use all of the following, except:

A. Holding frequent team checkpoints

B. Conducting regular stakeholder reviews
C. Implementing information radiators
D. Communicating project status weekly

D The scenario describes a project with mainly stable and known upfront elements,
allowing the project manager to apply a waterfall project management approach. Technical
aspects of the project, on the other hand, are not yet fully defined and will be elaborated as
the project progresses. This implies some agile practices will be required to manage these
unclear aspects, resulting in an overall hybrid project management approach. Project
environments subject to various elements of ambiguity and change have an inherent need
to communicate evolving and emerging details more frequently and quickly. In such
environments, project managers should encourage frequent team checkpoints, the use of
information radiators, and holding regular stakeholder reviews. While it is unclear whether
sending the project report on a weekly basis considered by the sponsor to be frequent
enough, the incorrect answer choices describe agile communication practices that would
support the need for frequent and quick communication of project information. Sending the
project report on a weekly basis is the only choice that stands out as "non-agile" and,
therefore, will likely be an exception to your selection of tools and techniques, making this
choice the best answer to the question asked.

4 Four members of an agile team are co-located while two others work remotely from
home. The project manager wants to purchase office supplies and other physical and digital
tools for the team members to support their day-to-day work, enable collaboration, and
promote the use of agile best practices. Which of the following is best for the project
manager to buy?

A. Whiteboards, index cards, sticky notes, flip charts

B. Instant messaging applications, web cameras, microphones
C. Gantt charts and project management information system
D. Whiteboards, index cards, sticky notes, web cameras, microphones

D Ideally, for an agile project to be successful, all team members should be co-located
to benefit from the most efficient way of communication, face-to-face. Co-location would
also allow the team members to use highly effective agile high-touch/low-tech tools.
However, setting up a fully co-located team is not always possible. In many cases, some of
the team members would likely work remotely. In such situations, project managers aspiring
to promote agile best practices should find creative ways to use substitute tools to mimic a
co-located environn none of the answer choices provided in the question has a complete set
of all tools available for the agile teams to communicate and collaborate efficiently, one
choice has a combination of high-touch/low-tech tools (whiteboards, index cards, sticky
notes) and low-touch/high-tech tools (web cameras, microphones). The first set would help
the co-located team members to communicate among themselves, while the second set
may help the co-located team members communicate with their remote peers.

5 A program manager requests regular updates on the progress of the projects under
the program. All but one project in the program are managed using traditional methods. The
program manager indicates that there are too many scope changes across the program and
wants to see how these changes affect the overall progress of the various projects.
What is the best course of action for the scrum master leading the agile project to address
the program manager's request?

A. Invite the program manager to attend the iteration review meeting

B. Suggest that the program manager participate in the daily standups
C. Have the program manager view the iteration burndown chart
D. Periodically send the release burnup chart to the program manager

D Release burndown and burnup charts are tools that an agile project team can use to
track the project's progress against a release plan. A release burndown chart is updated at
the end of each sprint and displays the work remaining to complete the release. A release
burnup chart provides an additional detail that cannot be explicitly displayed in the
burndown chart. This additional detail is the changes in scope, which is exactly what the
program manager requested. The release burnup chart would allow the program manager
to understand the overall project performance in terms of work completed against the
original scope and the scope changes that have occurred during the release development.

6 As the project progresses, the project manager gets complaints from stakeholders
who say that project status meetings and email reports are too infrequent to keep the
stakeholders up-todate with the project's status. The project manager reviews the
communications management plan and submits a change request to modify the way the
status is reported. Which of the following is best for the project manager to include in the
change request?

A. Incorporating the use of information radiators

B. Eliminating the distribution of email reports
C. Reporting project status at the daily standups
D. Sending project status to fewer stakeholders

A The scenario implies that the project manager is involved in the Monitor
Communications process. This process is concerned with ensuring that the information
needs of the project and its stakeholders are met. It can be reasonably assumed that the
project is managed with traditional methods, as evident by the use of the communications
management plan and the submission of a change request. However, when an agile
practice, such as information radiators, is incorporated into a project, the project becomes
hybrid. An information radiator is a physical or digital display that provides an up-to-date
status of the project. The display if often located in a visible place accessible to
stakeholders, allowing them to get an immediate status about the project. When digital
information radiators are used, the project status can sometimes be updated even
instantaneously, making it an ideal tool for those stakeholders who feels the current
cadence of reporting the project status is not frequent enough or insufficient. Therefore,
incorporating the use of information radiators is what the project manager should include in
the change request.

7 During your most recent conference call, the key stakeholders suggest that it would
be more helpful to them if the status reports were sent via email instead of the weekly call.
What area of communications management will you have to change to address the
stakeholders' request?

A. The communication method

B. The communication model
C. The project communications
D. The communication channels

8 A project to renovate a city park affects the residents of the neighboring

condominium complex. A website is being used to keep the residents informed of the
progress of the renovation. Which communication method is being used in this scenario to
share information with the residents?

A. Push communication
B. Interactive communication
C. A communication model
D. Pull communication

9 To communicate the project's progress, the project manager makes sure that the big
visible charts (BVCs) are updated in real time. Despite these efforts, the project team
members complain that they are overwhelmed with ad hoc requests for information from
various stakeholders. The situation, the team says, is so severe the sprint goal is in jeopardy.
What was the most likely cause for this issue?

A. Information radiators should have been used instead of the BVCS.

B. The team did not get proper stakeholder engagement training.
C. The sprint goal the team committed to was way too aggressive.
D. Project communication planning was not sufficient.
D

10 A key team member returns from a scheduled vacation abroad just in time to begin
developing a product increment planned for the current sprint. However, due to an
epidemic that broke out at the vacation destination, the team member will need to be in
quarantine for two weeks. Without this key resource, the sprint will likely fail. What is the
best course of action for the project leader?

A. Explore virtual options for team collaboration

B. Delay the project by two weeks until the key resource is out of quarantine
C. Acquire a replacement for the key resource
D. Have the remaining team members swarm on the key resource's tasks

A Project leaders are responsible for creating a collaborative project team

environment. Ideally, with an agile project, like the one described in the scenario, to take
advantage of the benefits of face-to-face communication and osmotic learning, the project
team would be physically co-located. However, physical colocation might not always be
possible. In such situations, to support team collaboration, project leaders will need to
explore virtual options, such as video and audio conferencing, messaging platforms, and
other technological tools available nowadays. Although not ideal, under the circumstances
described in the scenario, exploring virtual options for team collaboration until the key
resource is out of quarantine and is able to join the team in person would be the project
leader's best option.

11 A majority of the project is planned out, although some sprints are being
incorporated from time to time. When those sprints occur, the normal communication
cadence is disrupted. What should the project manager do in terms of communication
during those sprints?

A. Proceed with the communication cadence without changes

B. Post information radiators in the room where the team is working
C. Propose changing communications during the sprints
D. Pause communications until after the sprints are completed

C "Hybrid projects, like the one described in the scenario, must occasionally maintain a
hybrid of communications means, methods, and timing. Much of how, when, and how much
communication in hybrid projects is based on the needs and expectations of the project
stakeholders involved. There may be small or large scale changes when alternating between
the various approaches and timelines used in a hybrid project. As such, it is critical that a
project manager stay in tune with the explicit and implicit communication needs and
propose changes, tweaks, or adaptations as appropriate.
Note, based on how the scenario is framed, it is reasonable to assume that the project is
overall managed traditionally, implying there a project management plan in place. A
communications management plan, which is a component of the project management plan,
will have to be updated to reflect the adjusted communications during sprints. An approved
change request is required to update any component of the project management plan."

12. An agile team has just completed its third iteration when the company issues a new
policy allowing the employees to work either in the office or remotely. This prompts some
of the team members to work from home, while others opt to continue coming to the
office. As a result, osmotic communication is negatively affected and the team members
feel less engaged. What is the best course of action for the scrum master?

A. Force all team members to work from the office until the project is completed
B. Provide the team with video and teleconferencing tools to be used on a daily basis
C. Request that the team members have one weekly face-to-face meeting in the office
D. Recommend project termination since agile teams require physical colocation

B The scenario describes an agile project with team members working from the office
and likely interacting face-to-face on a daily basis. With the change in the company's policy
and some team members opting to work remotely, full colocation is no longer attainable.
Nowadays, remote work has become a norm. Therefore, rather than looking for excuses
that the project cannot be completed because of the lack of colocation, project leaders
should be creative to maintain the team cohesiveness and sustain the interactions among
the team members. Recent advances in technology supply virtual teams with numerous
powerful video and teleconferencing tools that provide the team members with a rich
multimedia experience, closely mimicking the real office environment. Under the
circumstances described in this scenario, providing the team with video and
teleconferencing tools to be used daily is the best course of action for the scrum master

13 An agile project is being carried out by a small startup company. Everybody is located
in the same office space. The sponsor likes to come by to the team space every day to see
how the project progresses. Due to personal circumstances, the sponsor will be away for
several weeks, and requests the project manager for a weekly project status update.
What is the best way for the project manager to accommodate the sponsor's request?

A. Speak to the sponsor over the phone to communicate the project status
B. Email a slideshow presentation and a spreadsheet report to the sponsor
C. Take pictures of the information radiators and email them to the sponsor
D. Wait until the sponsor is back and provide them with the latest project status

C An information radiator is a highly visible graphical representation of project

information that allows agile teams to communicate the status of the project progress to
the project stakeholders. Information radiators are typically displayed in high-traffic, easily
accessible areas to enable maximum visibility and transparency of the project performance
information. The scenario indicates that everybody is located in the same office space, and
the sponsor likes to come by to the team space every day to see how the project progresses.
The reason for the scenario to be framed in this way is to present a situation in which the
project team likely uses information radiators to share project progress with stakeholders,
including the sponsor. When a stakeholder is unable to access the information radiators for
whatever reason, the best way to keep the stakeholder updated is to take a picture of the
information radiators and send it to the stakeholder. Of the choices provided, this course of
action is likely the easiest, the least wasteful (does not require an additional effort to create
duplicate project reports), and most effective way of communicating the project status to
the sponsor.
Note, ideally, asking the sponsor on the preferred communication way of providing the
project status update would be a better answer choice. However, this option is not
provided.

14 To develop the communications management plan, the project manager needs to

determine the number of potential communication channels (or paths) of sprint planning
meetings. The project manager realizes that the following individuals will have to be invited
to the meetings: the product owner, four programmers, two testers, and a UX/UI designer.
What should the project manager do next with this information?

A. Use the sample interactive communication model to assess the number of

communication paths, which is nine in this case.
B. Conduct a communication styles assessment to determine the number of
communications channels, which is 28.
C. Determine the communication model to be used for the sprint planning meetings
before calculating the number of communication paths.
D. As part of a communications analysis, calculate the number of communication
channels, which is 36 in this case.

D A communications analysis may include a determination of the number of

communication channels. The number of potential communication channels or paths can
provide information about the complexity of a project's communications. The total number
of potential communication channels can be calculated as Nx (N-1)/2, where N represents
the number of stakeholders. In this scenario, the stakeholders include the project manager,
product owner, four programmers, two testers, and a UX/UI designer, which is a total of
nine individuals. Applying the formula for calculating the number of potential
communication channels provides 9 x (9 - 1)/2, which results in 36 communication channels.
The topic of this question is only briefly mentioned in the PMBOK® Guide. However, the
Project Management Professional (PMP)® Examination Content Outline (ECO) indicates that
while there are some commonalities between the PMBOK® Guide and the ECO, the exam is
not bound by the PMBOK Guide. The list of enablers specified in the tasks of the ECO
domains is not exhaustive either. The ECO assumes that prospective PMP aspirants are
familiar with other sources of information/preparation, including but not limited to PMI
Code of Ethics and Professional Conduct, PMI's Practice Standards (e.g., Scheduling, Earned
Value Management, etc.); organizational behavior theories such as Tuckman's Ladder,
Theory X and Theory Y, Maslow's hierarchy of needs; commonly frowned upon project
management practices, such as gold plating, and others. We intentionally have these
questions in our simulator so that you would be better prepared for the real exam. PMP
aspirants are encouraged to explore additional sources of information and/or to be familiar
with them from their project management experience.
15 A project manager is leading a product development project , which will use an agile
framework. The project team and other stakeholders are co - located at the company's
corporate office . What is the best way for the project manager to communicate the project
status and promote transparency ?

A. Reserve a conference room and invite all relevant stakeholders to monthly project
status meetings
B. Post burndown charts and other project status documents to the company's intranet
site
C. Share the appropriate information whenever requested by stakeholders Display
burndown charts and other relevant project artifacts in a highly visible location

D Agile best practices promote transparency. Displaying burndown charts and other
relevant project information in a highly visible location promotes transparency as current
information regarding project status is readily available to everyone. All of the answer
choices represent actions that should be taken by the project manager. The PMP aspirant
should select the 'best'
. With the project team and stakeholders co-located at the corporate office, posting the
project status in a highly visible location will make curre information readily available to
everyone. Note that the incorrect answer choices all represent an action that must be taken
by the stakeholders in order to retrieve the information rather than having the information
proactively presented to them. The correct answer choice describes an agile best practice.
Therefore, of the available options, displaying burndown charts and other relevant project
artifacts in a highly visible location is the 'best' answer to the question asked."

16 A project manager is analyzing the communication needs of stakeholders in order to

develop the communications management plan for a project that will use a hybrid project
management framework. The project manager understands that the plan should
accommodate the needs of both predictive and agile aspects of the project. How should the
plan accommodate the agile aspects of this project?

A. Account for an increased exchange of documentation

B. Specify the exact number communication channels
C. Secure facilities to support face - to - face interactions
D. Deploy the project management information systems ( PMIS )

C With agile methodologies, formal documentation of a communication plan is

typically not required because much of the communication is inherent in the agile
ceremonies. Since a hybrid approach is being employed in this scenario, a communications
management plan will likely be needed, but agile aspects of the project will require little
formal documented planning. However, one consideration which needs to be accounted for
is the increased number of face-to-face interactions that typically result from agile practices.
For example, the project manager may need to ensure facilities are available for a war
room, video conferencing, the common part of the caves and common", meeting rooms,
etc.

17 You are leading two independent teams working on the same project . The nature of
the deliverables requires that one team takes a predictive approach, while the other uses
scrum. Due to dependencies between the teams and the variable nature of the outputs
from the scrum team , the predictive team needs to confirm their understanding of the
scrum team 's activities with the shortest feedback loop possible . What is your best course
of action?

A. Include a project retrospective into the project schedule

B. Request that the scrum team use information radiators
C. Incorporate the use of periodic customer feedback loops
D. Have the predictive team attend the daily scrum meetings

D In this scenario, a scrum team and a predictive team are working on the same
project. A project team that uses a traditional waterfall approach does not typically require
short feedback loops compared to an agile team since the predictive approach has team
tasks planned in advance. According to the scenario, the predictive team needs to be kept
apprised of the scrum team's activities due to dependencies between the teams'
deliverables. One of the ceremonies associated with scrum is the daily standup meeting
(also known as the daily scrum). During a daily standup meeting, each project team member
describes what they accomplished since the previous daily scrum (typically, from yesterday),
what they plan to accomplish today, and informs if there are any impediments to progress.
Having the predictive team members attend the daily scrum will allow them to be apprised
of the scrum teams activities and help with the coordination of dependent activities.

18 You are managing a project with stakeholders from many different departments
including marketing , engineering , and information technology. As you are monitoring
stakeholder engagement , it becomes clear to you that stakeholders from the marketing
department who used to be supportive appear to be neutral . After researching the reasons
for the gap , you discover the marketing department views the project communications to
be too technical , leading them to lose interest in the project . What might be your next
step?

A. Perform a communication styles assessment

B. Provide technical training for the marketing department
C. Update the communications management plan
D. Review the stakeholder engagement assessment matrix

A Stakeholder engagement are linked as well as demonstrating the iterative nature of

project management. The scenario implies that you are involved in the Monitor
Communications process. The Monitor Communications process can trigger an iteration of
the Plan Communications Management process, as is demonstrated in this scenario, to
improve the effectiveness of communication through amended communications plans. The
key benefit of the Plan Communication Management process is to document an effective
approach to engage stakeholders by presenting them with information relevant to them. In
this scenario, however, the communications are not engaging the marketing stakeholders,
and therefore the communications need to be analyzed and adjusted accordingly.
Therefore, performing a communication styles assessment next could identify ways to tailor
future communications and enhance the marketing stakeholders' engagement.

19 A project manager has been communicating with 10 stakeholders regularly. Last

week 2 more stakeholders were identified and added to the communications management
plan . What is the number of potential communication channels?

A. 66
B. 78
C. 55
D. 12

B The number of potential communication channels or paths can indicate the

complexity of a project's communications. The total number of potential communication
channels can be calculated by n*(n-1)/2, where n represents the number of stakeholders.
After the addition of 2 additional stakeholders, the scenario indicates 12 stakeholders plus
the project manager, for a total of 13 stakeholders. Therefore, n=13 and the number of
communication channels is 13""(13-1)/2 = 78.
The calculation of communication channels is not included in the PMBOK Guide. However,
the Project Management Professional (PMP) Examination Content Outline (ECO) indicates
that while there are some commonalities between the PMBOK Guide and the ECO, the
exam is not bound by the PMBOK® Guide. The list of enablers specified in the tasks of the
ECO domains is not exhaustive either. The ECO assumes that prospective PMP aspirants are
familiar with other sources of information/preparation, including but not limited to PMI
Code of Ethics and Professional Conduct, PMI's Practice Standards (e.g., Scheduling, Earned
Value Management, etc.); organizational behavior theories such as Tuckman's Ladder,
Theory X and Theory Y, Maslow's hierarchy of needs; commonly frowned upon project
management practices, such as gold plating, and others. We intentionally have these
questions in our simulator so that you would be better prepared for the real exam. PMP
aspirants are encouraged to explore additional sources of information and/or to be familiar
with them from their project management experience.

20 The agile project team members are all working in an open office space
arrangement. There are many conversations happening concurrently throughout the day.
Which of the following is the best option for the project manager ?

A. Schedule frequent team checkpoints and post project artifacts in a transparent

fashion
B. Request team members to hold off their conversations until formal meeting times
 C. Record the conversations and post them in a shared repository
D. Designate afternoons as quiet work times

A Open, frequent, and informal communication is the cornerstone of agile managed

projects. The best form of communication is face to face conversations. Agile teams working
in a collocate space that supports communication is ideal. Planning communications
management that hinders or places boundaries on those conversations is
counterproductive. A project manager needs to encourage more communication, not less. A
project manager also needs to support the capturing and flow of communication between
stakeholders. Scheduling more communication checkpoints, such as daily standup meetings,
increases the communication exchanges. And, when possible, posting and distributing
information to the team aids communication flow - whether in physical locations, digitized,
or both. Withholding conversations or enforcing extended quiet times is the antithesis of
good communication flow.
Task 2.3 Manage Risks

1 Based on the risk appetite of key project stakeholders, the scrum master
determines the risk threshold of +5% around the schedule objectives and
estimates that to complete all user stories in the project backlog, the project
team will need 40 two-week sprints.Based on this information, how many weeks
will the project take to complete?

A. Between 38 and 42 sprints

B. Between 35 and 45 sprints
C. Between 76 and 84 weeks
D. Cannot be determined

C To maximize the positive impacts of risks and minimize their adverse effects on the
project, project leaders should continually evaluate exposure to risks, both threats and
opportunities. One of the responsibilities of a project leader is to optimize risk responses. To
optimize risk responses, the project leader should gather feedback on the risk appetite of
key project stakeholders and, based on this information, determine an acceptable risk
threshold. In the scenario described, the project has been estimated to take 40 two-week
sprints with a risk threshold of +5%. Since the question asks for the number of weeks rather
than sprints, we need to convert the 40 two-sprints to weeks, which would be 80 weeks.
Applying the risk threshold of +5%, 5% of 80 weeks would be four weeks. Thus, the risk
threshold provides a range of four weeks less than or greater than the planned 80.
Therefore, the project should take between 76 and 84 weeks to complete.

2 According to the risk management plan, the Perform Qualitative Risk Analysis
process should be conducted once during project planning and then during project
execution each time a major risk is identified. Midway into project execution, the team
members feel the risk management approach does not address the iterative nature of the
product being developed. What is the best course of action for the project manager?

A. Instruct the project team to conduct Perform Qualitative Risk Analysis for minor risks
also
B. Conduct the Perform Qualitative Risk Analysis process before the start of each
iteration
C. Submit a change request to switch the nature of the product from iterative to
predictive
D. Proceed with the risk management approach as specified in the risk management
plan

B The scenario implies the project is carried out using the predictive project
management approach. In such projects, the risk management plan specifies, among other
things, the timing of when and how often the Project Risk Management processes will be
performed throughout the project life cycle, and establishes risk management activities for
inclusion into the project schedule. According to the scenario, the team feels that
conducting the Perform Qualitative Risk Analysis process once during project planning and
then during project execution, each time a major risk is identified, is not aligned with the
iterative nature of the product being developed. This implies that the product is likely being
developed in iterations suggesting an agile nature of the product development activities. In
an agile development environment, the Perform Qualitative Risk Analysis process is
conducted before the start of each iteration. This is done to address the inherent
uncertainty and risk typical for such environments. The predictive project management
approach described in the scenario and the incorporation of iterative development makes
the project hybrid. In hybrid settings, practices from various project management methods
are often combined and tailored to address the specific needs of the project. Therefore, of
the choices provided, conducting the Perform Qualitative Risk Analysis process before the
start of each iteration is the best answer to the question asked.

3. A product owner meets with the agile team and stakeholders to prioritize features in
the product backlog. Each feature is categorized based on the risk associated with its
development and the value the feature provides to the customer. Which features
should the product owner prioritize to be developed first in order to maximize the
probability of project success?

A. Low-risk/high-value
B. High-risk / high-value
C. Low-risk / low-value
D. High-risk / low-value

B On any project, a classic struggle exists between the risk and value associated with a
feature. The solution is to give neither risk nor value total supremacy when prioritizing.
Considering both risk and value is essential to prioritize work optimally. The high-value /
high-risk features should be developed first. These features deliver the most value, and
working on them eliminates significant risk. As a general rule concerning risk and value, agile
practitioners should use the guideline to work first on high-value features but use risk as a
tie-breaker. Another point to keep in mind is that a feature's risk and value profile will most
likely change over time and will require constant monitoring and possible re-prioritization.

4. A scrum master has been assigned to a new software development project. She has
gathered the product requirements from the relevant stakeholders and requested
that the product owner create a product backlog. Now she needs to determine
appropriate risk thresholds for both cost and schedule. What should the scrum
master do first?

A. Record mitigation strategies in the risk management plan

B. Apply a standard risk threshold of +10% for cost and schedule
C. Assign management reserves to address identified project risks
D. Engage with relevant stakeholders to understand their risk appetite

D To maximize the positive impacts of risks and minimize their adverse effects on the
project, project leaders should continually evaluate exposure to risks, both threats and
opportunities. One of the responsibilities of a project leader is to optimize risk responses.
Risk responses should be tailored to meet the relevant stakeholders' appetite for risk. Risk
appetite represents the degree of uncertainty that the stakeholders are willing to accept in
anticipation of receiving the project's benefits. Project team members should first engage
with relevant stakeholders to understand their risk appetite and then gain agreement for an
appropriate risk threshold.

5. You gather your project team to examine and document the effectiveness of the
implemented risk responses in dealing with the realized risks. As the discussion
progresses, it becomes evident that several issues have arisen as the result of the
risks that have occurred. Which of the following best describes the activity in which
you and your team are involved?

A. Risk review meeting

B. Perform Qualitative Risk Analysis
C. Identify Risks
D. Risk audit

A The scenario describes a situation in which several project risks have been realized.
As a result, other issues (not necessarily risks) may arise. These issues need to be recorded
in the issue log to ensure they are investigated and resolved. These new issues are typically
identified in risk review meetings in the aftermath of risk response implementation. Risk
review meetings are among the tools and techniques that can be used during the Monitor
Risks process which is the process that you are carrying out in the scenario described.
Therefore, the risk review meeting best describes the activity in which you and your team
are involved

6. You are planning risk management activities for a small project you are leading. The
project team is having trouble assigning cost and schedule impacts to the identified
risks due to a lack of high-quality numeric data. What is your best course of action?

A. Make up numeric data and evaluate on a quantitative basis

B. Release the project team and terminate the project
C. Proceed directly to the Plan Risk Responses process
D. Obtain the numeric data from the project sponsor

C Quantitative risk analysis is a reliable method to assess overall project risk which is
performed by assigning cost and schedule impacts to identified risks. However quantitative
risk analysis is not required for all projects nor is it always possible. The use of quantitative
risk analysis depends on the availability of numeric data that can be assigned to project risks
as well as specialized expertise. In addition, quantitative risk analysis is costly and typically
takes more time to complete than qualitative risk analysis. Quantitative risk analysis is most
likely appropriate for large or complex projects, which is not the case in the scenario
described where you are leading a small project. When high-quality numeric data is
unavailable, individual project risks are prioritized and assessed in qualitative risk analysis,
giving the team a list of high-priority risks on which to focus their efforts. In situations where
performing quantitative risk analysis is prohibitive, a qualitative risk analysis will be
sufficient for the project's risk management efforts. In such instances, the project can
proceed directly to the next process, Plan Risk Responses, making it the best answer to the
question asked.

7. As the project gets the go-ahead, the project manager requests that with each
consecutive sprint, the product owner and team take a proactive approach to
manage project risks. How should this request be addressed?

A. Include user stories to maximize positive risks and reduce exposure to

negative risks
B. Apply value stream mapping to the opportunities and threats identified
during sprint planning
C. Create a risk register with risk responses to minimize the impact of every risk
D. Develop risk response plans using the just-in-time (JIT) approach for every
realized risk

A To maximize the positive impacts of risks and minimize their adverse effects on the
project, project leaders should continually evaluate exposure to risks, both threats and
opportunities. One of the responsibilities of a project leader is to optimize risk responses. In
this scenario, the project manager wants to ensure that a proactive approach is taken to
address risks for an agile project. Risks can be positive or negative, and project teams should
seek to maximize positive risks (opportunities) and decrease exposure to negative risks
(threats). Including risk avoidance/mitigation and opportunity stories in the project backlog
would ensure that specific and proactive actions are proactively taken during the project to
address these risks.

8. The project you are managing requires the rental of equipment. If your primary
supplier cannot provide the necessary equipment on time, you may need to rent the
equipment at higher rates from a different supplier. To address this risk, you have
added contingency reserves. Fortunately, the primary contractor provides all the
equipment on time with no delays. What should you do next?

A. Update the risk register and release the contingency reserves associated with
the risk
B. Update the risk register and keep the contingency reserve as an added buffer
for overall project risk
C. Inform the project sponsor and stakeholders that all the equipment has been
provided
D. Update the lessons learned register to reflect that the contingency reserve
was not necessary
A "The question suggests that the Monitor Risks process is underway, and project
documents including the risk register may be updated during this process. The risk register
should be updated to reflect the status of the unrealized risk. Also, since the identified risk
did not occur, the unused contingency reserve may be removed from the project budget to
free up resources for other projects or operations. Updating the risk register and releasing
the funds is what you should do next. While the choice: ""Update the lessons learned
register to reflect that the contingency reserve was not necessary"" is a plausible answer, it
is not what the project manager would do 'next', it is something the project manager could
do to ensure the information is available to other projects. This would be done after the risk
register was updated and the contingency funds released.
Note, since the contingency reserves are part of the cost baseline, an approved change
request would be required to release the funds. However, this option is not provided.
Therefore, of the choices given, updating the risk register and releasing the associated
contingency reserves is the best answer to the question asked."

9. As an experienced project manager, you are aware there are potential risks that
could impact the success of your project. You want to ensure there is a process in
place to identity and manage risks throughout the project life cycle . Where will you
document this process?

A. Risk register
B. Issue log
C. Risk report
D. Risk management plan

D All projects contain an inherent set of risks . A risk management plan is developed to
ensure there is a process in place to manage risks on a project. The risk management plan
provides guidelines on how risk management will be structured and performed throughout
the project and defines an approach to managing risk . Therefore, of the choices offered,
the risk management plan is the best answer to the question asked.

10. At the sprint planning meeting , the team realizes that there is a high degree of
uncertainty associated with the new technology required to develop the next
product increment . However, further analysis suggests that there are only two
possible outcomes from that uncertainty, a threat and an opportunity. The team
prepares a solution for each one of the results. What else should the team do to
address this uncertainty ?

A. Develop a team charter to ensure all team members follow the agreed - upon
risk response
B. Submit a change request to have the solution approved by the change
control board
C. Prepare a backup or contingency plan in case the initial solution is not viable
or effective
 D. Create a burndown chart of the uncertainty and track it using the threat
profile

C Uncertainty is inherent in all projects . For this reason , the effects of any activity
cannot be predicted precisely and , therefore , can result in a range of potential outcomes ,
either threats ( negatively impacting the project ) or opportunities ( benefitting the project )
. Collectively , threats and opportunities are known as risks . When there are only a few
possible outcomes from an area of uncertainty, the project team can prepare a primary
response plan for each outcome and develop backup or contingency plans in case the initial
solution does not work. In the scenario , the project team determines the uncertainty
associated with the new technology required to develop the next product increment only
bears two possible outcomes , a threat and an opportunity . As a result, the team prepares
a solution for each one of the results. Of the choices provided, preparing a backup or
contingency plan in case the initial solution is not viable or effective is closely aligned with
the above approach of addressing uncertainty, making that choice the best answer to the
question asked.

11. As a project execution begins , high winds prevent a team from installing the
windows as scheduled . These weather conditions were accounted for in planning,
but no one anticipated that the speed of the wind would be that strong. What tool
or technique would the project manager use to determine if he will be able to
complete the project according to the project management plan ?

A. Reserve analysis
B. Quality audit
C. Pareto diagram
D. Tornado diagram

A "The scenario implies the project manager is performing the Monitor Risks process.
Reserve analysis is among the tools and techniques of this process and can be used to assess
project risk contingency reserves that will be used to alleviate the impact of identified risks
in a project such as a schedule estimate uncertainty or any other identified project risk .
Reserve analysis allows the project team to ensure that proper contingencies are available
to mitigate or address risks identified during the project's planning or execution. In this
case, the project manager would perform a reserve analysis to determine if there is
sufficient "" reserve "" in the project schedule to accommodate the delays due to the high
winds.
"

12. In which process should the risk response owners periodically report to the project
manager on the effectiveness of their assigned risk response plans?

A. Plan Risk Responses

 B. Identify Risks
C. Monitor Risks
D. Audit Risks

C Risk should be monitored and assessed as the project progresses to manage the
impact of risks and opportunities on the project. During the Monitor Risks process, the risk
response owner periodically monitors the implementation of the risk response plans and
reports on how their risk plan strategy is performing. The risk owner uses performance
information generated during the project execution to determine if implemented risk
responses are effective, whether or not the status of identified risks has changed, and if
project risk strategy is still valid. Therefore, to periodically report to the project manager on
the effectiveness of their assigned risk response plan, the risk response owners should use
the Monitor Risks process.

13 At the beginning of a project to build homes, the project manager learns that a
lumber supplier wants to liquidate their inventory. The project manager implements the
previously documented response for this opportunity and buys all of the lumber at a greatly
reduced cost. When the project manager shares the good news with key stakeholders, some
state that the company does not have the facilities to store the extra lumber.
What might the project manager have forgotten in this scenario?

A. Gain agreement for risk response plans

B. Prepare the risk register for the project
C. Include the opportunity in the opportunities log
D. Develop the stakeholder engagement plan

A The question suggests that the Implement Risk Response process was carried out by
exploiting a previously documented opportunity. Identified risks, which can be threats or
opportunities, are included in the risk register along with agreed-upon risk responses and
risk owners. Risk responses should be appropriate for the significance of the risk, cost-
effective in meeting the challenge, realistic within the project context, owned by a
responsible person, and agreed upon by all parties involved. In this case, the question
suggests that the relevant stakeholders either did not provide their approval for the risk
response plan in the first place, or were not aware of it, and eventually were not prepared
for the storage of the extra lumber. Therefore, it is reasonable to assume that of the
available choices, the project manager most likely did not gain agreement for the risk
response plan by all parties involved.

14 Your project is the opening of a new retail store location. The night before the grand
opening, you learn that a severe storm has caused significant damage to the building, which
threatens to delay the grand opening. The storm was identified as a risk earlier in the
project and captured, along with the response plan and the risk owner, in the risk register.
What should you do immediately?
A. Cancel the grand opening
B. Contact the risk owner
 C. Study the risk management plan
D. Call the project sponsor

B The risk register records the agreed-upon risk responses for each individual risk and
the nominated risk owner. In this scenario, a risk that was identified earlier in the project
has been realized, and you, as the project manager, have already reviewed the risk register
to learn the risk response as well as the risk owner. The risk owner is the individual that
executes the risk response plan. As the project manager, you should first contact the risk
owner to discuss the issue and ensure that the appropriate action is taken in implementing
the risk response. Therefore, of the available choices, contacting the risk owner is what you
should do immediately, in this scenario.

15 A product will be developed in three consecutive releases, each comprising several

iterations. The project sponsor requests that each release include at least one iteration
dedicated to protecting value. How should the sponsor's request be addressed?

A. Developing as many valuable user stories as possible

B. Including risk reduction user stories into some of the iterations
C. Having the agile leader protect the team from distractions
D. Applying the value stream mapping to the team's work process

B The scenario describes an adaptive (agile) project in the planning stage. Schedule in
adaptive projects is often planned using releases and subsequently dividing the releases into
iterations. A release would include high-level features, while the iterations will deliver
specific product increments. Each iteration is supposed to add business and/or stakeholder
value. One important but frequently overlooked aspect of adaptive planning is risk
reduction. Naturally, the customer, product owner, and stakeholders would want as much
value delivered as early in the project as possible. However, if risks are not addressed
timely, their impact down the road may negate the benefits of the value already delivered.
There are various sources of risk, such as new technology used to develop the product,
software code that has not been properly maintained for a long time, etc. Experimenting
with new technology, refactoring code, and applying other project management best
practices are examples of risk-reduction user stories that can (and should be proactively
added to the backlog to address the sponsor's request.

16 A project manager has been reassigned from a traditional project to a hybrid project,
in which the progress is measured against the baselines, while the product is developed
incrementally over the course of several iterations. In this hybrid environment, the project
manager is struggling to find a way to carry out the Monitor Risks process. What tools and
techniques would be best for the project manager to use in this situation?

A. Sensitivity analysis, and risk probability and impact assessment

B. Risk-based spikes, architectural spikes, and iteration 'Zero'
C. Risk burndown charts, daily stand-up meetings, and risk reviews
D. Pair programming, continuous integration, and automated testing
C Risk review is an example of a meeting that can be held as part of the Monitor Risks
process on traditionally managed projects. Risk reviews are scheduled regularly and aimed
to examine and document the effectiveness of risk responses in dealing with overall project
risk and with identified individual project risks. To monitor and control risks on agile
projects, practitioners typically use a different set of tools and techniques. On agile projects,
risk monitoring activities are embedded as an integral part of the work process. As stated by
the authors in the reference, "Risks are monitored on a daily basis by the use of highly
visible information radiators such as task boards and burndown charts, which show the
current status. Daily stand-up meetings contribute to the constant monitoring process by
exposing potential risk triggers and new risks. Individuals who transition from traditional to
agile projects sometimes find it hard to adapt to the agile methodology. Therefore, the best
solution for the project manager on the hybrid project described in the scenario would be a
combination of traditional and agile tools, such as risk burndown charts, daily stand-up
meetings, and risk reviews.

17 As the project unfolds, the team identifies a new significant risk that threatens the
completion of the current sprint. To address the risk, the team devises an appropriate, cost
effective, and realistic response plan and have it approved by the relevant stakeholders.
However, after the risk materializes, no action is taken, and the sprint fails.
What did the team most likely forget to do?

A. Estimate the risk appetite of the stakeholders

B. Determine a threshold for this new risk
C. Update the big visible charts with the risk report
D. Assign a responsible person to own the risk

D To maximize the positive impacts of risks and minimize their adverse effects on the
project, project leaders should continually evaluate exposure to risks, both threats and
opportunities. In the scenario described, a significant risk has been identified, and the
project team developed a response plan. Risk responses should be appropriate for the
significance of the risk, cost effective, realistic within the project context, agreed to by
relevant stakeholders, and owned by a responsible person, a risk owner. Of those elements,
the team failed to assign a risk owner, which was the most likely reason that no action had
been taken when the risk materialized, resulting in sprint failure. Without a responsible
party assigned to the risk, the response plan may not get implemented in a timely manner.

18 A construction project experienced delays from lower than anticipated worker

productivity, errors in construction, as well as worse than expected weather. Although these
risks were previously identified, the combined effects of these realized risks were greater
than the individual risk response plans were able to address, and a critical project deadline
was missed.
What might have been done differently to plan better for the risks?

A. Conducted a sensitivity analysis

 B. Performed a Monte Carlo simulation
C. Developed a prototype
D. Applied a decision tree analysis

B The question describes several realized variability risks (such as lower than
anticipated worker productivity, errors in construction, as well as worse than expected
weather), the combination of which was not accounted for by the individual risk response
plans. Variability risks can be addressed using Monte Carlo simulation. A Monte Carlo
simulation is an analysis technique where a computer model is iterated many times with the
input values chosen at random for each iteration driven by the input data, including
probability distributions and probabilistic branches. Variability risks can be analyzed using
the Monte Carlo simulation with the range of variation reflected in probability distributions,
followed by actions to reduce the spread of possible outcomes. The analysis simulates the
combined effects of individual project risks and other sources of uncertainty to evaluate
their potential impact on achieving project objectives. Thus, performing a Monte Carlo
simulation could have led to better risk planning and understanding the combined effects of
the individual risks and is, therefore, of the choices provided, the best answer to the
question asked.

19 A tanker with crude oil has run aground. Oil is being transferred to another ship, but
the oil leaks into the ocean before it's all transferred. The risk of a leak was documented.
The team implements the risk response by deploying an oil containment and recovery
system to prevent the spread of the crude oil. So far, the system is keeping up with the rate
of oil leakage. The overall project risk has been dramatically reduced. What should the
project manager do with this information about the overall project risk?

A. Record the information in the issue log

B. Update the lessons learned register
C. Revise the risk report and share it with the stakeholders
D. Update the overall project risk in the risk register

C The question describes a situation where a previously identified risk was realized
triggering the implement Risk Responses process. The risk report may be updated to reflect
any changes to the previously agreed-upon risk responses to overall project risk exposure
that are subsequently made as a result of the Implement Risk Responses process. The risk
report is a project document developed progressively throughout the Project Risk
Management processes, which summarizes information on individual project risks and the
level of overall project risk. All of the answer choices represent project documents which
may be updated as a result of the implement Risk Responses process. However, the
question is specifically asking what should be done with the information regarding the
reduction in overall project risk. Only the risk report describes the level of overall project
risk. Therefore, of the available choices, revising the risk report to reflect the change in
overall project risk is the best answer to the question asked.
20 An agile software development project consists of four releases , with features
incrementally added with each release . Due to an excessive number of defects found by
users after the first release, the risk response plan was implemented, which involved more
rigorous testing by the project team. After the second release, the client has reported two
bugs. What must first be done to determine the effectiveness of the implemented risk
response ?

A. Schedule a release retrospective

B. Complete a sensitivity analysis
C. Conduct technical performance analysis
D. Perform a reserve analysis

C Technical performance analysis compares technical accomplishments during project

execution to the schedule of technical achievement. It requires the definition of objective,
quantifiable measures of technical performance, which can be used to compare actual
results against targets. Such technical performance measures may include weight,
transaction times, number of delivered defects, storage capacity, etc. In this scenario,
technical performance analysis should be used to compare actual results, such as delivered
defects, against performance targets. The next logical step is to conduct technical
performance analysis.
Task 2.4 Engage Stakeholders

1 You are leading a project to develop a smart card for a fare collection system. The
client, The Ministry of Transportation, requests that, due to high risk, the project is managed
using traditional methods. To develop the system, the team needs a designated client's
representative who is able to clarify requirements and provide ongoing feedback.
Which process will you use to identify this representative?

A. Identify Representatives
B. Identify Risks
C. Identify Stakeholders
D. Collect Requirements

C "The scenario describes a client, The Ministry of Transportation, who, for some
reason, decided that due to high risk, the project should be managed using traditional
methods. Projects with high risks are better served by agile, rather than traditional
methods. However, when risk management processes are properly performed, any project
management approach would work as long as the stakeholders are aware of the pros and
cons of each approach. It is not required to know the real motive of the client behind the
selection of the project management approach to answering the question. It is important,
however, to notice that according to the scenario, the team will need to rely on the client's
representative who will be able to clarify requirements and provide ongoing feedback. This
approach is very typical of agile, where this role is often performed by a product owner who
continuously works with the development team to clarify and prioritize requirements and
provide inputs to ensure that the correct project outputs are being delivered. The product
owner is a project stakeholder. Stakeholders are identified as part of the Identify
Stakeholders process. Therefore, of the choices provided, Identify Stakeholders is the
process the project manager should use to identify the client's representative.
Note, when a traditional project meets agile practices, such as in the scenario described, the
overall project management approach becomes hybrid."

2 As the project team demonstrates the product increment developed during the last
sprint, an influential business stakeholder throws offensive comments about the product.
When the product owner asks for details, the stakeholder does not cooperate. As the
meeting goes on, the team realizes that the stakeholder has negative perceptions about the
project. What should the team do?

A. Confidentially gather information about the stakeholder and analyze them

B. Add features to the product to increase the stakeholder's satisfaction
C. Ignore the stakeholder and proceed to the next sprint as originally planned
D. Have a team-building activity with the stakeholder to improve relationships

A The scenario refers to stakeholder engagement. Effective stakeholder engagement

results in productive working relationships with project stakeholders and their agreement
with project objectives. Keeping stakeholders who are supportive of the project satisfied is
typically easier than preventing opposing stakeholders from negatively impacting project
outcomes. Understanding and analyzing such stakeholders may be challenging. When an
opposing stakeholder is identified, such as the case in the scenario described the project
team may need to conduct a confidential analysis to detect the stakeholder's perceptions
about the project and respond appropriately as the project unfolds. The reason for the
analysis to be confidential is to ensure the information the team gathers about the
stakeholder is not misinterpreted outside the context for the analysis.

3 Even though the project is using the adaptive development approach, the number of
changes requested by various stakeholders to the project and product requirements is so
large that the project manager is concerned there is a bigger problem to address.
What might that problem be?

A. The project stakeholders are not engaged or aligned with the project objectives.
B. The project team is using a Kanban board instead of scrum timeboxed iterations.
C. The project status is communicated using status reports instead of big visible chart.
D. The project management office (PMO) is not involved in the change control process.

A Stakeholder agreement with project objectives is an indication of effective

stakeholder engagement. Productive working relationships with stakeholders throughout
the project support team performance in achieving project goals. Agile projects, like the one
described in the scenario, welcome change for the benefit of the product, project, and
stakeholders. However, even agile projects may reach a point where the number of changes
is so large that the project begins to suffer. Various reasons could lead to that situation. One
of them is a gap between the desired and actual level of stakeholder engagement with the
project objectives. To reconcile the gap, stakeholders who are not engaged or aligned with
the project objectives may request changes to the project or product requirements. In the
scenario described, the number of changes requested by various stakeholders is so large
that the project manager is concerned there is a bigger problem to address. The lack of
engagement or alignment with the project objectives is the most likely reason for the issue
to surge.

4 During the execution to an agile project, a key stakeholder has been regularly
contacting the development team offering suggestions While the stakeholder's support is
vital to the success of the project, the suggestions have not been particularly helpful and are
distracting to the development team What would be the best approach for the project
manager to address the issue with the stakeholder?

A. Invite the stakeholder to attend the regularly scheduled sprint planning meetings
instead of contacting the development team directly
B. Explain your concerns to the stakeholder and politely ask the stakeholder to
discontinue all contact with the project team
C. Update the stakeholder engagement assessment matrix to reflect the stakeholder’s
current level of engagement
 D. Capture the issue in the issue log and submit a change request to update the
communications management plan

A Meetings are one of the tools and techniques that a project manager can use to
manage stakeholder engagement. Inviting the stakeholder to attend the sprint planning
meeting rather than contacting the development team directly provides a resolution which
will likely help ensure the continued support to the stakeholder while removing the
distraction from the project team. Sprint planning in a meeting typically used in agile
projects where the determination of what will be delivered in the upcoming sprint is made
and how the work needed to deliver product increment will be achieved. Of the choices
provided, the sprint planning meeting is the best place where the project team and the
relevant stakeholders can get together and discuss any item related to the upcoming sprint.
Suggestions from the stakeholders, such as those described in the scenario, can be best
addressed at the sprint planning meeting, making this choice the bent answer to the
question asked.

5 With only a few sprints left to complete the project, the project manager is
concerned with some leading indicators, which suggest that project performance is at risk.
The project manager shares their concerns with the project sponsor and asks for the
sponsor's help with those early warning signs of potential problems. What is the most likely
reason for the project manager's concern?

A. Unavailable or insufficiently engaged key stakeholders

B. Many non-prioritized items in the project backlog
C. Frequently changing requirements and emerging technology
D. Insufficient number of story points completed

A "This question covers the topic of key performance indicators (KPIs), specifically
leading indicators. Leading indicators can predict changes or trends in the project. Some
leading indicators are quantifiable and relatively easy to measure. Others are more
subjective and difficult to quantify. The lack of stakeholder engagement or unavailability of
key stakeholders are examples of leading indicators that are hard to represent numerically.
Insufficient stakeholder engagement (or the lack of thereof) can be strongly felt by the
project and may introduce significant roadblocks to the project's progress. On agile projects,
like the one implied by the scenario, the lack of stakeholder engagement is especially
damaging. Agile projects thrive on continuous stakeholder involvement and need
stakeholder feedback to adjust the product and move forward. While engaging stakeholders
and keeping them satisfied is the project manager's responsibility, achieving these goals is
not always possible. This is when help may be sought from the project sponsor. The scenario
does not explicitly state the problem the project manager refers to. However, the fact the
project manager is concerned with a leading indicator and communicates this early warning
sign to the project sponsor and asks for their help implies that, of the choices provided,
unavailable or insufficiently engaged key stakeholders are the most likely the reason for the
project manager's concern and, therefore, the best answer to the question own asked.

"
6 A project manager is conducting the initial process of identifying stakeholders for a
new infrastructure development project. The project manager has just compiled a list of
potential stakeholders' names. What should the project manager do next?

A. Invite the identified stakeholders to the project kick-off meeting

B. Conduct stakeholder analysis
C. Complete the Project Stakeholder Management process
D. Develop the stakeholder engagement plan

B The question suggests that the project is still in the initiation stage, with the initial
iteration of the Identify Stakeholders process, and has yet to progress to project planning.
At this point, the project manager has only compiled a list of potential stakeholders' names.
With only a list of individual and group names, the next logical step is to perform
stakeholder analysis. Stakeholder analysis, an example of the data analysis technique which
can be used during the Identify Stakeholder process, results in a list of stakeholders and
relevant information such as their positions in the organization, roles on the project,
expectations, attitudes, and their interest in information about the project. Therefore, of
the available choices, conducting stakeholder analysis is what the project manager should
do next

7 You are leading a project to develop a software application. The application is being
built incrementally using a scrum framework. Due to low stakeholder engagement, you
submit a change request to update the stakeholder engagement plan with an invitation for
key project stakeholders to participate in sprint planning and retrospectives. What tool or
technique are you planning to use?

A. Expert judgment
B. Meetings
C. Communication skills
D. Stakeholder register

B The question implies that the Manage Stakeholder Engagement process is being
performed. Of the available choices, meetings, expert judgment, and communication skills
are all tools and techniques associated with the Manage Stakeholder Engagement process.
Sprint planning and retrospectives are types of meetings that are conducted when using the
agile project management approach known as Scrum. You plan to invite key project
stakeholders to participate in sprint planning and retrospectives, implying you are using
meetings as a tool to enhance stakeholder engagement. Note, the scenario describes a
project that is, for the most part, managed using the traditional project management
approach, while the product of the project is developed using an agile method. The
combination of these two different methodologies implies that the project, as a whole, is
lead using a hybrid project management approach.
8 An agile project has been successfully completed. The customer is very happy with
the project deliverables. Which of the following most likely contributed to the project
success and customer satisfaction?

A. The team members worked in pairs during the development of the product.
B. Refactoring and continuous integration were done as per agile best practices.
C. The entire team was involved in the daily standups and owned the code collectively.
D. Representatives of the customer were always available to answer the team's
questions.

D It is a reasonable assumption that the project is successful when the customer is

satisfied. The customer is typically satisfied when they get what they envisioned and paid
for. To ensure the team is building the product as envisioned by the customer, customer
collaboration is essential. "Business people and developers must work together daily
throughout the project," says one of the Agile Manifesto principles. When the customer (or
their representatives) is available for the team to answer the team members' questions, the
team is building what the customer wanted them to build. As a result, the customer gets the
product they envisioned, the customer is satisfied, and the project is a success.

9 A project involves several large groups of stakeholders. After the third iteration
review, where a minimum viable product (MVP) is demonstrated, the project leader is
unsure about the degree of stakeholder satisfaction with the project.
What is the best course of action for the project leader?

A. Take a picture of the MVP and send it to the stakeholders

B. Develop the remaining features and ask for the stakeholder's opinion
C. Invite the stakeholders to the project retrospective
D. Solicit stakeholder feedback using an online survey

D As the project unfolds, the stakeholder community goes through changes: some
stakeholders may leave the project, new individuals or groups become new stakeholders.
Attitudes and/or the power of stakeholders may also change. Hence, monitoring
stakeholder engagement and continually evaluating and updating the engagement strategy
is an ongoing activity that is essential for the project's success. The scenario describes a
project that involves several large groups of stakeholders, and, after completing its third
iteration, the project leader is unsure about the degree of stakeholder satisfaction with the
project. Note, it's the project, not the product, that the project leader is referring to.
Stakeholder involvement and feedback are especially important in agile projects, like the
one implied by the scenario. Going ahead with the project without knowing the stakeholder
satisfaction with it may negatively affect the project outcomes. Under the circumstances
described in the scenario, where the project involves large stakeholder groups, surveys are
an effective tool to solicit feedback from the stakeholders.

10 To keep stakeholders appraised of value gain progress at the end of each sprint, the
project manager sends memos, emails, and status reports, as well as makes updates to the
big visible charts on the company's website. Despite these efforts, the team is unsure about
the degree to which the stakeholders heard and understood the information shared with
them. What is the best course of action for the project manager to address the team's
concern?

A. Replace push communication with pull communication

B. Send the reports daily instead of at the end of each sprint
C. Have a conversation with some of the stakeholders
D. Apply the Drexler/Sibbet stakeholder analysis model

C The scenario refers to stakeholder engagement. Effective stakeholder engagement

results in productive working relationships with project stakeholders and their agreement
with project objectives. Communicating with stakeholders is an essential part of stakeholder
engagement. Push, pull, and interactive are communication methods that can be used to
share information with stakeholders and get feedback from them. In the scenario, the
project manager sends memos, emails, and status reports, as well as updates the big visible
charts (BVCs, also known as information radiators) on the company's website. Sending
memos, emails, and status reports is an example of push communication; updating the BVCs
is an example of pull communication. None of those, however, can gain insight into what
the stakeholders really think about the project. Interactive communication is the missing
piece of the puzzle. Interactive communication includes exchanging information with
stakeholders, such as conversations, phone calls, meetings, etc. Therefore, having a
conversation with some stakeholders would enable a quick feedback loop, addressing the
team's concern about the degree to which the stakeholders heard and understood the
information shared with them. Thus, making the conversation with some of the
stakeholders represents the best answer to the question asked.
Task 2.5 Manage Resources

1 You have been hired by a start-up company to lead its first software
development project. You are in the process of determining what resources will
be required to carry out the project work. what tools or techniques would be
most useful for you to complete the process. What tools or techniques would be
most useful for you to complete this process?

A. Resource leveling
B. Resource histogram
C. Analogous estimating
D. Bottom-up estimating

D The question implies that the Estimate Activity Resources process is being carried
out. Bottom-up estimating is one of the tools and techniques that may be used during this
process. Bottomup estimating is a technique in which team and physical resources are
estimated at the activity level and then aggregated to develop the estimates for work
packages, control accounts, and summary project levels. Of the available options, bottom-
up estimating is the best tool or technique to use in the situation described by the question.

2 You are planning a research and development project, and you need to determine
how the project costs will be estimated, budgeted, managed, monitored, and controlled. To
complete this process, you need to know if there are any preapproved financial resources
from which the detailed project costs can be developed.
What should you do next?

A. Consult the cost management plan

B. Review the project charter
C. Examine the basis of estimates for the project
D. Check the cost baseline

B The question suggests that the Plan Cost Management process is being performed,
which is the process of defining how the project costs will be estimated, budgeted,
managed, monitored, and controlled. The project charter provides the preapproved
financial resources from which the detailed project costs are developed. The project charter
also defines the project approval requirements that will influence the management of the
project costs. Therefore, you should review the project charter to see if there are any
preapproved financial resources from which the detailed project costs can be developed.

3 A project manager goes into the monthly steering committee meeting and says the
project has a cost variance of $25,378.22. Instead of being praised for running under
budget, one of the executives at the meeting expresses frustration at the number.
What is wrong with the variance?

A. The variance was calculated incorrectly.

 B. The level of precision is not correct.
C. The variance is greatly exaggerated.
D. The variance should be a negative value.

B The level of precision for costs is defined in the cost management plan and can be
described as the degree to which costs estimates will be rounded up or down, based on the
scope of the activities and magnitude of the project. Reporting a cost variance to the penny
implies a level of precision that is not realistic, as the project's cost variance is constantly
changing. Additionally, although the money spent might be obtained for any point in a
project, the earned value needed to calculate the cost variance is more subjective.
Therefore, providing a cost variance to the penny implies a level of precision that is not
obtainable. In this case, it would be more appropriate to report the cost variance as
$25,000.
As an analogy, imagine if a scientist stated that a particular dinosaur bone was 100,000,127
years old. However, the test used to determine the age may only be accurate to a few
million years. Stating the age to the exact number of years implies that the scientist has
determined the age to an exact year when that is not the case, regardless of the test results.

4 A team of efficiency experts hired by your company has concluded that the
transportation costs associated with your project are excessive. You have been requested by
the sponsor to cut the costs.
What should be your next step?

A. Perform a root cause analysis

B. Conduct a cost reduction analysis
C. Carry out a trend analysis
D. Use a decision tree analysis

A A root cause analysis can assist in identifying the root causes of a problem and
solutions for change. In the scenario, it seems as if transportation expenses are the highest
costs. Therefore, starting with the analysis of this expense makes the most sense. By using
root cause analysis, the underlying reason(s) for the high expenses can be determined, and
a solution can be identified

5 As the agile team completes its seventh iteration, two team members who possess
specific technical knowledge are reassigned permanently without any chance of
replacement. Which of the following characteristics of agile teams will help the team reduce
the impact of this resource constraint?

A. Self-organizing
B. Empowered
C. Self-directing
D. Cross-functional
D Being self-organizing, self-directing, and empowered, are among the main
characteristics of high-performing agile teams. However, being self-organizing, self-
directing, and empowered does not guarantee that the team would be able to successfully
complete the project without team members who possess specific technical knowledge.
Agile advocates for team members to become generalizing specialists in order to reduce
team size, overcome bottlenecks, and create high performing cross-functional teams. Cross-
functional means the team is no longer made up solely of subject matter experts, but
instead, of generalizing specialists able to perform any task. Although becoming cross-
functional team may take time, of the options presented, this characteristic is the best
answer to the question asked.

6 A project manager has recently been given a promotion and became the sponsor of
a new initiative within her company. Given her past success in managing similar projects,
the organization's project steering committee asks her to submit a high-level project
estimate that will be reviewed next week to decide on whether or not to initiate the project.
What is the best course of action for the new sponsor?

A. Get a professional estimate from external subject matter experts

B. Use her own expert judgment and some historical information
C. Use the WBS to create an accurate bottom-up estimate
D. Work with the project team to create the requested estimate

B Managing past similar projects. One can make the reasonable assumption that she
has the necessary expertise in project management principles and practices to carry out an
analogous or top-down project estimate. By using this technique, the project sponsor
should be able to provide the steering committee with enough information for a review of
the project. Later, once the project enters the planning stage, any rough order of magnitude
(ROM) estimates created in initiation (-25% to +75%) should be revisited by the project
manager and updated with new information to create definitive estimates (-5% to +10%).

7 You are managing a project to develop a new instrument. During planning, the
number of design reviews was reduced. This reduction in design reviews allowed a lower
project budget and a shorter timeline. The instrument has been transitioned to operations,
and unfortunately, the support costs are significantly higher than expected as several field
modifications on the instrument are being performed. What could you have done differently
to help avoid this situation?

A. Nothing. Limiting the number of design reviews will always increase the product's
operating costs.
B. Consider the impact of fewer project design reviews before deciding to reduce them
C. Planned a better transition to operations
D. Nothing, you are only responsible for the outcome of your project.

B Project Cost Management should consider the effect of project decisions on the
subsequent recurring cost of using, maintaining, and supporting the product resulting from
the project. In the scenario described, the number of design reviews was limited allowing
for a lower budget and a shorter timeline. However, the subsequent support costs are
higher than anticipated and could be a result of the reduction in the number of design
reviews. Therefore, if you had considered the impact of fewer project design reviews before
deciding to reduce them, perhaps the higher support costs could have been avoided.

8 The plan for the first iteration was to complete 80 story points. However, the team
was only able to complete 60. Each story point earns $1,000 for the project. The actual cost
of the iteration was $ 70,000 . As the iteration retrospective approaches, the scrum master
requests that the team prepares all the data required to calculate the various earned value
metrics. At the retrospective , the team determines that the cost performance index ( CPI )
of the iteration was ( On the real PMP exam you may be asked to provide your answer by
filling in the blank with the letter representing the correct answer . But here in the
simulator , we are asking you to select the answer below .)

A. 1.333
B. 0.75
C. 1.143
D. 0.857

D "p > Earned value management ( EVM ) is typically associated with the predictive (
traditional ) project management approaches . However, applying EVM metrics to projects
carried out using agile methods can be done similarly and serve as an effective tool to
measure team performance. For example , the schedule performance index ( SPI ) is the
number of story points ( features ) completed divided by the number of the story points (
features ) planned . The cost performance index ( CPI ) is the earned value ( EV , which is
the value of the completed story points or features ) divided by the actual costs incurred
during the period under measurement . The interpretation of the SPI and CPI values in
agile projects are made similarly to the interpretation of those values in traditional
projects. For example , an SPI less than 1.0 means the project ( or iteration ) is behind
schedule , in other words , the team is working at a rate lower than planned . An SPI greater
than 1.0 means the project ( iteration ) is ahead of schedule , L.e. , the team is working at a
rate higher than planned. A CPI less than 1.0 means the project ( iteration ) is over budget ,
or , in other words , the team earns less than a dollar compared to each dollar planned . A
CPI greater than 1.0 indicates the project ( iteration ) is under budget , l.e. , the team earns
more than a dollar compared to each dollar planned . The question asks to determine the
CPI. Based on the explanation above, the CPI = $60,000 / $70,000 = 0.857. In other words,
the team produced only 87.5 cents on the dollar compared to the plan (assuming the
prediction is still correct).
"

9 You are managing a hotel construction project , and you have asked your project
team to calculate the current earned value metrics to determine the project performance.
Your team reports back that the project's to - complete performance index (TCPI) is 0.9
based on the budget at completion (BAC). Which of the following true regarding your
project's current situation as reflected by this TCPI value ?

A. The project is within budget

B. The project is over budget
C. The project is behind schedule
D. The project is ahead of schedule

A "The to - complete performance index ( TCPI ) is a measure of the cost performance

that is required to be achieved with the remaining resources . order o meet a specified
management goal , expressed as the ratio of the cost to finish the outstanding work t the
remaining budget . A TCPI value equal to 1.0 means you are right on budget, and as long as
you maintain the present cost performance index (CPI), you should not exceed the project
budget. A TCPI value greater than 1.0 means you need to take a stricter cost management
approach or you will exceed your budget at completion (BAC). A TCPI value less than 1.0
indicates you are within your budget and have done an excellent job of managing project
costs .
"

10 The scope and schedule baselines have been approved. However, developing the
cost baseline becomes a difficult task for the project manager. The problem is that the
project has to procure materials from abroad. However, due to political instability in the
country from which the materials are imported, the prices are very unstable. What is the
best approach for the project manager to take in this situation?

A. Use lightweight estimation methods

B. Develop the product in iterations
C. Use backlog instead of the WBS
D. Recommend project termination

A The scenario implies the project is in planning, specifically, in the Estimate Costs
process. Since there is a high degree of uncertainty in the cost of materials to be procured
for the project, developing an accurate cost baseline seems unrealistic. In this situation,
instead of trying to produce detailed cost calculations, the project manager is better off
applying lightweight estimation methods, which are typically used on agile projects. This will
allow generating a fast, high-level forecast of project costs, which can then be easily
adjusted as changes in the costs of materials arise. Applying agile lightweight estimating
techniques to the project that is mainly managed using predictive methods (as evident from
the scenario that describes scope an schedule baselines) implies the project, as a whole, will
be managed using a hybrid project management approach.

11. During project initiation, the project manager had provided an initial estimate of
$250,000 with a range of -25% to +75%. The project is now in planning, and, as part
of the Estimate Costs process, the project manager has to refine this estimate to a
 much narrower range. How should the project manager determine the estimating
methods that can be used and the accuracy required for the cost estimate?

A. Review the cost management plan

B. Examine the basis of estimates
C. Contact the finance department
D. Check the project charter

A The question states that the Estimate Costs process is being carried out. The cost
management plan serves as an input to the Estimate Costs process. The cost management
plan describes estimating methods that can be used and the level of precision and accuracy
required for the cost estimate. Therefore, reviewing the cost management plan is the best
course of action for the project manager in this scenario

12. After checking the internal resources, the project manager realizes that the company
does not have developers who are experienced in the programming language
required for the project. What should the project manager do next?
A. Build a virtual team with internal resources
B. Recommend terminating the project
C. Seek help from the project sponsor
D. Acquire the resources externally

13. The resource management plan calls for six developers to serve on the
project team who are all internal employees. In the process of putting together the
project team, the project manager discovers that only three developers with the
necessary skillset are available for the project due to attrition and higher priority
projects.
What should the project manager do next?

A. Hire outside contractors to supplement the project team

B. Submit a change request to update the necessary project plans and/or documents
C. Cancel the project since the required resources are not available
D. Run the project with the three available developers and use overtime to stay on
schedule

B The question describes a situation where the resources required to perform

the project work are not available. The appropriate next step for the project manager is to
analyze alternative solutions against project constraints to determine the best course of
action. Regardless of the solution chosen to address the issue, the project management plan
will need to be updated which will require an approved change request. Specifically, the
resource management plan will need to be updated to reflect actual experience in acquiring
resources for the project, which may include the use of external resources. Additionally,
although it is not known from the description in the question, it is possible that other
project constraints may be affected by the lack of internal resources necessitating the
update of the cost and schedule baselines, which will also require a change request.
Therefore, of the available choices, the next step for the project manager in this scenario is
to submit a change request.

14. A large multi-year manufacturing project relies on traditional and agile methods to
manage the vast project complexities and external dependencies. Due to those
external dependencies, there are many challenges that cannot be addressed or
budgeted for in the two-week iteration cycle. How should the team address the
longer-term budget challenges?

A. Facilitate a quarterly review of the budget and explore potential future

budget challenges
B. Slowly inject more budgetary constraints and track the budget challenges
that these constraints cause
C. Steadily burn down the budget with every iteration and mitigate budget
challenges
D. Re-evaluate the budget after every iteration and add identified budget
challenges to the risk register

A A multi-year manufacturing hybrid project with two-week iteration cycles, such as

the one described in the scenario, balances the shorter-term needs in an agile manner and
the longer-term needs in a traditional plan-driven manner. Nonetheless, there are
budgetary challenges that every project, regardless of the project management approach
selected, must address. The larger the scope and the greater the length of a project, the
more interdependencies and budget challenges the project may encounter throughout its
life cycle. While, according to the scenario, the product of the project will be developed in
two-week iterations, the question is asking about addressing the 'longer-term' budget
challenges. Therefore, for this hybrid multi-year project, facilitating quarterly reviews of the
budget would make the most sense in analyzing the current state as well as exploring and
forecasting potential future budget challenges.

15. Past projects in the organization have been managed in traditional and agile
methods. There is confusion as to how many resources to allocate to the upcoming
project that anticipates using a hybrid of methods. How should the project
management team estimate resources for the upcoming project?

A. Acquire resources as the project learns the resources that are needed
B. Request the maximum number of resources and return any unused resources
C. Base resource estimates on the comparable scope of the previous projects
D. Set resource estimates to match the resources of the other projects in the
company

C Projects require resources. Those resources may be acquired in different fashions

based on the industry, project objective, and various enterprise environmental factors. How
the project is managed does not drastically alter the amount of resources needed to
complete the work. There may be differences in the skill sets, timing, and working
arrangements. But the scope of previous projects provides a range of expectations to plan
the amount of resources potentially needed. Collecting lessons learned and the scope
(work) completed by similar projects gives good data to base resource estimates on. Having
those estimates gathered from the various project management methods may help the
project manager make resource planning decisions for this hybrid project.

16. A project manager has just been assigned to an online gaming website development
project that requires extensive and specialized graphics and animations. The
company has never needed this talent set on previous projects, so the project
manager has to go outside for contractors. Where can the project manager look to
obtain rough estimates for this work package?

A. Cost estimating templates

B. Analogous estimates
C. Enterprise environmental factors
D. Cost estimating policies

C The question indicates that the company does not have prior experience with the
required resources. Hence, the company will not have any relevant historical information to
provide a rough cost estimate. The incorrect answer choices represent organizational
process assets, which are not likely to provide useful information as the company does not
have prior experience with these resources. Therefore, the project manager may need to
look outside the organization and rely on enterprise environmental factors such as
commercially published databases to get this information.

17 The plan for the first iteration was to complete 80 story points. However, the team
was only able to complete 60. Each story point earns $1,000 for the project. The actual cost
of the iteration was $70,000. As the iteration retrospective approaches, the scrum master
requests that the team prepares all the data required to calculate the various earned value
metrics. At the retrospective, the team determines that the project is _________ budget.
(On the real PMP exam you may be asked to provide your answer by filling in the blank with
the letter representing the correct answer. But here in the simulator, we are asking you to
select the answer below.)"

A. On
B. Under
C. Over
D. Cannot be determined

C "Earned value management (EVM) is typically associated with the predictive

(traditional) project management approaches. However, applying EVM metrics to projects
carried out using agile methods can be done similarly and serve as an effective tool to
measure team performance. For example, the schedule performance index (SPI) is the
number of story points (features) completed divided by the number of the story points
(features) planned. The cost performance index (CPI) is the earned value (EV, which is the
value of the completed story points or features) divided by the actual costs incurred during
the period under measurement.
The interpretation of the SPI and CPI values in agile projects are made similarly to the
interpretation of those values in traditional projects. For example, an SPI less than 1.0
means the project (or iteration) is behind schedule, or, in other words, the team is working
at a rate lower than planned. An SPI greater than 1.0 means the project iteration) is ahead
of schedule, i.e., the team is working at a rate higher than planned. A CPI less than 1.0
means the project literation) is over budget, or, in other words, the team earns less than a
dollar compared to each dollar spent. A CPI greater than 1.0 indicates the project iteration)
is under budget, i.e., the team earns more than a dollar compared to each dollar spent.
The question asks to determine how well the project is doing regarding its adherence to the
planned budget. To make this determination, one should calculate the CPI and interpret its
value. Based on the explanation above, the CPI - $60,000 / $70,000 - 0.857. In other words,
the team produced only 87.5 cents on the dollar compared to the plan (assuming the
prediction is still correct), which means the project is over budget. Note, the scenario is
talking about an iteration while the question is asking about the project. However,
according to the scenario, this was the first iteration. Therefore, the determination of
whether the project is on, under, or over budget is essentially the same as for the iteration."

18 The budget of the project you are leading is set on an annual basis. From time to
time, the team needs to switch to an agile approach to research new technologies and
conduct experimentation. This is causing tremendous amounts of budget variation,
What is your best course of action?

A. Adjust the earned value management (EVM) formulas to be applicable for projects
that use hybrid methods
B. Monitor the budget variations and communicate regularly with relevant
stakeholders to adjust as needed
C. Meet with the team and ask the team members to stop using agile practices to level
the budget variations
D. Exclude the costs associated with research and experimentation from tracking the
budget expenditures

B Establishing and setting budgets for projects is not an exact science. There are many
tools and techniques at our disposal to make our best guesses and work diligently to fall
within those boundaries. Whether your project is agile, traditional, or, as in the scenario
described hybrid, working with budgets and day-to-day fluctuations demands tracking and
oversight. Hence, the best course of action is to monitor the situation and control it
accordingly within the established organizational and project governance guidelines. This
approach would provide you with the data to support the variations and work with the
relevant stakeholders to make adjustments as necessary.
19 You are leading a road construction project. Increasing crude oil prices have driven
up the cost of asphalt for your project by 25%. This risk was identified and analyzed during
project planning with funds set aside in case the risk is realized. The cost baseline is safe for
now, but you feel additional price increases may be incurred before the project is
completed. What should you do next?

A. Perform reserve analysis

B. Submit a change request to move the management reserves into the cost baseline
C. Notify the project sponsor of the situation
D. Tap into the management reserves at your discretion if needed

A The question indicates that an identified risk has been realized and suggests that
contingency reserves were set aside for this risk. With this identified risk now realized, some
or all of the contingency reserves have been depleted. The next logical step for you, as the
project manager, is to perform a reserve analysis. Reserve analysis is an example of data
analysis tools and techniques that can be used during the Monitor Risks process described in
the scenario. Reserve analysis compares the amount of contingency reserves remaining to
the amount of risk remaining at any time in the project in order to determine if the
remaining reserve is adequate. Therefore, of the available choices, performing a reserve
analysis is the best answer to the question asked.

20 As the project progresses, the project manager tracks the detailed costs of a project
in a spreadsheet by listing out each task, associated resources (human and other), the
resource rates, and the hours the resources are used. The data gathered indicates that the
project is on track. However, the finance manager claims that the actual project's costs are
much higher than those reported by the project manager.
What did the project manager most likely do wrong?

A. Forgot to account for the variable costs of the project resources

B. Failed to include indirect costs into the cost baseline
C. Nothing is wrong. Higher than planned costs are normal for any project.
D. Did not invite the finance manager to the project kick-off meeting

B The question suggests that the project manager has accounted for direct costs but
does not mention anything about indirect costs. By only looking at costs by resource, the
project manager is not taking into consideration costs for overhead items such as meeting
rooms, accounting, legal teams, utilities, etc. If the finance manager is charging these
indirect costs to the project, and the project manager has not accounted for these costs,
then there will be a discrepancy between the actual project costs and the costs reported by
the project manager. Therefore, in this situation, the project manager most likely forgot
about the indirect costs.
The question does not provide specific details as to by how much the actual costs are higher
than the planned costs (the cost baseline). There could be many reasons for the actual costs
to be higher than the planned costs. Whatever the reason is not including the indirect costs
into the cost baseline makes the variance between the actual costs and planned costs
bigger. Therefore, the most likely reason for the actual costs to be higher than the planned
costs in this particular scenario with the given set of the answer choices is the indirect costs
not being included in the cost baseline.

21 A project manager is considering to change the Control Costs process currently used
on her project. Instead of submitting budget change requests to the CCB , she wants to
invite stakeholders to the parking lot portion of the daily standups and discuss requested
changes there . The project manager meets with the stakeholders to propose the process
change. Which of the following arguments would be least likely to convince the
stakeholders of the benefits of the new process ?

A. The cost management and change management plans will be updated to reflect the
new process.
B. Earned value analysis data from a previous project be compared to iterative data
accumulation.
C. Only those budget change requests that do not affect the project cost baseline will
be discussed.
D. Other project managers in the organization going through similar process changes
will be consulted.

C "The scenario describes a project with elements of both predictive and agile project
management approaches. This means the project, as a whole, is lead using hybrid methods.
The project manager wants to introduce a process change towards more direct interaction
with stakeholders; thus, making the project even more hybrid. When changing processes, it
is essential to clarify new roles and responsibilities and update the project artifacts
accordingly. It also helps to show how changes to the cost baseline could have been
measured in past projects if they used variance analysis iteratively as opposed to the
traditional earned value analysis. Connecting with other agile or hybrid practitioners in the
organization is another constructive way to exchange knowledge and support the
transformation. However, leaving change requests affecting the cost baseline out of the
discussion could negate the whole idea of changing the process. Therefore, of the choices
provided, excluding those requests from the discussion would least' likely to convince the
stakeholders of the benefits of the new process, making this choice the best answer to the
question asked.
Note, according to agile best practices, daily standup meetings are not used to discuss
changes. They are intended to answer three questions, such as, ""What did I do since the
last standup?"", ""What is my plan for today?"", and, 'Are there any impediments to my
progress?"" However, first, the question is describing a hybrid project where agile and
traditional practices converge, and, second, the parking lot of a daily standup meeting is the
time allocated to discuss impediments and other issues after the three main questions have
been addressed."

22 A project manager has just calculated the project performance measurements, and
the project's current cost performance index (CPI) is 0.9 while the schedule performance
index (SPI) is 1.1. Which of the following is correct regarding the project's performance
status ?
 A. Over budget and ahead of schedule
B. Under budget and behind schedule
C. Over budget and behind schedule
D. Under budget and ahead of schedule

A A CPI less than 1.0 indicates that more money was spent than planned for work
completed at this point in the project. An SPI greater than 1.0 indicates that more project
work was completed than planned at this point. The question states that the CPI is 0.9 and
the SPI is 1.1, so the project is over budget and ahead of schedule.

23 A project manager is determining the budget for a software development project

where the product will be built incrementally. Since the project is subject to a strict budget,
the project manager has to ensure that scope and schedule baselines stay within cost
constraints. The project manager includes budgetary requirements in the release plan.
How can the information in the release plan help the project manager with determining the
project budget?

A. The release plan can become a part of the cost management plan.
B. The velocity can be increased for the project to stay within budget constraints.
C. Release burndown charts can be updated with cost trend lines.
D. Review meetings with stakeholders can be used to discuss the scope and schedule.

D The scenario describes a software development project where the product will be
delivered incrementally, but the scope, schedule, and cost will be managed using baselines
in combination with agile release planning, implying the project as a whole is carried out
using a hybrid project management approach. Agile release planning provides a high-level
summary timeline of the release schedule. When a product is developed incrementally
based on the release plan, iteration and release review meetings can be used by the team
and stakeholders to inspect the completed product increments regularly. During these
meetings, requirements are refined for future activities, and the release plan and key
variables can be adjusted. In hybrid projects with strict budget constraints, like the project
described in the scenario, these adjustments would be applied to scope and schedule, thus
helping the project manager to determine the budget based on realistic plans. In other
words, the information in the release plan will serve as an input to the review meetings with
stakeholders, which in turn, may help the project manager determine the project budget.

24 The project team has just completed its fourth sprint. As part of the Control Costs
process, you determine that the team's average velocity is 25 points per sprint, and the
team has earned 1/3 of the total number of story points required complete the entire
project. The average cost per story point is $ 575 . What is the estimate to complete the
remaining work ?
A. $ 57,500
B. $ 115,000
C. $ 14,375
D. $ 172,500

B "The scenario describes a hybrid project in which the costs are controlled using
predictive methods while the team carries out their work using agile. Under these
circumstances and with the information provided in the scenario, the traditional formulas to
calculate the earned value parameters would not work. The way to calculate the ETC, in this
case, is to multiply the remaining
pleted 100 story points (4 sprints with 25 story points each), which is 1/3 of the total
amount of story points for the project. If 100 story points represent 1/3 of the total scope,
then the total scope is 300 story points, leaving 200 story points remaining to be completed.
Using the remaining number of story points on the project, 200, you need to multiply it by
the average cost per story point, $575, to determine the expected cost for completing the
remainder of the project. Following are the detailed calculations in this situation:
Total Story Points Completed = 100 Total Story Points Remaining = 200 Average Cost Per
Story Point = $575 Remaining Cost for Project Completion = 200 $575 = $115,000
Please note, the question is asking about the cost to complete the remaining' story points
on the project, not the 'total of the story points on the project."
Task 2.6 Manage Schedule

1 You have tasked the project team with identifying and documenting the specific
activities required to produce a key project deliverable. The team's work will
result in schedule activities that can provide a basis for estimating, scheduling,
executing, monitoring and controlling the project work. Which of the following
tools and techniques is least likely to be used during this process?

A. Decomposition
B. Rolling wave planning
C. Expert judgment
D. Leads and lags

D In the scenario, the project is in the Define Activities process where work packages
are decomposed into schedule activities that provide a basis for estimating, scheduling,
executing, monitoring and controlling project work. Decomposition, rolling wave planning,
and expert judgment are tools and techniques used in the Define Activities process. The
question is asking which of the answer choices is the 'least likely to be performed during the
Define Activities process. Since all of the answer choices except leads and lags are tools and
techniques used in the Define Activities process, leads and lags is the correct answer.

2 As a project manager, you are in the process of obtaining team members. You
lobbied for a particular developer that has worked on similar projects; however,
that developer is now committed to a different project. What should you do?

A. Update the project charter to list the developer as pre-assigned to your

project
B. Set up the project team as a virtual team to allow the developer to work on
your project part-time
C. Add a recommendation in the lessons learned register to use pre-assignment
as needed for future projects
D. Include the developer's role and responsibilities in the project team
assignments for your project

C The question suggests that you, as the project manager, are performing the Acquire
Resources process by obtaining the project team members. The lessons learned register is
one of the project documents that may be updated as a result of this process. The lessons
learned register should be updated with information on challenges encountered and how
they could have been avoided as well as approaches that worked well for acquiring
resources. The incorrect answer choices represent actions that are not relevant since the
developer is already committed to a different project. At this point, the best course of
action is to record the information in the lessons learned register so the knowledge gained
can improve future performance. Therefore, of the available choices, adding a
recommendation in the lessons learned register to use pre-assignment for future projects is
your best course of action.
 3 A product will be developed in a few consecutive releases, each comprising
multiple iterations. As the work on the first release begins, the sponsor requests
to see the plans for future releases. What is the best course of action for the
project manager?

A. Advise the sponsor that due to many anticipated changes planning future
releases is impossible
B. Ask the team to decompose the work of the future releases into a work
breakdown structure
C. Provide the sponsor with high-level plans for each one of the upcoming
product releases
D. Request from the product owner to prioritize the iterations' backlogs of the
future releases

C The scenario describes an adaptive (agile) project that has just begun its first release
with a few more releases to go. Schedule in adaptive projects is often planned using
releases and subsequently dividing the releases into iterations. A release would include
high-level features, while the iterations will deliver specific product increments. Plans for
the current release should be relatively detailed, with the first iteration being planned to the
most detailed level of tasks and sub-tasks. As the project and product evolve, stakeholder
feedback is solicited and applied to the next iteration. The cycle repeats every iteration.
Therefore, plans for future releases will likely change. Hence, planning for future releases
cannot be detailed and should be kept at a high level, so the project team does not engage
in planning that could (and most likely will change based on feedback from earlier releases.
Thus, providing the sponsor with high level plans for each one of the upcoming product
releases would be the best course of action for the project manager.

4 The project iteration's costs are below estimates and work is being completed well
ahead of schedule. The resource costs and the scope are being measured in story points.
How should the burndown chart look?

A. The remaining work line is above the ideal burndown rate

B. The remaining work line is below the ideal burndown rate
C. The earned value line is below the planned value line
D. Cannot be determined from the information provided

B An iteration burndown chart is an example of a data analysis technique that can be

used as part of the Control Schedule process described in the scenario. To assist the project
team monitor and control the costs and schedule of an iteration, a burndown chart displays
the planned work to be completed and the associated costs or resources allocated to work.
Typically, the burndown chart begins with the sum value of the work on the left then trends
down to the end point of the iteration. All the work is expected to be done at the end of the
iteration. Hence, the endpoint is to be at zero for work and costs remaining. The ideal
burndown rate line is that straight line from the start of the iteration to the last point in the
iteration when all the work is to be done. Work completed faster than planned has a
steeper slope than the ideal line. That line is reaching the zero work remaining point faster.

5 An agile team meets with the customer and stakeholders to plan their upcoming
agile project. The participants are looking for a tool that would help them understand the
sets of high-value features to be created over time, identify omissions in the backlog, and
effectively plan releases that will deliver value to the customer in every iteration.
Which of the following tools would best meet the needs of the meeting participants?

A. User story mapping

B. Product backlog
C. Work breakdown structure
D. Kanban board

A "Planning tool that is used by agile project stakeholders to map out the project
features and their priorities in the early planning stages of the project. The main difference
between the story map and the roadmap is that the product roadmap organizes the
features placed on the story map in releases, which allows the stakeholders to see what
features will be delivered in each release. A user story map does not have information about
releases and milestones. It is a useful way to discuss the features. Think of a story map as a
visual representation of the product backlog, which can be used as an input to release
planning. The incorrect answer choices are not visual tools described in the question.
User story mapping involves ordering user stories along two independent dimensions. The
""map"" arranges user activities along the horizontal axis in rough order of priority. Down
the vertical axis, the map represents the increasing sophistication of the implementation.
Given a story map so arranged, the first horizontal row represents a ""walking skeleton"", a
barebanes but usable version of the product. Working through successive rows fleshes out
the product with additional functionality.
As an example, the backbone would be at the very top of the story map, and the walking
skeleton would be the sequence of stories underneath it."

6 "You have developed a project schedule, but the project completion date falls
beyond the deadline defined by the project sponsor. You explained this situation to the
sponsor and asked them to provide you with additional funds to bring in more people, but
the sponsor refused. What can you do to shorten the project duration?"

A. Crash the project

B. Fast track the project
C. Apply resource leveling
D. Do nothing

B Fast tracking is a schedule compression technique that can be used during the
Develop Schedule process. In this technique, activities on the critical path that were planned
to be performed sequentially are performed in parallel for some or all of their duration, thus
shortening the overall project length. While no additional resources are required while
applying fast tracking, the project manager should be aware that fast tracking may result in
rework and an increased risk.

7 "A project is in planning. The project has many unknown components making it hard
to decompose and schedule adequately. You are a senior project manager, and in a project
like this, you would typically plan the schedule to a higher level first and wait until the
project has begun to plan the lower levels. However, this project has been assigned to a
junior project manager. She is in the process to develop the schedule management plan and
approaches you for advice on how to better accomplish this task.
By looking for your advice, what tool is the junior project manager using to plan her
project?"

A. Rolling wave planning

B. Expert judgment
C. On-demand scheduling
D. Iterative scheduling

B It can be implied that the junior project manager is performing the Plan Schedule
Management process which will result in the schedule management plan. The scenario also
describes rolling wave planning as one of the tools that you, as a senior project manager,
typically use on projects with many unknowns. However, this question is not asking for a
scheduling methodology. The junior project manager has approached you, a senior project
manager, for help in planning her project. In other words, she is looking for your expertise
or expert judgment. This question is an example of a scenario that has some extraneous
information which may purposefully or not mislead prospective PMP aspirants. Always read
the full question.

8 "The plan for the first iteration was to complete 80 story points. However, the team
was only able to complete 60. Each story point earns $1,000 for the project. The actual cost
of the iteration was $70,000. As the iteration retrospective approaches, the scrum master
requests that the team prepares all the data required to calculate the various earned value
metrics. At the retrospective, the team determines that the project is ______ schedule.
(On the real PMP exam you may be asked to provide your answer by filling in the blank with
the letter representing the correct answer. But here in the simulator, we are asking you to
select the answer below.)"

A. On
B. Behind
C. Ahead of
D. Cannot be determined

B "Earned value management (EVM) is typically associated with the predictive

(traditional) project management approaches. However, applying EVM metrics to projects
carried out using agile methods can be done similarly and serve as an effective tool to
measure team performance. For example, the schedule performance index (SPI) is the
number of story points (features) completed divided by the number of the story points
(features) planned. The cost performance index (CPI) is the earned value (EV, which is the
value of the completed story points or features) divided by the actual costs incurred during
the period under measurement.
The interpretation of the SPI and CPI values in agile projects are made similarly to the
interpretation of those values in traditional projects. For example, an SPI less than 1.0
means the project Windows (or iteration) is behind schedule, or, in other words, the team is
working at a rate lower than planned. An SPI greater than 1.0 means the project (iteration)
is ahead of schedule, i.e., the team is working at a rate higher than planned. A CPI less than
1.0 means the project iteration) is over budget, or, in other words, the team earns less than
a dollar on each dollar planned. A CPiettings to activate vindos! greater than 1.0 indicates
the project (iteration) is under budget, i.e., the team earns more than a dollar compared to
each dollar planned.
The question asks to determine how well the project is doing in terms of its adherence to
the planned schedule. To make this determination, one should calculate the SPI and
interpret its value. Based on the explanation above, the SPI = 60/80 = 0.75. In other words,
the team worked at only 75% of the rate planned, which means the project is behind
schedule. Note, the scenario is talking about an iteration while the question is asking about
the project. However, according to the scenario, this was the first iteration."

9 Your boss giving you a rough outline of the scope, constraints, and risks involved in a
prospective client's project. The project is highly similar to the project you are currently
closing . The sponsor wants to know how long this project would take your team to
complete. You think your team may need two months , but what should be your answer ?

A. Let me run some numbers in a simulation , and get back to you tomorrow.
B. Give us two months . We will knock it out just like the project that we are closing
now.
C. If it truly resembles this project we are closing, it could be six to ten weeks.
D. Considering the uncertainty in scope, I estimate three months.

C Considering your immediate experience of a similar project , you should give

estimate : the form of a range . As a component of a schedule management plan, the level
of accuracy specifies the acceptable range used in determining realistic duration estimates.
The range accounts for risk contingencies . These contingencies may be some threats of
delay or opportunities to gain efficiencies and accelerate the schedule. A project in the
initiation phase ( which is the case in this scenario ) might have a rough order of magnitude
estimate in the -25 % to + 75 % range . If you would estimate 8 weeks most likely , a rough
range of 4 to 12 weeks is reasonable . But that range is not among your answer choices .
Later , as more information becomes available , estimates could narrow to a range of +/- 10
% . In the scenario provided , you have a team that is experienced in this kind of project ,
making the narrower range of six to ten weeks the best the available choices

10 "You are managing a project where several key stakeholders feel it is a risky project .
Your variance analysis shows you have a negative project of float . Your CPI is 1.3 . You and
your project management team are discussing ways to bring the schedule back into
alignment with the project management plan. Which of the following schedule - shortening
options would be the best option ?

A. Crash the project

B. Fast track the project
C. Reduce the scope
D. Lower the quality standards

A If your project has negative project float , the estimated completion date will be
after the desired completion date . You and your project management team are looking for
ways to reduce the schedule and bring it back into alignment with the project plan. In
determining a path forward, you need to look at all the potential options for reducing the
schedule and choose the option with the least impact on the project. The scenario implies
that some of the key stakeholders have low risk tolerances , and fast tracking usually adds
risk . Reducing scope or lowering quality will reduce the project schedule but will most
likely negatively impact the customer. The project is under budget, however, so crashing
the project is the best choice.

11 "As the project progresses, you notice that controlling the schedule becomes more
and more challenging. The variance between the schedule baseline and actual project
performance changes with each completed iteration . You realize that the traditional
methods you are using to control the schedule are not well suited for the way the product is
developed. Which of the following practices should you avoid for the remainder of the
project ?

A. Reprioritizing the backlog

B. Conducting retrospectives
C. Determining the velocity
D. Evaluating the critical path

D The scenario implies you are leading a hybrid project in which the product is being
built iteratively while the schedule is controlled using the schedule baseline . This situation
can happen when the performing organization is not mature enough with its project
management approach . For example , the organization uses tools and techniques that are
incompatible with the project processes , incorrectly tailors processes to a project , or
implements any other combination of tools or techniques that is inconsistent with the
selected development approach or project life cycle . The critical path method is one of the
tools and techniques that can be used as part of the Control Schedule process implied by
the scenario. However, this method is mainly applicable to projects that are managed using
predictive approaches. With this technique, the project's progress is compared along the
critical path to determine the schedule status. A variance between the actual performance
and the baseline will have a direct impact on the project end date. When agile approaches
are used, e.g. , when the product is developed using iterations , as described in the scenario
, the Control Schedule process may include backlog reprioritization , iteration retrospectives
, velocity calculation , etc. Evaluating the variance between the schedule baseline and the
critical path would not be useful for agile practices and, therefore, should be avoided.

12 "The following table represents the current project status. According to the project
schedule , system analysis , system design , and system development should now be
complete as planned . The project manager is confident that the project objectives will be
met. The method used to determine the earned value is based on percent complete.What
is the project's current schedule performance index, and what does this mean for the
project?

A. The SPI is - $12,500 , and the project is running behind schedule

B. An SPI of 1.0 since the project manager is confident that the project objectives will
be met
C. The SPI is 1.24 , and the project is running ahead of schedule
D. The SPI is 0.81 , and the project is running behind schedule
"

D "The schedule performance index ( SPI ) can be calculated as the earned value ( EV )
divided by the planned value ( PV ) . The current total earned value can be obtained by
multiplying each activity's planned value by its percentage complete and adding them
together. Therefore , the current total earned value is $ 52,500 . The current total planned
value is the sum of the planned values of the activities that should have been completed by
now according to the approved plan , which in this scenario is $65,000 , Note , since the
scenario mentions that the method used to determine the earned value is based on percent
complete , the earned value of a partially completed work package is calculated by
multiplying the planned value of the work package by its the percent complete .

13 You meet with your project team to estimate activity durations. Although the project
is managed using the predictive methodology, you remember that as part of the
organizational transformation to hybrid project management, the sponsor requested that
you incorporate some agile practices into your daily work Which of the following techniques
would help you meet the sponsor’s request?

A. Mind mapping
B. Bottom-up estimating
C. Fist of five voting
D. Schedule compression

C The scenario implies that the project manager and team are involved in the Estimate
Activity Durations process Decision making is a technique that can be used as part of this
process. Examples include voting, in which the team members vote for the suggested
duration of each activity. On agile projects, voting can take a form to the first of five (also
called fist to five). In this technique, the project manager (agile conch, scrum master, team
facilitator) asks the team to show their level of support for a decision by holding up a closed
fist, which would indicate no support, up to five fingers, Indicating hall support. If a team
member holds up fewer than three fingers, the team member is given an opportunity to
discuss any objects with the Seam. The facilitator continues the fist-of-five process until the
team achieves consensus, meaning that everyone holds up three or more fingers or agrees
to move on to the next decision. By incorporating the agile fat of five voting technique into
the predictive Estimate Activity Durations process, the project manager moves the project
closer to the hybrid one as requested by the sponsor.

14 The United Nations initiates a project to develop digital catalogs for every country
represented in the organization. The catalogs are supposed to be relatively similar in size
and scope. After the scope and cost baselines are approved, the sponsor requests that the
catalogs be delivered as they are completed, rather than in bulk at the end of the project.
Which scheduling approach should the project manager avoid for this project?

A. Iterative
B. On-demand
C. Critical path
D. Pull-based

15 A project management plan for a multi-phase project is under development. As part

of the Define Activities process, the project manager creates the activity list. All but one
phase, the development of the product, will be managed traditionally. The product
development phase will be carried out using agile techniques. How should the activity list be
handled during the product development phase?

A. Reprioritized during the daily standup meetings

B. Updated periodically as the phase progresses
C. Revised at the beginning of each project phase
D. Kept unchanged for the duration of the project

16. An agile team is using a Kanban board to manage their workflow. A stakeholder
approaches the team lead and asks why the cycle time in this project is longer than
the cycle time in the previous project. The team lead wonders how the stakeholder
came to this conclusion. The stakeholder explains that they used the Little's law
formula. Which of the following formulas did the stakeholder most likely use?

A. Throughput divided by work in progress

B. Earned value divided by actual costs
C. Work in progress divided by throughput
D. The sum of estimates divided by three
C

17. A vendor has been contracted by the government to develop a software application
to count votes for the upcoming elections. The requirements are well defined so that
the project can be managed traditionally. However, due to failures in similar
applications in the past, the government wants the vendor to allow rapid feedback
on the suitability of the deliverables. What scheduling approach is best for the
vendor's project manager to select?

A. Predictive
B. Traditional
C. Elective
D. Adaptive

D Adaptive project management approaches use short cycles to undertake work,

review the results, and adapt as necessary. These cycles provide rapid feedback on the
suitability of deliverables, which is what the government requested from the vendor in the
scenario described. Examples of adaptive scheduling approaches are iterative scheduling
with a backlog, ondemand scheduling, and pull-based scheduling. While these approaches
are typically used on agile projects where requirements are unclear, as opposed to the
project described in the question where requirements are well defined up-front, the benefit
of using these approaches lies in the opportunity for the customer to provide and for the
performing organization to receive early feedback on the deliverables and adapt as needed.
Incorporating adaptive scheduling practices into otherwise traditional projects makes the
overall project management approach hybrid and reduces the risk of a failure.

18. A retailer has an aggressive expansion plan for four new stores. Each of the four
projects is led by a project manager. The projects are being managed in a
coordinated manner. Three of the stores are ahead of schedule. The fourth store is
well behind schedule, and its project manager wants some construction workers
from the other locations to be transferred to help out. What should the project
manager do first to secure the additional workers?

A. Submit a change request to increase the scope baseline

B. Direct the other project managers to provide additional resources
C. Capture the information in the lessons learned register
D. Escalate the issue to the program manager

D A program is a group of related projects that are being managed in a coordinated

manner to obtain benefits not available from managing them individually. The question
states that all four projects and project managers are being managed in a coordinated
manner, which implies that a program manager is leading all four projects. Programs are
managed by program managers who ensure that program benefits are delivered as
expected by coordinating the activities of a program's components. In this scenario, with
three projects ahead of schedule and one well behind, it may make sense for the program
manager to reallocate some resources to ensure that all four locations can be opened on
time. Therefore, of the available choices, escalating the issue to the program manager is the
best answer.

19. As the current sprint is approaching its target date, the project manager measures
the queue size of the various Kanban board columns and becomes concerned that
the team might miss the sprint goal. The project manager shares their concern with
the product owner. What is the most likely reason for the project manager's
concern?

A. The work in progress limits set for the Kanban board columns are too wide
for this project.
B. The rate at which the work items arrive in the queue is slower than their
completion rate from the queue.
C. The sprint goal the project team committed to has not been coordinated with
the product owner.
D. The rate at which the work items arrive in the queue is faster than their
completion rate from the queue.

D Queue size is a metric that tracks the number of work items in the queue. According
to Little's Law, the queue size is proportional to both the rate of arrival in the queue and the
rate of completion of items from the queue. When the number of arriving work items is
equal to the number of completed items, the queue size remains constant. If the number of
arriving work items is less than the number of completed items, the queue gets narrower. If
the number of arriving work items is greater than the number of completed items, the
queue videns. In the scenario, the project manager measures the queue size and becomes
concerned that the team might miss the sprint goal. From this description, one can infer
that the number of arriving work items is greater than the number of completed items,
leading to an increasing queue size, which in turn, implies the team is unlikely to complete
the work that has been planned for the sprint.

20. "A project manager is estimating the number of work periods needed to
complete individual project activities with estimated staff.
To complete this process, the project manager should consider all of the following factors
except for:"

A. Staff motivation
B. Number of resources
C. Law of diminishing returns
D. Political awareness

D "Estimating the number of work periods needed to complete individual project

activities with estimated staff is the definition of the Estimate Activity Durations process.
There are many factors
ing out this process. Some of them include staff motivation, number of resources, the law of
diminishing returns, and advances in tech among these factors. Political awareness refers to
the recognition of power relationships, and the willingness to operate within these
structures. Political awareness may help the project manager to plan and manage
communications, manage and monitor stakeholder engagement, and manage project
knowledge. However, among the choices provided, political awareness is the least likely
factor to be considered as part of the Estimate Activity Resources process and is, therefore,
the best answer to the question asked."

21. "To estimate project resources, the resource management plan calls to use data
from a previous similar project that employed a fully dedicated scrum team of four
developers. You decide to acquire five developers since another project needs 20%
of their time. However, after the first three sprints, the team's velocity is insufficient
to complete the project within the approved schedule baseline. What might have
prevented this problem?"

A. If possible, the two projects should have been carried out sequentially rather
than concurrently.
B. You should have acquired eight developers that would have been 50%
dedicated to the project.
C. A team of subject matter experts should have been acquired instead of the
team of scrum developers.
D. You should have used bottom-up, not analogous, estimating as specified in
the resource management plan.

A "The scenario describes a project that combines agile methodologies (a scrum team,
sprints, etc.) with predictive elements (the schedule baseline), making this a hybrid project.
The scenario
am resources required for the project. The previous similar project had a fully dedicated
team of four developers. However, for the current project, the team members are not fully
dedicated and would need to devote 20% of their time to another project. Even though the
total labor hours of the five team members working 80% of their time equal to four team
members working 100% of their time, the decision to use a project team that was not 100%
dedicated to the project would likely lead to task switching penalties, which would reduce
productivity and velocity for both projects. Running projects sequentially instead of
concurrently would allow each project to run with a team of five fully dedicated team
members. With such a team, the velocity can be higher, and the project can be completed
ahead of schedule freeing up the project team ind to complete the second project. While in
some cases, the timing of projects is not discretionary for a variety of reasons, still,
whenever possible, running projects that use the same project resources sequentially rather
than concurrently is more efficient and, in this case, would have likely prevented the
situation from happening the first place."
 22. As part of a larger initiative involving many projects, all the activities from this and all
of the other projects have to be aligned and be carried out perfectly. What is the
best course of action for the project manager?

A. Coordinate with the program manager to ensure accurate direction

B. Execute the work according to the directions of the project management
office (PMO)
C. Follow the project team around to remove anyone not performing
D. Submit a change request to merge the project management plans of all
involved projects

A The scenario implies the projects are part of a program. Programs consist of projects
that are better managed and coordinated with unified oversight than as only individuals
projects. Program management in this scenario comes about due to the various projects
underway all working on similar objectives, outcomes, and objectives. The question suggests
that efforts and deliverables from multiple projects are planned to deliver one conceive
entity. Coordination and communication between projects and between the project and the
program manager are crucial for the success of this major initiative. Therefore, of the
choices provided, coordinating with the program manager to ensure accurate direction is
the best course of action for the project manager.

23. "A project manager is approached by the sponsor who requests to provide an
estimate as to how long will it take for the agile development team to complete the
project.
How should the project manager respond?"

A. Project duration will be determined using bottom-up estimating by adding up the

duration of the tasks comprising the user stories in the product backlog.
B. Once the velocity is established, the total amount of story points divided by the
velocity of the project team will determine the project duration.
C. The velocity of the project team will be calculated prior to the start of the first
iteration and then multiplied by the number of iterations in the project.
D. The project duration will be determined by adding the total number of story points
completed by the development team members in each iteration

B As stated by the author in the reference, "The duration of a project is not estimated
as much as it is derived by taking the total number of story points and dividing it by the
velocity of the team." Velocity can be roughly estimated at the beginning of the project if
the project uses the same team, same (or similar) technologies, and other team and project
attributes that are the same or similar to the previously completed projects. If the velocity
cannot be estimated based on those factors, it should be observed during the first two to
three iterations, assuming the project constraints allow for this "waiting period". Once the
velocity is established and the total amount of the story points is known, this amount can be
divided by the current team's velocity to arrive at how many iterations it will take for the
team to complete the project work. Iterations are time-boxed intervals, for example, two
weeks. With the number of iter&ions known, the team will be able to tell how long the
project will take. For example, with ten 2-week iterations, the project duration will be 20
weeks.

24. "After the work breakdown structure (WBS) has been created, the project manager
facilitates a sprint planning meeting with the team to estimate activity durations
and, eventually, establish the schedule baseline. The project manager suggests that
the team uses the fist-of-five voting technique to determine the number of story
points that will be included in the sprint. How should the project manager determine
when sufficient support has been reached per each proposed estimate?"

A. All of the project team members hold up five fingers.

B. Each team member holds up three or more fingers.
C. The team gives thumbs up for the entire sprint plan.
D. The WBS and the schedule baseline are of equal size.

B The scenario describes a hybrid project in which predictive project management

elements (e.g., WBS, schedule baseline) are combined with agile practices (e.g., sprint
planning, fist-of-five voting technique). The fist-of-five voting method is a technique that can
be used to gain a consensus for a proposal by the participants. When using this technique,
participants indicate their level of support for the proposal or idea by raising a closed fist
(indicating no support) to five fingers (indicating full support). If any participant holds up
fewer than three fingers, the participant is given the opportunity to voice their concerns
regarding the proposal. Once all of the participants raise three or more fingers, a consensus
has been reached, and the team can move on to the next decision.

25. You are creating the schedule to deploy a new ERP software in your company . The
company is currently undergoing an agile transformation, so it was decided to
develop the new ERP iteratively. The first release of the ERP should be rolled out in
four months, and you know that another project, a company-wide operating system
upgrade, is scheduled in three months. With the upgrade project affecting your
schedule , an impact on which of the following should you assess to determine the
number of iterations until rollout ?

A. Release planning
B. Product roadmap
C. Iteration backlogs
D. Project charter

A As stated by the authors in the reference, 'And even these scheduled one-on-ones
are not meant to prevent the team's coach from helping the team when he or she sees a
clear need. Don't wait for a one-on-one if you see an action occurs that needs redirection.
Employ real-time feedback and address the issues as they arise; try to provide the feedback
as close to the event as possible so it is more meaningful and corrections can be made
quickly."
 26. You are leading a complex project with a schedule baseline that cannot be modified
due to external constraints. The scope , however , is flexible . The project
deliverables are produced by three development teams that work independently
from one another. The teams manage their workflow using Kanban . Which of the
following is the most effective tool for you to use to measure the project's progress ?

A. Feature chart
B. Burndown
C. Burnup chart
D. Cumulative flow diagram

A "The question indicates that the project has a schedule baseline, and the
development teams are using Kanban, which suggests that the project is undertaken using a
hybrid method. According to the scenario, the project end date is fixed, but the scope is
variable, which makes scheduling and progress reporting with typical waterfall methods
problematic. Additionally, the question indicates that each of the three project teams is
working independently. Both of these factors introduce complications for measuring the
overall project's progress.
One way of addressing the progress reporting issues associated with a project with variable
scope and independent project teams is to use a feature chart. A feature chart uses the
number of features rather than story points, so there is a commonality between the project
teams. The individual teams might use burn charts to measure their progress, but since it's
likely that each team will define their units of measure differently, the burn charts cannot
be combined into a meaningful project burn chart. A feature chart can provide a visual aid
for understanding the number of features that have been completed as well as the rate of
feature development over time across the project teams. Therefore, a feature chart would
be an ideal tool to use in the circumstances outlined in the scenario."

27. An agile project to develop a new application has just finished its first iteration. To
better assess marketing and support needs, the company's management has
requested that the scrum master provide a date for when the application can be
launched.What is the best course of action for the scrum master ?

A. Provide an accurate estimate based on the velocity of the first iteration

B. Request time to develop the project schedule baseline
C. If possible , defer estimating until after a few iterations are completed
D. Provide a random date just to calm the management down

C Agile project management approach favors empirical and value-based

measurements instead of predictive measurements. Agile measures what the team delivers,
not what the team predicts ent with an estimate based on the velocity of the first
completed iteration. However, since there is another answer choice that could result in a
better estimate, such as the one based on several iterations, that answer choice would
more accurately address the question asked. In order to provide the most accurate forecast,
the scrum master should use as much actual and observed data from the project as
possible. This estimation, however, assumes that management allows the team to run
several iterations. Since there is no sense of urgency in the scenario, the assumption that
the team has time is reasonable."

28. You are leading a software development project , which is utilizing an agile
framework . While monitoring the progress of the project, it is apparent that
velocity is trending down, and you are aware of some setbacks that have been
encountered by the development team. You want to capture and analyze lessons
learned so far during the project to improve the process going forward . What is the
best way to achieve this goal ?

A. Perform a sprint review

B. Schedule a sprint planning meeting
C. Conduct an iteration retrospective
D. Lessons learned are not utilized on agile projects

C The question is being asked from an agile perspective. Iteration (or sprint) planning,
reviews, and retrospectives are all ceremonies which are associated with an agile
framework. The iteration retrospective is a specialized meeting that is held by the project
team at the end of an iteration. The purpose of the meeting is to discuss what went well
during the iteration as well as what improvements can be made for future iterations. Of the
available choices, the iteration retrospective is the best way to capture and analyze lessons
learned during the project.

29. A project manager is estimating the length of time the project will take. The project
manager worked on a comparable project two years ago that installed 10 miles of
guardrails at a rate of one mile a day in similar weather conditions , using the same
size crew on the same type of highway . What estimating technique would be the
appropriate option for the project manager to use for his duration estimate ?

A. Parametric estimating
B. Analogous estimating
C. Bottom - up estimating
D. Three - point estimating

A Since the project manager has duration data from a similar project with definitive
parameters, he can extrapolate the rate of producing the guardrails from the previous
project to arrive at an estimate for the new project. This estimation technique is called
parametric estimating. Parametric estimating can be used during the Estimate Activity
Durations process, which is what is described in the question scenario. For example, since
the previous project was able to install one mile of guardrail over 10 days, he could estimate
that five miles of guardrail will take 50 days to install.
 30. The project manager is 6 months into a multi - million - dollar project . The latest
analysis shows a CPI of 1.5 and an SPI of 0.6 . What should she do?

A. Nothing . The analysis shows the project is on budget and on schedule .

B. Consider crashing the project schedule
C. Replace one of the higher paid team members with a lower - salaried
employee
D. Inform the customer that you are extending the delivery date for the project

B Earned value analysis is used in a project to compare planned versus actual schedule
performance and planned versus actual cost performance to decide whether a corrective or
preventive action is required. A CPI of 1.5 means that the project is getting $1.50 worth of
work out of every $1.00 spent. Therefore, the project is under budget, and no corrective or
preventive action is required. An SPI of 0.6 means that the project is only progressing at 60%
of the rate originally planned. Therefore, the project is behind schedule, and corrective
action is required. Since the project is under budget, there is funding to bring additional
team members in or crash the project.

31. In their first iteration , an agile team completed only half of the planned work . It
turns out that before the current project began, the team members were requested
to provide ongoing support for the prior release. Angry project stakeholders meet
with the scrum master and complain that supporting prior releases should have
never been included in the project plans. How should the scrum master respond?

A. Agree with the stakeholders and remove all further support work from the
next iterations
B. Ignore the stakeholders' complain and instruct the team to continue
supporting the prior releases
C. Explain that routine work of supporting prior releases may be included in
project plans
D. Request that from now on the team work overtime to complete both the
planned work and support

C "In the reference provided, the author writes, ""In addition to making progress on a
project, many teams are responsible for support and maintenance of another system. It may
be a prior version of the product they are working on, or it may be an unrelated system.
When a team makes a commitment to complete a set of stories during an iteration, they
need to do so with their maintenance and support load in mind."" In the scenario provided,
it seems as the team knew that they were responsible for supporting products that were not
associated with completing the work on the current project. However, the team most likely
missed to account for this work during the iteration/release planning. Therefore, the failure
to complete and deliver the planned work lies with the team. However, this does not mean
the scrum master should remove support work from the next iteration onward. While the
situation is not ideal, the scrum master should explain that routine work of supporting prior
releases may be included in project plans and try to come to a reasonable solution with the
stakeholders, solution that would allow the team to complete the current project and, at
the same time, support the prior releases, without too much overtime work.
One approach to account for work not directly related to the current project is first to
allocate a percentage or an average amount of time typically required to accomplish these
routine tasks. Once this is done, the time left in the iteration can be used to estimate the
number of user stories (or story points, features, etc.) of the current project that can be
reasonably completed in the time remaining. Another alternative would be to place a user
story of a size equivalent to the estimated size of the support work in the iteration backlog."

32. After an agile team completes three iterations, the project manager determines that
the average velocity of the team for these three iterations was 30 story points.
There are 292 more story points to complete the remaining portion of the project.
How many additional iterations will it take for the team to complete the project ?

A. 7 iterations
B. 8 iterations
C. 9 iterations
D. 10 iterations

D "The way to forecast velocity is to run an iteration (or two or three) and then
calculate the average velocity based on the story points completed during each of the
iterations. In this situation, the project team's current average velocity is 30 story points. In
this scenario, to calculate the number of iterations required to complete the remaining
portion of the project, the number of story points remaining (292 story points) needs to be
divided by the average velocity (30 story points). 292 divided by 30 results in 9.74 iterations.
Therefore, at the current velocity, it should take another 10 iterations to complete the
project.
Please note, the result should be rounded to 10, not because of the math rules, but rather
because there is no such thing as half iteration, or quarter iteration (or any other portion of
iteration). Therefore, even if the result were 9.1, the answer would be the same: it should
take 10 iterations for the team to complete the project."
Task 2.7 Manage Quality

1 As part of project planning, you review the lessons learned repository. You notice
that although most of the project management processes have been properly
performed on all past projects, the quality of deliverables was far from perfect.
You want to ensure that your project delivers better results and that quality
issues are detected early in the project life cycle. What can you do to achieve
your goal?

A. Estimate costs more accurately

B. Validate scope on a daily basis
C. Conduct recurring retrospectives
D. Hire an external quality vendor
"

C The scenario implies you are developing a quality management plan. The lessons
learned repository is one of the organizational process assets that can be used as an input to
this process. According to the scenario, most of the project management processes have
been properly performed on all of the past projects, suggesting past projects have been lead
using the predictive project management approach. When such an approach is used, quality
activities are typically performed toward the end of the project. Therefore, quality issues are
likely to be detected late in the project life cycle. One way to detect quality issues early is to
incorporate some agile practices into the quality processes. Incorporating agile methods
into a traditionally managed project will result in the hybrid project management approach.
For example, holding recurring retrospectives may help check the effectiveness of the
quality processes, look for the root cause of the issues, and then suggest new approaches to
improve quality. Retrospectives are typically associated with iterations. While the scenario
does not specify whether or not the product will be developed iteratively, of the choices
provided, holding recurring retrospectives is the best answer to the question asked.

2 A project manager is executing the quality management plan of a project to

manufacture a new reusable rocket to launch commercial satellites. Due to the
extremely high cost of failure, the tolerances for the parts are held to a very
exacting standard. The project manager has established a threshold of no more
than 3.4 defects per million opportunities (DPMO). What is the best approach to
accomplish this goal?

A. Utilize the Three Sigma quality improvement technique

B. Use Six Sigma as a quality improvement methodology
C. Perform the Plan-do-check-act process
D. Apply design for X (DEX) as a set of technical guidelines

B Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization's quality policies into the
project. The question states, "A project manager is executing the quality management plan
of a project... This implies that the Manage Quality process is underway. Six Sigma is a
common quality improvement methodology that may be useful during the Manage Quality
process. From the statistical point of view, the term Six Sigma is defined as having no more
than 3.4 defects per million opportunities (DPMO) or a success rate of 99.9997%. Therefore,
Six Sigma is the best answer to the question asked.

3 A product is being developed in increments. After the requirements for the first
product increment are gathered from the customer, the team spends three
months completing it. The team meets with the customer to demonstrate the
increment, but the customer rejects it, stating that while the increment meets
the objective requirements, it is not aesthetically pleasing. What might the agile
team leader have done differently to have avoided this issue?

A. Documented the issue with the aesthetics in the issue log

B. Utilized shorter feedback loops with the customer
C. Scheduled retrospectives at the end of each iteration
D. Conducted daily standup meetings during product development

B Effective agile leaders build quality into processes and deliverables. Quality is the
degree to which a deliverable fulfills the requirements, including the ability to satisfy the
customer's stated or implied needs. The aesthetics of the deliverable (the product
increment) can be considered an implied need. In the scenario, the team uses an
incremental approach for their project. There are no fixed-duration iterations with an
incremental approach, and each increment represents an iteration. An iterative and
incremental approach might have been a better approach in this case, but this option was
not offered as an answer choice. The scenario does suggest that there were no meetings
with the customer during the three months of product development, i.e., between the
moment the requirements were collected and until the increment was demonstrated to the
customer for review. Shorter feedback loops would likely have uncovered the misalignment
between the development team and the customer regarding the aesthetic aspects of the
product increment. Getting feedback more often from the customer would have allowed
the team to address product aesthetics sooner and might have prevented the product
increment from being rejected.

4 Your project team is in the process of implementing the activities specified in the
quality management plan. The scope, schedule, and budget are clear and well
defined. Therefore, you manage this project using predictive methods. However,
since your next project is agile, you want to start experimenting with some agile
practices already in your current project. What can you do to achieve your goal
as part of the process performed by the team?

A. Suggest that the team use alternative analysis instead of document analysis
B. Encourage continuous stakeholder engagement with the team members
C. Incorporate team-building activities into product testing and inspection tasks
D. Limit stakeholder involvement to shield the team from external distractions
B Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization's quality policies into the
project. In the scenario, the team is implementing the activities specified in the quality
management plan. Therefore, it can be reasonably assumed that the project team is
carrying out the Manage Quality process. Quality is often seen as meeting the defined
customer and stakeholder requirements. In agile projects, stakeholder engagement with the
team ensures customer and stakeholder satisfaction is maintained throughout the project.
Since, according to the scenario, the project manager is looking for an opportunity to test
out some agile practices on the current project, and with the project team performing the
Manage Quality process, encouraging continuous stakeholder engagement with the team
members is the best course of action to achieve the goal set by the project manager.

5 "As part of the quality assurance efforts, the project team identifies that several
deliverables do not conform with the quality requirements.
What should the team do next?"

A. Perform the Plan Quality Management process

B. Review the quality management plan to determine what to do with the
nonconforming products
C. Document the findings and repair the deliverables
D. Review the risk report to gain guidance on what corrective action should be
implemented

B The quality management plan defines the acceptable level of project and product
quality and describes how to ensure this level of quality in its deliverables and processes.
The quality management plan also describes what to do with nonconforming products and
what corrective action to implement. Therefore, reviewing the quality management plan is
what the project manager should do next.

6 "A project manager is about to start the process of identifying quality requirements
and standards for an infrastructure project. The project manager examines the project
charter to gain a highlevel understanding of project objectives and reviews relevant
information from the available components of the project management plan.
What else should the project manager do to gather inputs to the process?"

A. Review the requirements documentation to gain an understanding of the project

and product quality requirements
B. Conduct a brainstorming session with the project team and subject matter experts to
develop the quality management plan
C. Perform a cost-benefit analysis to determine if the planned quality activities are
cost-effective
D. Update the lessons learned register with information on challenges encountered in
the quality planning process
A "Plan Quality Management is the process of identifying quality requirements and
standards for the project and its deliverables which is what is described in the scenario
provided. The project charter and components of the project management plan are inputs
to the Plan Quality Management process, which have already been reviewed as per the
scenario. Project documents including the requirements documentation are also inputs to
the Plan Quality Management process. Project management best practices include
gathering all relevant information in the form of inputs before applying the tools and
techniques to produce the outputs. Therefore, of the available options, to begin the Plan
Quality Management process, reviewing the requirements documentation is the next logical
step for the project manager to take.
Note, requirements documentation is not a component of the project management plan.
Rather, requirements documentation is considered a project document. Therefore, this part
of the question text, ""The project manager has reviewed... relevant information from the
available components of the project management plan."" refers only to the components of
the project management plan, not the project documents, implying requirements
documentation has not yet been reviewed."

7 As part of the process to develop the quality management plan, the project manager
establishes the roles and responsibilities for the quality of the deliverables. The project
manager decides that quality management will be performed by all team members
throughout the project rather than being the responsibility of specific team members at the
end of the project. What is the project manager trying to achieve in this scenario?

A. Incorporating traditional quality management practices into an agile project

B. Avoiding responsibility in case the deliverables do not meet quality specifications
C. Determining the areas of strengths and weaknesses of the team members
D. Incorporating agile quality management practices into a traditionally lead project

8 "A scrum master facilitates a requirements gathering meeting with relevant

stakeholders for a new product development project. To create appropriate user stories and
build quality into deliverables, the project team needs to focus on the needs and
preferences of the broad array of end users.
What should the scrum master do first?"

A. Use a relative sizing exercise to assign story points

B. Ask the product owner to prioritize the project backlog
C. Create personas to represent the various categories of end users
D. Decompose project scope down to the work package level

C Effective project leaders build quality into processes and deliverables. Quality is the
degree to which a deliverable fulfills the requirements, including the ability to satisfy the
customer's stated or implied needs. One aspect of quality is the satisfaction of end users
with the product or result of the project. In the scenario described, the project team is in
the process of gathering requirements for the product, which will include the needs and
preferences of the product's end users. One method of helping the project team gain a
better understanding of the end users is to create personas. PMI defines persona as 'an
archetype user representing a set of similar end users described with their goals,
motivations, and representative personal characteristics." Gaining a better understanding of
the types of end users will help the project team develop appropriate user stories and focus
on the user experience throughout the project, thereby building quality into the
deliverables.

9 "You are a member of a project team responsible for project quality management.
You have found that some of the testing procedures are not consistently detecting the
issues they were designed to detect. If these procedures are not corrected, the project may
end up failing or require a lot of rework. You recommend several suggestions to improve the
procedures. What is the best way for you to deal with this situation?"

A. Let the project manager fix the procedures

B. Issue a change request to apply the improvements
C. Implement the changes as necessary
D. Escalate the issue to the project sponsor

B The scenario suggests you are in the Manage Quality process which focuses on
whether the processes established in the quality management plan are adequate in meeting
the quality requirements needed to satisfy the customer. The quality testing procedures
described in the scenario that are providing inconsistent results are part of the quality
management plan. If corrective actions to some of the planned quality testing procedures
are required to ensure the project finishes successfully, then a change to the quality
management plan is needed. Since the quality management plan is a component of the
project management plan, any modification first requires an approved change request.
Therefore, since you are responsible for quality management for the project, you should
follow your company's change control process by issuing a change request for corrective
action to the procedures in question.

10 "As part of quality assurance, a project manager wants to ensure that a list of
requirements has been satisfied. What is the best approach for the project manager?"

A. Use quality improvement tools

B. Conduct process analysis
C. Perform a root cause analysis
D. Use a checklist

D The Manage Quality process is sometimes called quality assurance. A data-gathering

technique that can be used for the Manage Quality process is checklists. A checklist is a
structured tool, usually component-specific, used to verify that a set of required steps has
been performed or to check if a list of requirements has been satisfied. According to the
scenario, the project manager wants to ensure that a list of requirements has been satisfied.
Therefore, of the choices provided, using a checklist is the best answer to the question
asked.

11 "As the project manager begins the Collect Requirements process, it is becoming
evident that only high-level requirements are known at this moment, and the scope will be
evolving as the project work is carried out. Therefore, the decision is made to develop the
product incrementally using agile practices. The sponsor states that quality will be a primary
focus. What is the best course of action for the project manager to ensure that the
effectiveness of the quality process is reviewed throughout the project life cycle?"

A. Assess the quality management process at the project retrospective

B. Include a quality review with each iteration retrospective
C. Discuss the sponsor's call for quality at each daily standup meeting
D. Include a quality section in the lessons learned register

B The scenario implies that the project is managed using a combination of traditional
and agile project management approaches, where the requirements are collected using the
traditional Collect Requirements process and the product is developed incrementally using
agile practices to accommodate the fact the requirements are unknown up-front. Agile
methods call for frequent quality and review steps that are built-in throughout the project
rather than just at the end of the project. Recurring iteration retrospectives regularly check
on the effectiveness of the quality processes. They look for the root cause of issues and then
suggest trials of new approaches to improve quality. Subsequent retrospectives evaluate
any trial processes to determine if they are working and should be continued, adjusted, or
dropped from use. Therefore, in this hybrid environment, of the choices provided, to ensure
that the effectiveness of the quality process is reviewed throughout the project life cycle,
including a quality review with each iteration retrospective is the best course of action for
the project manager.

12 "According to the construction plan for a custom home, a standard type of concrete
will be used for the patio since the patio is required to support significantly less weight than
a foundation on which the patio is built. During an inspection, it was found that the concrete
used for the patio is of a stronger type, the same type that was used for the foundation.
Which of the following statements is true?"

A. The stronger concrete supports more weight and, therefore, is of higher quality.
B. The standard concrete was of lower quality and should not have been used anyway.
C. The patio of the house will be of a higher grade than originally planned.
D. By using the stronger concrete, the patio will exceed its defined quality metrics.

C Quality and grade are not the same concepts. Quality is defined as the degree to
which the product fulfills the requirements. Grade refers to the classification of products
that have a common function but offer different technical specifications. In the scenario
described, concrete is used as the foundation of the home and as a patio. However, the
stronger concrete supports a higher weight and is, therefore, a higher-grade concrete. The
quality of either concrete will be determined by whether it meets the established quality
requirements that are defined in the quality management plan, not by its grade. The
scenario does not give us any information on the quality of the patio, only that the higher-
grade concrete was used. Since higher grade does not mean higher quality, the only correct
answer of all the options given is that the patio will be of a higher grade than planned.

13 "During a sprint review, the product owner acknowledges that the deliverable meets
the technical requirements and acceptance criteria but is not ready for customer use
because not all required approvals have been obtained. The product owner asks why this
critical step was missed. What was the most likely reason for this issue?"

A. A definition of done (DoD) was not established or was established but not used.
B. The acceptance criteria were not defined during requirements gathering.
C. The deliverable was not verified as part of the Control Quality process.
D. The team used eXtreme Programming (XP) instead of Scrum methods.

A Effective project leaders build quality into processes and deliverables. Quality is the
degree to which a deliverable fulfills the requirements, including the ability to satisfy the
customer's stated or implied needs. In this scenario, the project team missed a key step that
should have been completed for the deliverable to be considered releasable. PMI defines
the definition of done (DoD) as 'a checklist of all of the criteria required to be met so that a
deliverable can be considered ready for customer use." Although the concept of the DoD
extends beyond the mere use of a checklist, at a minimum, the required approvals should
be included as part of the DoD. The use of a DoD might have ensured that all of the steps
required for the deliverable to be released were completed before the sprint review took
place. Hence, the failure to establish a definition of done (DoD) was the most likely reason
for the issue described in the scenario. Alternatively, it's possible that the DoD was
established but not used.

14 A project manager is developing a quality management plan for a project to design a

medical device. Given the nature of the product, quality will play a vital role. Additionally,
the acceptance criteria for the project deliverables will have direct impact on quality
standards. The project manager wants to gain an understanding of the acceptance criteria.
What document should the project manager review for this purpose ?

A. The project charter

B. The requirements management plan
C. The scope statement
D. The acceptance criteria register

C The question states that the quality management plan is being developed, which
indicates that the Plan Quality Management process is underway. One of the inputs for the
Plan Quality Management process is the scope baseline. The WBS, along with the
deliverables documented in the project scope statement, is considered while determining
which quality standards and objectives are suitable for the project, and which project
deliverables and processes will be subjected to quality review. The scope statement includes
the acceptance criteria for the deliverables. The definition of acceptance criteria may
significantly increase or decrease quality costs and, therefore, project costs. Therefore, of
the choices provided, to gain a clear understanding of the acceptance criteria for the
project, the project manager should review the scope statement.

15 A project manager is executing the quality management plan of a project to develop

a prototype medical device. Given the nature of the project, the quality standards are very
stringent. With no known cause , it becomes apparent that the product quality does not
meet project requirements . What is the best course of action for the project manager to
take in this situation ?

A. Direct the project team to improve the quality of their work

B. Ask the project sponsor what to do
C. Create an affinity diagram
D. Develop an Ishikawa diagram

D Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization's quality policies into the
project. The question states, "A project manager is executing the quality management plan
of a project... This implies that the Manage Quality process is being performed. Data
representation techniques including the cause-and-effect diagram can be useful during this
process. Cause-and-effect diagrams are also known as fishbone diagrams, why-why
diagrams, or Ishikawa diagrams. This type of diagram breaks down the causes of the
problem statement identified into discrete branches, helping to identify the main or root
cause of the problem. Of the available choices, the cause-andeffect or Ishikawa diagram is
the most useful in determining the main cause of a quality issue, making the development
of an Ishikawa diagram the best answer to the question asked.
Task 2.8 Manage Scope

1 "As product increments are developed and then deployed at customer premises,
the customer initiates new requirements, submits changes, and reports defects.
The requirements, changes, and defects are reviewed by the CCB comprised of
the project manager, product owner, and team, and prioritized for the upcoming
iterations. The scope baseline is updated accordingly. How should the work on
the new requirements, changes, and defects be carried out?"

A. As specified in the requirements traceability matrix

B. According to the organizational process assets
C. Using a single-list-of-work-and-changes approach
D. By implementing enterprise environmental factors

C Similar to some other questions, this question describes a seemingly unusual project
management approach in which elements of traditional methods (CCB, scope baseline)
intertwine with agile practices (product increments, iterations). Such a combination of
methods from different project management methodologies results in a hybrid project
management approach. In the scenario, the product is developed in iterations, which
typically (although not always) means the work items are organized as a backlog. The
backlog is a list of work items prioritized by the product owner in consultation with the team
and relevant stakeholders. New features/requirements, changes to existing features, and
defect repairs for already developed product increments are considered work items.
Therefore, it makes sense for the work to be carried out using a single-list-of-work-and-
changes approach.

2 "An agile project is operating within a highly regulated environment. During a

sprint review, the product owner has requested a change that might conflict with
a legal requirement. What should the scrum master do first?"

A. Approve the change since it was requested by the product owner

B. Submit a change request to the change control board
C. Discuss the legality of the change during the next daily standup
D. Consult with the appropriate legal subject matter expert

D As a diligent, respectful, and caring steward, the scrum master has an obligation to
ensure that all aspects of the project and its deliverables are in compliance with all relevant
laws and regulations. In this scenario, the requested change 'might' conflict with a legal
requirement, which implies that the legality of the change cannot be determined by the
scrum master or the project team. The ultimate responsibility for the product backlog lies
with the product owner. However, before any action can be taken regarding the requested
change (even if its initiator was the individual responsible for the product backlog), the
scrum master must discuss the change with the appropriate legal expert to determine its
legality.
3 "A project team has just finished development and is planning to have the customer
and the sponsor inspect the system's user interface for acceptance.
Which project management process will facilitate this activity?"

A. Control Scope
B. Validate Scope
C. Manage Quality
D. Perform Quality Control

B Validate Scope is the process of formalizing acceptance of the completed project

deliverables. Validating scope includes reviewing deliverables with the customer or sponsor
to ensure that they are completed satisfactorily and obtaining formal acceptance of
deliverables by the customer or sponsor.

4 "An agile project has entered its seventh sprint. Two days before the end of the
sprint, the customer informs the product owner that they forgot to include one feature in
the sprint. A senior manager overhears the conversation and states that including the
feature represents scope creep and should not be allowed.
What is the product owner's best course of action?"

A. Work with the customer to prioritize the feature in the product backlog
B. Request that the customer submit a change request
C. Instruct the team to develop the feature in the current sprint
D. Reject the feature as instructed by the senior manager

A "In the mainstream agile approach, there really is no such thing as scope creep, since
Agile Manifesto principle #2 actually encourages changing requirements. The principle
states, ""Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage."" Agile project management is
based on short-terms stability but long-term flexibility. Short-term stability refers to the fact
that once the agile project team starts working on developing the product increment
planned for the sprint, no changes can be requested by the customer, product owner, or
other project stakeholders. This is referred to as reciprocal commitment. Long-term
flexibility refers to the fact that while the project team is performing the work during a
sprint, the product owner allows the customer to change requirements in subsequent
sprints, based on those user stories that, at that particular point in the project, represent
either the highest value or the highest risk.
Note, exceptions may apply in various situations, for example, when the requested feature
is critical for the customer, or required by regulations, or the risk associated with the feature
is high so that postponing the development of the feature may result in even higher risk to
the project, to name but a few. According to the scenario, however, there is no urgency
associated with the feature. Therefore, including the feature in the current sprint two days
before its end makes little sense."
5 "A project backlog comprised of various user stories. Some represent risky features;
others cover routine tasks and activities.
How should the user stories representing risky features be planned?"

A. Assigned within the risk breakdown structure

B. Deferred until the last responsible moment
C. Prioritized at the top of each sprint backlog
D. Decomposed into WBS work packages

C From the way the scenario is phrased, one may infer that an agile/adaptive project is
in its early stages. The project backlog consists of various user stories and work items. A
backlog of a typical agile project is prioritized by the customer (or its representative) based
on the business value. However, other criteria can play a role in how the backlog is
prioritized. For example, user stories that represent unique, significant, risky, or novel work
can be prioritized and put at the top of the backlog over items that cover routine tasks.
Prioritizing the user stories representing risky features at the top of each sprint backlog may
help the team expose risks earlier in the project life cycle and apply the fail-fast/learn-
quickly mindset, thus reducing waste by not moving ahead with the project if it's "doomed
to fail.

6. The project you are leading has a current CPI of 1.0 and SPI of 0.8 . You have been
notified by the project management office that your project has been selected for a
quality audit that is scheduled to take place over the coming weeks. What should be
your primary concern with regards to the audit ?

A. That the project falls back in line with the project schedule
B. Finding errors, defects , bugs , or other nonconformance problems in the
product
C. Assuring that the project products fall within the sponsor's acceptance limits
D. That work performed lines up with company policies and procedures

D A quality audit is among the tools and techniques of the Manage Quality process ,
which is concerned with translating the quality management plan into executable quality
activities that incorporate the organization 's quality policies into the project . A quality
audit is a structured, independent process used to determine if project activities comply
with organizational and project policies, processes, and procedures. Quality audits do not
focus on the product or the project's schedule or cost performance. Therefore , of the
choices available , ensuring that work complies with the company policies , processes , and
procedures should be your primary concern . One may argue that under the circumstances
described in the scenario , with the project behind schedule , having an audit in the middle
project execution would be a hassle to the project manager , the team , the project
stakeholders, and will likely put the project behind schedule even further. However , you ,
as the project manager , can do nothing about that . You have no choice but accept the fact
the audit is coming and have to be prepared for it. So what will be your primary concern
with regards to the audit ? As mentioned above, quality audits do not focus on the product
or the project's schedule or cost performance. Therefore , of the choices available ,
ensuring that work complies with the company policies , processes , and procedures should
be your primary concern .

7 "You are leading a project to design a new and innovative system based on newly
developed technology. In past projects , using a traditional waterfall project management
approach , you have encountered issues with scope creep . However, given the nature of
the current project, you have decided to use an agile approach. As it relates project scope ,
how will project differ from your past projects ?

A. The project scope will evolve during the project

B. During initial project planning , a more detailed work breakdown structure will be
created
C. Scope creep will be avoided with a strict change management system
D. The project scope will be better understood at the beginning of the project

A When a traditional waterfall project management approach is utilized, the project

scope is well-defined during initial project planning, and a detailed work breakdown
structure (WBS) is developed. A traditional project management approach is effective when
the requirements are well understood at the start of the project . However, this situation is
not always the case with all projects. In projects with evolving requirements, high risk, or
significant uncertainty, the scope is often not understood at the beginning of the project.
Agile methods deliberately spend less time trying to define and agree on the scope in the
early stage of the project and spend more time establishing the process for its ongoing
discovery and refinement. As a result , the project scope evolves throughout the project as
the scope is defined and redefined . Therefore, with agile, the project scope will evolve
during the project as compared to a traditional project management approach where the
project scope is defined upfront.

8 A project has been chartered to develop a new rechargeable battery. At the kick-off
meeting, the project manager understands that the product development phase will require
continuous customer and stakeholder engagement and their feedback on the deliverables.
The decision is made to carry out the development phase iteratively. Given these
circumstances, how will the Control Scope and Validate Scope processes be performed?

A. Repeated for each iteration

B. At the end of the project
C. Continuously on a daily basis
D. Replaced by retrospectives

9 An agile project is being performed for an external customer. After the sprint review
meeting where the team demonstrated the new capabilities of the web user interface, a
stakeholder approaches the product owner and suggests an improvement to one of the
screens. The stakeholder insists this improvement would make it easier for the user to
navigate the interface. What is the product owner's best course of action?

A. Implement the stakeholder's request in the next sprint because it will enhance
customer experience
B. Discuss the stakeholder's request with the customer and decide if and when it
should be implemented
C. Create a user story for the stakeholder's request and place it at the very bottom of
the product backlog
D. Discuss the stakeholder's request at the daily standup meeting and let the team
decide on how to proceed

B According to the scenario, the project is carried out for an external customer.
Therefore, any new requirements coming from stakeholders would have to be discussed
with the customer to determine if the customer is even interested in the requirement in the
first place. If the customer is not interested, the requirement should be rejected, and no
further action is needed. If however, the customer is interested in the new requirement, the
product owner would have to gather additional information from the stakeholder and then
work with the customer to create a new user story for the requirement. Once the user story
is created, the product owner should add it to the product backlog and, together with the
customer, prioritize the user story based on its value to the customer and risk to the project.

10 You are currently in the process of determining and documenting the requirements
for a project. During this process, which of the following activities are you least likely to
conduct?

A. Glean any relevant information from the project charter

B. Use the stakeholder register to identify stakeholders that can provide information on
requirements
C. Gain an understanding of required, desired, and optional criteria for meeting the
business needs
D. Determine how requirements activities will be planned, tracked, and reported

D Collect Requirements is the process of determining, documenting, and managing

stakeholder needs and requirements to meet objectives. Thus, the question implies that the
Collect Requirements process is being performed in this scenario. However, the question is
asking to select an activity which is 'least' likely to be conducted during the Collect
Requirements process. The incorrect answer choices describe the inputs into the Collect
Requirements process. The choice that describes how requirements activities will be
planned, tracked, and reported is captured in the requirements management plan, which is
produced as an output of the Plan Scope Management process and not the Collect
Requirements process, making this choice the choice the ate Windows best answer to the
question asked.
11 A one-year project is chartered to build a new communication device. The
technology that will be used to develop the device is new and is expected to change
throughout the project. Requirements will be discovered as each new product increment is
complete. In this volatile environment, the project team is concerned that managing
requirements will be impossible. What is the best course of action for the project manager?

A. Have a product owner assigned to the project and ask them to manage requirements
using a backlog
B. Take a laissez-faire approach and empower the team to set their own sprint goals and
make their own decisions
C. Request that the project duration be extended from one year to two years to counter the
volatile requirements
D. Add the team's concern about volatile requirements to the issue log and ensure that the
team's mood is monitored

A A project operating in a volatile environment with requirements discovered as the

project unfolds and technology that will change during the project would benefit from an
agile project management approach. Under these conditions, property managing
requirements apparently seems difficult, which is the most likely reason the team members
raise their concerns. However, whether requirements are known upfront and properly
documented or discovered and evolve as the project is carried out, managing requirements
is essential. Proper requirement management helps reduce scope creep, rework, customer
dissatisfaction, budget and schedule overruns, and may even prevent project failure.
Predictive projects typically use a work breakdown structure (WBS) and supporting
documentation, such as the requirements traceability matrix, to keep track of and manage
requirements. Adaptive (agile) projects, like the one described by the scenario, often
employ a backlog. These projects have a dedicated individual, such as a product owner,
whose primary responsibility is to prioritize and maintain the backlog based on inputs from
the customer and other relevant stakeholders. Therefore, of the choices provided, having a
product owner assigned t other relevant stakeholders. Therefore, of the choices provided,
having a product owner assigned to the project and asking them to manage requirements
using a backlog is the best answer to the question asked.

12 You are currently in the process of determining, documenting, and managing

stakeholder needs and requirements to meet project objectives. A project stakeholder has
suggested that it would be helpful to have a visual depiction showing how people and other
systems will interact with the new payroll system. You like the idea and want to address it.
What is the best way to implement the stakeholder's suggestion?

A. Develop a context diagram

B. Design an affinity diagram
C. Create a fishbone diagram
D. Build a matrix diagram

A The question suggests that the project manager is performing the Collect
Requirements process, which is the process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives. A context diagram is one of
the tools and techniques that might be used during the Collect Requirements process.A
context diagram is a visual depiction of the product scope showing a business system
(process, equipment, computer system, etc.), and how people and other systems (actors)
interact with it. Of the available choices, developing the context diagram is the best way to
implement the stakeholder's suggestion.

13 "A project manager is leading a project with a predictive life cycle. Detailed plans
were provided by the requesting organization before the start of the project.
What will be the focus of the project manager?"

A. Controlling the schedule by successively adding functionality until the deadline is

reached
B. Controlling scope to meet schedule and budget
C. Determining the scope before the start of each iteration
D. Revising cost and time estimates as the project team's understanding of the product
increases

B The question describes a project with a predictive life cycle. In a predictive life cycle,
the project scope, time, and cost are determined in the early phases of the life cycle. Any
changes to the scope are carefully managed to achieve the project's objectives of scope,
time, and budget. A predictive or waterfall framework is more likely to be utilized for a
project, where the project scope is well-understood and can be comprehensively
decomposed during initial project planning. Predictive life cycles may also be referred to as
waterfall life cycles.

14 "A company has been contracted to develop software for a hydroelectric plant. The
project management plan specifies Scrum as the development approach. Few sprints into
the project, regulators notify the performing organization that due to new environmental
laws, safety features originally not included in the scope baseline will need to be built into
the software.
What is the project manager's best course of action?"

A. Issue a change request to update the project management plan and, once approved,
ensure that the scope baseline is updated
B. Conduct a root cause analysts with the product owner to determine why the safety
features were not included in the scope in the first place
C. Use the MOSCOW model of prioritization to groom the scope baseline and
categorize the new safety features as "should have”
D. Discuss the new features with the team during sprint planning and if the team
agrees, ask them to implement the features in the next sprint

A The scenario describes a hybrid project that combines elements of a traditional

project (a project management plan, scope baseline, etc.) with agile elements (Scrum,
sprints, etc.). The safety regulations are an example of a mandatory external requirement
that represents a constraint to the project and are included among the enterprise
environmental factors (EEFs) under which the project operates. Even though the addition of
the new safety features is mandatory, an approved change request is still required since the
project is operating under the auspices of an approved project management plan and the
scope baseline. At a minimum, the scope baseline will need to be revised to incorporate the
additional scope. It is also possible that the cost and schedule baseline will be affected as
well. Thus, the project manager will need first to submit a change request to update the
project management plan. Once the change request has been approved, the features can be
incorporated into the project's scope.

15 "As an agile team works its way through an iteration, a developer realizes that the
user story she is currently working on was underestimated for its size. The developer
understands that she cannot complete it within the current iteration. The developer raises
the issue at the daily standup.
What is the best course of action for the team to resolve this situation?"

A. Encourage the developer to resolve the issue on her own

B. Suggest splitting the user story
C. Leave their own tasks and swarm on the user story
D. Escalate the issue to the scrum master

B "Inaccurate estimate is a common occurrence in any project, whether traditional or

agile. When a user story is underestimated during iteration planning, the result might be
similar to what is described in the scenario - a team member realizes that she cannot
complete the work within the time-box allocated for the iteration. The simplest and
straightforward approach is splitting the user story. Therefore, of the choices provided,
suggesting to split the user story is the best answer to the question asked.
However, for those who want to know a bit more about splitting user stories, it's worth
mentioning that splitting a user story is not always possible. Splitting user stories can
typically be done for two reasons: the story either compound or it is complex. An example
of a compound user story is a module that accepts credit card payments for four major card
types, with two of the card types that account for 85% of end-users and require 50% of the
coding effort. Writing the code for the credit card types that account for the majority of the
users should come first. The rest 15% can be done in the upcoming iterations. In this case,
slices related to this user story bring value to the customer, and therefore, the team would
be credited for completing the slices in each iteration where the slices are implemented.
A complex user story is a different situation. A complex user story cannot be logically split
into several stories with their own value. A complex user story is just one big story that
carries its value only when it's fully completed. Therefore, completing just one or several
slices of such a user story would not bring value to the customer. Going with the same credit
card example, let's assume that developing a payment with one credit card is a very big user
story that cannot be completed in one iteration. Therefore, the story should be split.
However, completing one or more of its slices in the current iteration would not bring value
to the customer and thus would not credit the team for their work on those slices. Only
after all slices of the story are completed in the upcoming iteration(s), will the value be
delivered and the team credited for their work."
16 "After the initial set of requirements has been identified, the product owner works
with the project team to elaborate the scope. The team suggests using product hierarchy to
document large groups of customer value organized by functionality.
Which of the following should the product owner use to implement the team's suggestion?"

A. Epics
B. Themes
C. Stories
D. Features

B The scenario describes a project in the early planning stage. According to the
scenario, the initial set of requirements has been identified, with the next step being scope
decomposition or elaboration. Scope is the sum of the products, services, and results to be
provided as a project. As the scope is defined, it creates the need for more requirements
identification. Therefore, similar to requirements, scope can be defined up front, it can
evolve over time, or can be discovered as the project evolves. In predictive projects, a work
breakdown structure (WBS) is the most popular tool used to elaborate scope. In agile
projects, like the one implied by the scenario, one way to elaborate scope is by identifying
the project's themes and documenting them in the project charter, roadmap, or as part of
the product hierarchy. Themes represent large groups of customer value associated by a
common factor, such as functionality, data source, or security level. The team suggestion to
use product hierarchy to document large groups of customer value organized by
functionality is essentially the definition of a theme, making it the best answer to the
question asked.

17 A project manager is currently in the process of determining , documenting , and

managing stakeholder needs and requirements . Due to the sensitive nature of the project ,
there is a concern that some stakeholders will not provide candid feedback unless
confidentiality is maintained. What is the project manager's best course of action?

A. Conducts interviews to elicit information from stakeholders by talking to them

directly
B. Use brainstorming to generate and collect multiple ideas related to project
requirements
C. Hold a focus group to learn about stakeholder expectations and attitudes about the
project
D. Use multicriteria decision analysis to provide a systematic analytical approach for
establishing criteria

A The question suggests that the project manager is performing the Collect
Requirements process, which is the process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives. In support of this process,
the project manager will need to employ data gathering techniques to elicit feedback from
the stakeholders to determine their needs and requirements. The question suggests that
the project manager needs to use a data gathering technique where the responses will
remain confidential. An interview is a formal or informal approach to elicit information from
stakeholders by talking to them directly. Of the available choices, conducting interviews is
the best tool for the project manager to use to obtain confidential information.

18 The project team reports that they have finished creating the requirements
management plan , the requirements documentation , and the requirements traceability
matrix . The team informs that they are going to start working on the project work
breakdown structure (WBS) next. What has the project team forgotten to do?

A. Create the project scope statement

B. Complete the project management plan
C. Update the lessons learned register
D. Perform the Validate Scope process

A In the scenario described, the project team has completed the requirements
management plan, which is an output of the Plan Scope Management process. Additionally,
the team has completed the requirements documentation and requirements traceability
matrix, which are outputs of the Collect Requirements process. The next step in the
Planning Process Group is the Define Scope process and the creation of the project scope
statement. Before creating the WBS, the project scope must be well defined and
documented in the project scope statement. The completed project scope statement sets
the boundaries for the project by defining the work that is included in the project as well as
the work excluded from the project. The project scope statement serves as a guide when
creating the WBS and should be completed before work begins on the WBS. The project
team wants to move on to creating the WBS, but they have forgotten that they need to
create the project scope statement before the WBS can be created.
Task 2.9 Integrate Planning

1 "During iteration planning, an agile coach wants to ensure that her development
team has an easy way of organizing their work as well as a visual representation at a glance
of the work remaining to be completed in an iteration.
Which of the following tools is best for the agile coach to use to accomplish his goals?"

A. A burndown chart
B. A task board
C. A burnup chart
D. A glance chart

B A task board (often called a Kanban board) is an information radiator that serves the
dual purpose of giving a development team a convenient mechanism for organizing their
work and a way to see at a glance how much work is left to be completed in an iteration. In
flow-based agile, the team pulls features from the backlog based on its capacity to start
work rather than on an iteration-based schedule. Iteration-based teams typically use task
boards to reflect the work to be completed in an iteration. The team defines its workflow
with columns on a task board and manages the work in progress for each column. A task
board makes these tasks highly visible so that everyone can see which tasks are currently
being worked on versus which tasks are available for selection.

2 "A company is planning a very large project and considering managing some of its
aspects using agile methods. The project manager is concerned that agile may not be the
best approach given that a large effort would be needed for additional processes, structure
and support systems, thus making the execution of the project more rigid and less agile.
Which of the following practices will assist in scaling this project while keeping some of its
aspects agile and less process and structure focused?"

A. Executing the project with a well-defined beginning and end

B. Creating a detailed work breakdown structure (WBS)
C. Building a strict hierarchy of processes and decision making
D. Managing the project using multi-level release planning

D "Incorporating some of the agile elements into a large and complex traditionally
managed project is frequently a challenge. Agile practices encourage high visibility of work,
which is not always the case with traditional projects. As it pertains to release management,
on smaller projects that are lead using agile, the product backlog is sufficient to manage the
project and provide enough visibility to the team and stakeholders. As a hybrid project
grows in size and complexity, to help establish both product focus and project visibility, a
release planning session and a release plan are required. The use of multi-level release
planning can ensure that both product focus and project visibility re
release planning can ensure that both product focus and project visibility remain high and
that there is a clear product roadmap that ties together the entire project effort. Agile
release planning provides a high-level summary timeline of the release schedule based on
the product roadmap and the product vision. Agile release planning also determines the
number of iterations in the release and allows the product owner and team to decide on the
amount of work to be done and the timeline for this work to be completed."

3 "A charter for a two-phase project to build a space satellite has just been approved.
The first phase is design; the second phase is development. Requirements for the first phase
are welldefined up-front. Requirements for the second phase are known only at a high level.
Some satellite components will be produced by vendors.
How should the project manager approach planning for the second phase?"

A. Ensure that the work breakdown structure is as detailed as possible

B. Select only those vendors who are on the preapproved seller list
C. Assign a dedicated team member to monitor the quality of deliverables
D. Involve as many project team members and stakeholders as possible

D The scenario describes a hybrid project with one phase that can be managed using
waterfall methods where requirements are well-defined up front, and another phase that
has unclear requirements, warranting the use of an agile project management approach.
The second phase appears to have a high degree of complexity and uncertainty. Under such
circumstances, the requirements for the second phase will have to be elaborated as the
phase progresses and more information becomes available. However, even during the initial
planning, to overcome uncertainty, agile/hybrid projects (or phases) may benefit from
involving as many team members and stakeholders as possible. This approach allows for
soliciting a wide range of various inputs that can be incorporated into early project plans
and then used as a basis for further elaboration during project execution.

4 The stakeholders A project management plan has been approved, and the project is
now in execution. The project manager would like to communicate project status Which of
the following should the project manager send to stakeholders to achieve her immediate
goal ? "

A. Work performance report

B. Work performance data
C. Communications management plan
D. Project management plan

A Project reporting is the act of collecting and distributing project information .

Project information is distributed to various groups of stakeholders and should be in a form
to provide information at an appropriate level, detail, and format for the stakeholders.
Work performance reports are the physical or electronic representation of work
performance information compiled in project documents, intended to generate decisions,
actions, or awareness. Work performance reports would allow the project manager to
communicate the project status to the stakeholders.
5 "You have just finalized the project management plan for your project. The plan is
ready to be approved. What should you do to obtain approval?

A. Nothing, The project management plan does not require formal approval.
B. Go ahead and use your own authority as the project manager to approve the project
management plan.
C. Request the project sponsor to approve the project management plan
D. Present the project management plan to relevant stakeholders according to
applicable policies and procedures.
"

D The project management plan is the main output of the Develop Project
Management Plan process. The plan describes how the project will be executed, monitored
and controlled, and closed. It integrates and consolidates all of the subsidiary management
plans and baselines, and other information necessary to manage the project. Ensuring all
project stakeholders are on the same page is crucial for project success. Therefore ,
obtaining approval of the project management plan from relevant stakeholders will help get
their buy - in for the project . By following policies and procedures included in the
organizational process assets, you can determine what should be done next to get the
approval of the project management plan. Therefore, from the options available,
presenting the project management plan to the relevant stakeholders according to
applicable policies and procedures is the best answer to the question asked.

6. The project manager is conducting a meeting to gain approval for the project
management plan. The project sponsor notices that a component that was always
included in the project management plans of previous projects is missing from the
current plan and requests that the project manager add the component to the plan.
How should the project manager respond?

A. Ignore the sponsor's request since the project management plan is the
responsibility of the project manager
B. Explain that the needs of the project determine which components of the
project management plan are included
C. Update the plan as requested by the project sponsor since the plan's
components are determined by the sponsor
D. Ask the meeting participants to vote for those components of the project
management plan they think should be included

7. Due to the complexity and many diverse teams involved, there is confusion amongst
the project stakeholders on where to find materials and information for the project.
What is the best response to address this issue?
 A. Assign one project team member to retain and distribute all the project
materials and information to have a single point of contact.
B. Distribute all the project documents, materials, and updates to each
stakeholder
C. Require all stakeholders to attend every meeting to ensure everyone receives
the handouts and information
D. Set up an information management system to store, share, and codify the
project's knowledge and content

8. "On a project, several programmers were hired as independent consultants to

supplement the in-house programmers to ensure the timely completion of the
project. Towards the end of the project, the project manager has performed some
analysis and determined that the CPI is 0.8 and the SPI is 1.2. What is the best course
of action to bring project performance back into alignment with the project
management plan?"

A. Approve the use of overtime for the in-house programmers

B. Reduce or eliminate the independent contractors
C. Perform fast tracking to address the performance gap
D. Eliminate the non-essential features from the project scope

B The key to correctly answering this question lies in the interpretation of the cost
performance index (CPI) and schedule performance index (SPI). A CPI of 0.8 and an SPI of 1.2
indicates that the project is over budget and ahead of schedule. Therefore, costs must be
reduced to meet the project budget. Reducing or eliminating the independent contractors,
to the extent that the project schedule allows without impacting the schedule baseline, will
reduce costs to bring project performance back into alignment with the project
management plan, and that is the best course of action given the circumstances provided by
the question.

9 "A company operating in a highly competitive environment charters a product

development project. To be the first on the market with the new product, the company
pushes the project team to forgo testing and release the first working product increment as
soon as it's ready. The team is concerned that this approach would lead to an extensive
rework.
What planning approach should the project manager recommend?"

A. Perform as much up-front planning as possible

B. Do not plan at all to increase speed to market
C. Plan scope now, but plan schedule and cost later
D. Undertake a minimum amount of up-front planning
D Each project is unique. Therefore, the amount of time spent planning, both up front
and throughout the project, should be determined by the circumstances. The scenario
describes a company that operates in a highly competitive environment. Being the first to
the market with a new product is crucial for the company's success. To achieve this goal, the
company is willing to take the risk of rework by releasing an untested product. In this
situation, the project team can undertake a minimum amount of up-front planning as the
company's emphasis is on speed to market. In other words, the cost of delay that extensive
planning entails (missing the opportunity of being the first to the market) exceeds the risk of
potential rework caused by forgoing the product testing. Undertaking a minimum amount of
up-front planning is not an uncommon approach. Adaptive projects, such as the one implied
by the scenario, carry out project activities in iterations, each of which results in a working
product increment. The first iteration is planned in detail; the product is demonstrated at
the iteration review, where stakeholder feedback is received and applied to the next
iteration

10 "You are managing a new needs assessment project. While you are analyzing the
monthly progress data your team has submitted, you notice that one of your project team
members has spent half as much time working on a project activity than you had planned.
What should you do?"

A. Reward the team member for finishing the activity ahead of schedule
B. Investigate further to determine if there is a problem
C. Issue a corrective action as you obviously overestimated the activity duration
D. Do nothing now and wait for the next month's progress data.

B The Monitor and Control Project Work process is part of Integration Management.
The project manager must balance the demands of all the knowledge areas to control the
project. You can't get a good understanding of how the project is performing against the
project plan by only monitoring one aspect of the project, for example, one employee's
activity report. Therefore, further investigation needs to be completed before acting on data
from one process.

11 "You are a project manager preparing materials to be used for a status report that
will be shared with senior management. The communications management plan indicates
that the status report should be sent to senior management on a weekly basis. Included in
the status report will be earned value graphs, forecasts, reserve burndown charts, defect
histograms, contract performance information, and risk summaries.
What type of reporting is being shared with senior management?

A. Work performance reports

B. Work performance data
C. Work performance information
D. Work performance status
A "The project manager is conducting the project management process of Manage
Communications. Work performance reports are an input into the Manage Communications
process. The key is understanding the relationship between work performance data, work
performance information, and work performance reports. Work performar is the raw data
which is analyzed in context and becomes work performance information. Work
performance information can be organized into work performance reports which can be
disseminated to stakeholders."

12 "Due to confidentiality requirements, all of your project's communications are

uploaded to a secure intranet website where the information can be accessed by
stakeholders. However, during project execution, you had to spend a lot of time repeating
project information to the stakeholders as many of them complained that they are not
always up to date on the communications. You have discussed this issue with the project
sponsor who says the communication method cannot be changed.
What is the most likely reason behind the project sponsor's comment?"

A. The communication breakdown structure is flawed

B. The pull communication method is inadequate
C. The enterprise environmental factors are imposing a constraint
D. The contingent response strategies are lacking

C Enterprise environmental factors (EEF) refer to conditions, not under the control of
the project team, that influence, constrain, or direct the project. In this scenario, established
communication channels, tools, and systems influence the company's decision to use a
secure website for project communications. EEFs are typically not under the control of the
project team which is likely the reason the sponsor said that the communication method
could not be changed. Therefore, of the choices provided, enterprise environmental factors
is the best answer to the question asked.

13 While monitoring project work, the project manager notices an increase in actual
costs that have not been accounted for in the original budget. To understand whether a
change request to update the cost baseline should be submitted , the project manager
gathers raw observations and measurements of all of the costs that have been authorized ,
incurred , invoiced , and paid . What has the project manager gathered?

A. Planned value
B. Earned value
C. Work performance information
D. Work performance data

D Work performance data are the raw observations and measurements identified
during activities performed to carry out the project work. In the scenario, the project
manager collects all of the costs, which have been authorized, incurred, invoiced, and paid.
Those are best described as the work performance data. Only after these raw data have
been analyzed, will it become work performance information. Therefore, what the project
manager has gathered was the work performance data.

14 A project manager is leading an agile research and development project . The

project team is using a diagram , which breaks down the causes of an identified problem
into discrete branches to determine the main cause of the problem . Which diagram might
the project team be using in this situation ?

A. Pareto diagram
B. Matrix diagram
C. Tornado diagram
D. Why - why diagram

D Cause-and-effect diagrams are also known as fishbone diagrams, why-why diagrams,

or Ishikawa diagrams. This type of diagram breaks down the causes of the problem
statement identified into discrete branches, helping to identify the main or root cause of the
problem. Of the available choices, only the why-why diagram breaks down the causes of an
identified problem into discrete branches.
Task 2.10 Manage Changes

1 "On a project, two change requests were recently submitted for review and
approval. One change request was submitted to repair a defective system. The other change
request was submitted to modify the terms and conditions of a contract with one of the
suppliers. Both of the change requests have been reviewed and approved by the change
control board (CCB).
Which of the following processes is least likely to be performed as a result of the approved
change requests?"

A. Direct and Manage Project Work

B. Control Quality
C. Perform Integrated Change Control
D. Control Procurements

C Approved change requests are an output of the Perform Integrated Change Control
process. Once the change request has been approved, the Perform Integrated Change
Control process is complete, and there is nothing more that needs to be done in this process
pertaining to the approved change request. The approved change requests are then
implemented through the Direct and Manage Project Work process. In the case of a defect
repair, once the repair has been completed, the Control Quality process is performed to
verify the repair has been correctly done. In case of the modifications to the terms and
conditions of the contract, the change request is implemented as part of the Control
Procurements process. Therefore, of the available choices, the Perform Integrated Change
Control process is the least likely to be conducted at this point in the scenario.

2 "A project manager has submitted a change request which was reviewed and
approved by the change control board (CCB). However, the committee chairperson
overrules the decision and denies the change request on the basis of its budget and
schedule impacts.
How can the project manager verify if the chairperson has this authority?"

A. Check the project team assignments

B. Review the responsibility assignment matrix
C. Research the work breakdown structure
D. Examine the change management plan

D The project manager needs to verify whether or not the chairperson had the
authority to overrule the CCB's decision on the change request. The responsibility
assignment matrix, work breakdown structure, and project team assignments contain
information about project roles and responsibilities, but not specifically about the change
control process. For that information, the project manager should consult the change
management plan, which is specifically designed to provide direction for managing the
change control process and documenting the roles and responsibilities of the CCB. The
change management plan would specify the number of people needed to pass a vote, who
has the authority to break ties when voting on change requests, and who may have the
ability to overrule the committee. Therefore, the change management plan would be the
best document to reference for verification of the chairperson's scope of authority

3 "After lengthy and thorough discussions, the change control board (CCB) rejects a
change request to update design despite the fact the project manager, who is also a
member of the CCB, supports the change. The stakeholder who submitted the change
request is unhappy with the decision and demands that the project manager updates the
design anyway.
How should the project manager respond?"

A. Instruct the designers to update the design

B. Re-communicate the decision of the CCB to the project stakeholder and state that
the decision is final
C. Tell the CCB they are making a big mistake and continue to support the stakeholder's
argument
D. Tell the stakeholder that they should present their case directly to the CCB

B The PMBOK Guide defines the change control board (CCB) as "a formally chartered
group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to
the project and for recording and communicating such decisions. Unless there is an
individual or a group that has the authority to overrule the CCB's decision (this information
would have been documented in the change management plan), the CCB has the final
authority to decide what, if any, changes can be made to the project deliverables. Based on
the scenario described, it can be reasonably assumed that the change has passed through all
the necessary steps, and the decision to reject has been made based on the best judgment
of all involved parties. Once the decision is made, all project work should abide by that
decision. Trying to persuade the CCB to revert their decision would not be the best use of
time of the project manager, the CCB members, or the stakeholder. Therefore, among the
choices given, re-communicating the decision of the CCB to the stakeholder and stating that
the decision is final would be the best course of action for the project manager to take in
this situation even though the project manager supports the change.

4 "An urgent change request to a product increment is submitted. The product owner
evaluates the change and, based on its high value to the customer, recommends that the
CCB approves the change. The change is approved, and the product owner prioritizes it for
the current iteration. However, when the team attempts to implement the change, the
product increment fails.
What should the product owner have done differently to avoid this situation?"

A. Developed a risk response plan for the potential failure

B. Consulted with the team about technical dependencies
C. Approved the change without consulting with the CCB
D. Consulted with the project manager on other constraints
B "It may confuse to see a project in which the product is developed incrementally via
iterations while changes are processed via a change control board (CCB). Such a seemingly
weird the organization is trying to gradually transition from the traditional to the agile
approach and incorporating some agile elements into a ""well-oiled waterfall machine."" It
is reasonable to assume that when such a transition takes place, not everything goes right
the first time. For example, in the scenario, the product owner evaluates the technical
change without consulting with the development team. Such an approach goes against the
best agile practices. While the backlog prioritization is the ultimate responsibility of the
product owner, it is the team who does the technical work and therefore, must be involved
in such decisions. The team estimates the work and provides information about technical
dependencies. If the team is unable to develop a feature or implement a change due to
technical limitations, the product owner should be aware of this and decide accordingly as
to whether the change should be implemented and if yes, in which iteration. For example,
the team may decide that the implementation of the change requires additional
modifications to the product increment that should precede the change. This may not be
feasible within the timeframe of the current iteration. In such a case.V C OVS the product
owner could have scheduled the change for a later iteration, thus preventing the problem
from happening in the first place or, at least, decreasing the chances of the failure"

5 "After the last sprint review, a stakeholder requests to add a feature to the product.
The scrum master overhears that the stakeholder is pushing their personal agenda and that
the feature will only benefit their department. Although the feature is not listed as scope
exclusion, the additional work would delay the project, defeating one of its main goals to
deliver fast.
What should the scrum master do?"

A. Approve the request since agile welcomes change, even late in development
B. Ask the product owner to review the request and render a decision
C. Reject the request since the stakeholder is pushing their personal agenda
D. Deny the request since the new feature will delay the project

B Project leaders need to continually evaluate and navigate project complexity.

Complexity can emerge at any point in a project, and human behavior is a common source
of complexity. Based on what the scrum master hears, as presented by the scenario, the
stakeholder is pushing their personal agenda, which appears to be in conflict with the
project goals. If the requested new feature had been explicitly listed as scope exclusion, the
scrum master could have just denied the stakeholder's request outright. However, since the
new feature just appears to be out of scope and apparently is only for the stakeholder's
personal agenda and their department, it will be the responsibility of the product owner, in
collaboration with the team and relevant stakeholders, to determine whether or not the
feature will be added to the project that late in its life cycle.

6 A project manager submits a formal change request to the change control board
(CCB. After a month with no response, the project has fallen significantly behind schedule.
The project manager follows up and is shocked to team that the CCB approved the change
request several weeks ago What should have been done to avoid this mix-up?

A. The CCB should have communicated their decision to the project manager.
B. The CCB should have made their decision faster.
C. Nothing the project manager and the CCB acted as specified in the procedures.
D. The project manager should have been a member of the CCB.

A Change control boards are responsible for meeting and reviewing change requests
and approving, rejecting, or deferring change requests. Al decisions should be recorded and
communicated to the request owner and stakeholders for information and follow-up
actions. In this scenario, that step appears to have been overlooked, resulting in
unnecessary project schedule delay. Of the answer choices, the best action that would have
prevented such an issue in for the change control board to communicate their decision to
the project manager

7. You meet with your team to determine the life cycle for your project. After
analyzing the best way to define and manage requirements, develop deliverables,
handle changes, control risk and cost, and engage key stakeholders, the decision is
made to select a hybrid life cycle. With the project life cycle selected, how will the
change be managed?

A. Constrained as much as possible

B. Incorporated at periodic intervals
C. Postponed until after project completion
D. Incorporated as often as necessary

B Predictive and agile project life cycles differ from one another in several aspects.
One of them is the way the change is managed. With predictive projects, requirements are
mainly known upfront, and most of the planning is done in detail as early in the project life
cycle as possible. This approach reduces the need for change as the project progresses, and
therefore when a change is requested, it is unwelcome and constrained. Agile projects, on
the other hand, are characterized by unclear requirements and, therefore, encourage
change at any time during the project life cycle. When change is requested on an agile
project, the product backlog is updated and reprioritized. If the change gets the highest
priority, it will be incorporated as soon as possible. Everything in between is defined as a
hybrid project life cycle. With hybrid projects, the change can be incorporated as needed;
however, not immediately. On hybrid projects, the product is delivered in subsets;
therefore, changes will likely be allowed at periodic intervals that are aligned with the
beginning of the work on the next subset. Therefore, incorporating changes at periodic
intervals constitutes the best answer to the question asked.

8. A project manager is leading a project, which has experienced greater than

anticipated weather-related delays. To keep the project on schedule, the project
 manager will need to access the contingency reserves allocated for this risk. What
should the project manager do next?

A. Submit a change request to access the contingency reserves

B. Escalate the issue to the key project stakeholders
C. Access the contingency reserves as needed to meet the project objectives
D. Send a request to the project management office (PMO)

C According to the scenario, the project manager is performing the implement Risk
Responses process. A risk register in an input to this process and specifies the responses for
the identified risks including the contingency reserves allocated for these responses.
Contingency reserves are included in the cost baseline and can be accessed when a risk
listed in the risk register realizes. Therefore, of the available options, the next logical step
for the project manager is to access the contingency reserves as necessary to meet the
project objectives.

9 "After a change request to expand the scope of the project has been submitted to
the change control board (CCB), the project manager is reassigned to another project. The
CCB approves the change and communicates the status of the change request to the newly
hired project manager.
What should the new project manager do first?"

A. Direct the project team to implement the change

B. Wait for further changes and implement them all together
C. Consult the change management plan
D. Update the lessons learned register

C All proposed changes to a project must be handled according to the organization's

change control process via a change request. In this scenario, a change request to expand
the scope of the project was submitted to the change control board for review and analysis
of its impact on the project. Once approved, the status of the change request is updated in
the change log. The next logical step would be implementing the change. However, the
scenario describes a new project manager who is likely not familiar with the change control
processes defined for this particular project. One should look for the answer choice that
best addresses the question asked under the circumstances provided in the scenario. If
consulting the change management plan was not among the answer choices, then directing
the project team to implement the change would have been the best answer. However,
since each organization and each project within the organization may have its own change
control process (which is specified in the change management plan), consulting this plan
should be the first thing the newly assigned project manager should do. For example, the
change management plan may require the project manager to inform particular
stakeholders about the approved change so that they may take actions assigned to them as
part of the procedure prior to the implementation of the change. Therefore, in this case,
consulting the change management plan is the best answer among the choices given in the
situation described by the scenario.
10 "Your company policy states that all projects must incorporate the use of a change
control board (CCB).
Where do you document the level of authority given to the CCB for your project?"

A. It should be captured in the change management plan

B. Document it in the configuration management plan
C. No need to document this information as it is already included in the company
policies
D. Consult with the project management office (PMO)

A The change management plan is a component of the project management plan that
establishes the change control board (CCB), documents the extent of its authority, describes
how changes will be managed and controlled, and defines the process the CCB will use to
review and decide on changes. Therefore, to address the question of where to document
the level of authority given to the CCB, you should capture the information in the change
management plan.

11 "A government-sponsored project uses both traditional and agile project

management approaches. From the beginning of the project, an agile coach has been
struggling to convince some of the stakeholders who are used to the traditional project
management approach to alter the way they react to changes to the project management
plan.
Which of the following should the agile coach explain to the stakeholders to appease them
when dealing with changes?"

A. Corrective action
B. Adaptive action
C. Preventive action
D. Defect repair

B Both traditional and agile leaders spend a fair amount of time planning a project.
However, they view plans in radically different ways. They both believe in plans as baselines.
However, traditional managers are constantly trying to correct actual results to a baseline,
which is referred to as 'corrective action' and is used to guide the project team back to the
original plan. Agile project leaders are interested in reacting and adapting to project events
rather than following a predictive plan, which is referred to as 'adaptive action', and is used
to determine what actions to take to adapt to the plan rather than to get back in line with
the original plan. In agile project management, 'adaptive action' is used to describe which
course of action to take to adjust the project plans to reflect the new project circumstances.

12 "A project manager has been experiencing unnecessary delays during project
execution in obtaining signatures from senior management due to an inadequate
notification process when a signature is required. Addressing the issue only requires a minor
update to the communications management plan.
What should the project manager do next?"

A. Update the cost baseline

B. Update the communications management plan
C. Submit a change request
D. Implement the proposed solution

C Even though the proposed solution is not anticipated to affect any project
constraints, a change request is still required. The proposed solution requires an update to
the communications management plan. The communications management plan is a
component of the project management plan, which can be modified only if a requested
change is approved. Regardless of how small the requested change is, it should go through
the organization's change control process. Therefore, of the choices provided, submitting a
change request would be the next step for the project manager to take.

13 "A project to build a radio tower is underway when the team determines that the
current transmitter only has a 75-mile range, which is 25 miles shorter than the required
100-miles range. The team requests that a more powerful transmitter be purchased. There
is pressure from stakeholders to maintain the current schedule, and the project manager
knows that going through the formal, lengthy change control process would cause
significant schedule delays.
What should the project manager do next?"

A. Purchase the required transmitter

B. Submit a change request
C. Re-do the equipment test
D. Crash the project schedule

B Monitoring project work is about collecting, measuring, and assessing project

information with respect to actual status, budget, and schedule. Control project work is
about determining what, if any, action is needed to correct or prevent any variance in the
project plan. In this scenario, the project manager has learned of a variance that will affect
the project's ability to meet the approved scope which in this case is the radio tower with a
75-mile range instead of the required 100-miles range. By submitting a change request, the
project manager is ensuring that only official changes are made to the scope and, when
approved by the authorized body such as the change control board, only these changes are
implemented. Regardless of the pressure from stakeholders to maintain the current
schedule and the fact the formal change control process is lengthy, the project manager
should ensure changes are handled properly according to the organization's change control
process via a change request. Hence, of the choices offered, submitting a change request is
what the project manager should do next and is, therefore, the best answer to the question
asked.
14 "You are assigned to lead an agile project to develop a new software application. The
requirements are so vague that you don't even know where to start the project planning.
You realize that managing changes on the project will be the biggest challenge.
What is your best strategy to handle changes in this environment?"

A. Establish a rigorous change control process

B. Implement all and any changes as they arrive
C. Allow for changes, even late in development
D. Let the team decide on what changes to implement

C Traditional (waterfall predictive) projects are characterized by relatively stable

requirements. Therefore, planning is typically done upfront before project execution begins.
Changes in traditional projects are discouraged and rigorously managed using a strict
change control process. In contrast, agile projects are undertaken in cases where
requirements are unclear, changes are expected, and therefore, upfront planning makes
little sense and sometimes is even impossible. Instead of fighting the change, as the
traditional projects do, agile projects embrace change and welcome it at any point during
the project. The Agile Manifesto addresses the change in its values and principles. According
to the Agile Manifesto, agile practitioners value "Responding to change over following a
plan", as well as, "Welcome changing requirements, even late in development."

15 As your project progresses, a team member suggests a minor modification to one of

the project deliverables , saying that the modification will improve the overall performance
of the final product . You believe that the modifications constitutes a minor change to the
project scope, schedule, and budget, and should be approved without going to the change
control board. What should you do next?

A. Approve the change request. As the project manager, you should use expert
judgment to decide what is best for the project.
B. Meet with the change control board members individually and try to persuade them
to approve the change request.
C. Submit the change request to the change control board and abide by their decision.
D. Review the change management plan and follow the established process for
processing change requests .

D Change requests should be processed according to the change management plan,

which defines the process for managing changes to the project, including the process for
submitting, evaluating and implementing change requests. Since one of the answer choices
is for the project manager to abide by whatever is in the change management plan, you can
eliminate the other answer choices since those options may contradict the change
management plan. For example, in this scenario, if the change management plan grants
authority to the project manager to authorize certain types of change requests, then it
would be unnecessary for the project manager to go through the change control board for
approval. However, to make this determination, the change management plan should be
consulted. In order to answer this question correctly, one needs to understand that project
managers should handle change requests in accordance with the change management plan.
16 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

D 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.
Task 2.11 Manage Procurement

1 A project sponsor creates a draft of the project charter and asks you to complete
its development and lead the project. What should you do next?

A. Gather information from stakeholders to document high-level details on the

project
B. Determine whether the expected outcomes of the project justify the required
investment
C. Create a document that describes how the project will be executed,
monitored, controlled, and closed
D. Develop a document that describes how and when the benefits of the project
will be delivered

A You are requested by the project sponsor to complete the development of the
project charter and to lead the project. This implies you have been assigned as a project
manager (even though the project charter has not yet been approved). Since you have been
assigned to the project, it has been determined that the project will contribute to the
company's business goals. The next step would be chartering the project. The project
charter is the document that formally authorizes the project manager to apply
organizational resources to project activities and is an essential document for project
success. Gathering data from stakeholders to obtain information on high-level
requirements, assumptions, constraints, approval criteria, and other information is one of
the techniques used when developing the project charter and therefore, the next thing you
should do.

2 A vendor has been contracted by a business to develop a marketing campaign for

their new product. Some of the contract items are fixed, such as warranties and
arbitrations, and are locked in a master services agreement (MSA). Others, such
as services rates and product descriptions, are subject to change. Which of the
following should the business use to secure contractual relationships with the
vendor for these subject-to-change items?

A. Work breakdown structure

B. Change control board
C. Cost-reimbursable contract
D. Schedule of services

D The scenario implies the business is concerned with the processes of the Project
Procurement Management Knowledge Area. The challenge in the scenario described is that
some of the contracted items that the business is planning to outsource to a vendor are
fixed while others are subject to change. Under these circumstances, applying a hybrid
project management approach for the contracting work may be the best course of action. In
this case, rather than formalizing an entire contracting relationship in a single document,
parties to an agreement can achieve more flexibility by describing different aspects in
different documents. Mostly fixed items, such as warranties and arbitrations, can be locked
in a master agreement, as described in the scenario, while items that are subject to change,
such as services rates and product descriptions, can be documented in a schedule of
services, making the schedule of services the best answer to the question asked.

3 "You are managing a construction project with several contractors involved and want
to finalize dates for painters to come on site. You do not recall the planned finish date for
the drywall installation, which will need to be completed before painting work can begin.
Where do you find the dates when the drywall contractor is planned to start and complete
their activities?"

A. Terms of reference
B. Resource breakdown structure
C. Project schedule
D. Requirements traceability matrix

C The project schedule is one of the inputs to the Conduct Procurements process. The
project schedule identifies the start and end dates of project activities, including
procurement activities. It also defines when contractor deliverables are due. Of the available
choices, only the project schedule provides both the planned start and finish dates of
project activities, for example, drywall installation and walls painting.

4 "The project manager arranges a series of planning meetings with relevant

stakeholders to determine the type and quantity of materials and hardware needed to
complete the project. The meeting participants also discuss the required skill levels of each
team resource needed for the project and the effort required to complete each activity in
the work packages.
Which of the following documents is the least likely outcome of these planning meetings?"

A. Resource requirements
B. Project team assignments
C. Basis of estimates
D. Resource breakdown structure

B "According to the scenario, the team is performing the Estimate Activity Resources
process by holding planning meetings to determine resource needs for the project. Project
team assignments, however, are a key output of the Acquire Resources process which is
carried out later in the project life cycle, as part of project execution. Project team
assignments is a project document that records the team members and their roles and
responsibilities for the project. Recording this information can only be done after the team
is acquired. Since the project is still in planning, and no information is provided in the
scenario as to whether or not pre-assignment took place earlier in the project, it can be
assumed that the project team assignments document cannot be created at this point,
making it the least likely outcome of the planning meetings described in the scenario. All of
the other answer choices are key outputs of the Estimate Activity Resources process and
can, therefore, be eliminated.
If you have selected an incorrect answer, this could be because you may have missed the
word 'least' in the last sentence of the question. This could be a frustrating experience.
However, it is important to understand that these types of questions may appear on the
actual exam. Therefore, carefully reading the question text is an important part of practicing
and preparing for the exam."

5 "As part of the Conduct Procurements process, a project manager negotiates with a
potential seller to develop a software application. Unlike previous projects that were based
on stable requirements, the current project has volatile requirements subject to change on
a weekly basis. Therefore, the seller will be required to develop the application using agile
methods.
Under these circumstances, in what type of contract would be best for both parties to
enter?"

A. Fixed price, fixed scope

B. Fixed-price micro-deliverables
C. Not-to-exceed with fixed-fee
D. Fixed price with economic adjustments

B "This contract type has various names, such as fixed-price increments, fixed-price
microdeliverables, fixed-price functions, fixed-priced story points, fixed-priced user stories,
etc. The idea behind such a contract is to fix the price per a deliverable unit. A deliverable
unit should be defined between the buyer and seller and can represent a function, story
point, micro-deliverable, user story, etc. This type of contract is useful when the scope of
the work is likely to change frequently, like in the scenario described. In the fixed-price
microdeliverables contract type, the buyer and seller agree on a specific price to be paid for
each unit delivered. Thus, regardless of the changes in scope, a fair and contracted fee can
be determined and paid to the seller.
One may argue that since the seller will be required to develop the application using agile
methods, and since the Agile Manifesto values customer collaboration over contract
negotiation, no contracts will be required. However, the way the scenario is worded, ""As
part of the Conduct Procurements process...', suggests that the project has both elements,
predictive and agile, making the whole project hybrid and warranting to have a contract in
place."

6 "A business considers engaging with a vendor to develop project deliverables. While
most of the deliverables have well-defined requirements, some are still unclear and will be
discovered and elaborated as the project progresses.
Which of the following is best for the business to use to contract with the vendor?"

A. Vendor and contractor conference

B. Request for proposal (RFP)
C. Master services agreement (MSA)
D. Procurement management plan
C "The scenario implies the business is concerned with the processes of the Project
Procurement Management Knowledge Area. The challenge in the scenario described is that
some of the requirements that the business is planning to outsource to a vendor are stable
while others are not. When some deliverables have well-known requirements while others
will have to be discovered and elaborated as the project progresses, applying a hybrid
project management approach for the contracting work is likely to be the best course of
action. This means that the business may use a predictive approach for some deliverables
and an adaptive approach for other parts. In these cases, a governing agreement, such as a
master services agreement (MSA) may be used for the overall engagement, with the
adaptive work being placed in an appendix or supplement. This allows changes to occur on
the adaptive scope without impacting the overall contract. Therefore, using the master
services agreement (
MSA) is the best answer to the question asked."

7 "A request for proposal (RFP) which includes a procurement statement of work
(SOW) has been prepared and forwarded to three of the prospective sellers. You have just
received the last of the seller responses, and after reviewing all three responses, you see
there is a 100% difference between the lowest and highest estimates.
What should you do first?"

A. Select the seller with the highest estimate

B. Take the seller with the highest estimate to court
C. Select the seller with the lowest estimate
D. Review the procurement statement of work

D The procurement SOW is developed from the project scope baseline and describes
the item of acquisition in sufficient detail to allow prospective sellers to provide an estimate
for the work. A significant discrepancy between sellers' responses suggests the information
furnished to them did not wholly or clearly describe the procurement item. The prospective
sellers either misunderstood or failed to respond adequately to the procurement SOW.
Expert judgment and data analysis can be used as tools and techniques to evaluate the
seller responses during the Conduct Procurement process described in the scenario. The
procurement SOW can be reviewed, revised and refined as required until it has been
incorporated into a signed agreement with a seller. The variance in the received seller
responses strongly suggests a review of the procurement SOW is conducted prior to taking
further action.

8 "Three prospective vendors were selected and underwent high-level preliminary

technical evaluations. Vendor X scored slightly higher than vendors Y and Z. Nevertheless,
the top procurement manager in the company requests the project manager to select
vendor Y over vendor X due to past experience, reliability scores, and contract dealings.
These criteria were not included in the preliminary evaluations but specified in the
procurement management plan.
What is the project manager's best response?"
 A. Follow the expert judgment of the procurement manager
B. Select vendor Z to avoid conflict of interest
C. Hold a bidder conference with vendors X and Y
D. Select vendor X based on technical criteria

A Conducting procurements for the project requires information and consultation from
different sources. A high-level preliminary technical evaluation was conducted for this
procurement need, but on its own, it does not provide a complete picture of a potential
sellers' ability to fulfill the procurement needs. Additional evaluation is needed to assess a
vendor's non-technical capabilities. The procurement manager essentially conducted such
an evaluation, which as it turned out, was even documented in the procurement
management plan. Given the choices presented, moving forward with the procurement
manager's expert judgment is the best option for the project manager in this situation.

9. An agile project manager has contracted with a vendor to develop some of

the deliverables required for the project . The vendor is also using an agile project
management approach to deliver their work . How should the progress of the
vendor be assessed?

A. By reviewing the weekly progress reports from the vendor

B. By attending the vendor team's daily stand up meetings
C. By conducting procurement audits of the vendor's processes
D. By reviewing the released versions of the vendor's work

D The way the progress of the work outsourced by the client ( buyer ) to a vendor (
seller ) is measured would often depend on the project management approach selected by
the client and the vendor to carry out work on their projects . On the surface, each of the
answer choices might seem appropriate. However, since both the client and the vendor
lead their projects using the agile project management approach, only one choice is suitable
since it reflects one of the twelve guiding agile principles. Guiding principle seven states:
"Working software is the primary measure of progress. Therefore, the progress of the
vendor should be assessed based on the released versions of the vendor's work, such as
product increments.

10. A vendor has been contracted to develop a product using agile best practices . The
buyer wants to put a contract in place that would stipulate payment each time a new
product increment is successfully delivered and accepted . What is the best type of
contract to be used in this situation ?

A. Not - to - exceed with fixed - fee

B. Fixed scope with incremental delivery and payment
C. Fixed price , fixed scope
D. Incremental delivery with payment on incremental acceptance
D "The scenario describes a procurement process where the buyer is contracting a
vendor and requesting them to deliver a product using agile best practices . Agile
procurement is based on one of the Agile Manifesto values , "" customer collaboration
over contract negotiation "" . Unlike traditional projects, where the big emphasis is given on
developing comprehensive contracts, agile projects value a collaborative approach to
contracting. In this approach, both sides, the buyer and the seller, share risk and reward.
One example is the incremental delivery with payment on incremental acceptance contract.
This contract type stipulates that the vendor provides a working product increment that
passed integration and testing on the vendor side, and is then tested by the buyer. Once
the increment is tested and accepted by the buyer , the payment is issued .
"

11. To complete some of the project activities , the project manager supplements
the physical resources assigned to the project with those outside the control of the
project team but available from within the organization . What should the project
manager do?

A. Share the resource usage reports with project stakeholders

B. Conduct an assumption and constraint analysis
C. Send the procurement statement work to prospective sellers
D. Update the enterprise environmental factors

D The question suggests that the project manager has performed the Acquire
Resources process. Enterprise environmental factors are conditions, not under the
immediate control of the team, that influence, constrain, or direct the project. Enterprise
environmental factors that may be updated during the Acquire Resources process include
resource availability within the organization and the amount of the organization's
consumable resources that have been used . Company resources are generally not under
the immediate control of the project team until they have been assigned to the project.
Thus, the necessary supplemental resources in this scenario are considered enterprise
environmental factors. Therefore , of the available options , updating the enterprise
environmental factors is the best answer to the question asked .

12. You are managing a project for a customer with whom you have signed an
intellectual Property (IP) agreement requiring that the component design be unique.
When the vendor to whom you outsourced the design makes a delivery. You are
surprised to see that it is the same as one that the vendor had delivered to another
of your clients. You review your contract with the vendor and realize that it does not
include the uniqueness clause that would protect your customer's IP. Which of the
following actions should you take to resolve this situation?

A. Include the vendor in client meetings and make them realize the importance
of protecting intellectual property
 B. Cancel the contract with the vendor and request monetary compensation for
the damage
C. Show the design to the customer to get approval before beginning the
manufacturing of the components
D. Use the contract change control system and request vendor to redesign the
component
E. Use the contracts can be amended at any time by mutual consent before
contract closure.

D In this scenario, you are a project manager at the company executing the project.
Your contract with the customer includes specific conditions to ensure that the IP for the
design is protected You have outsourced the design work to a vendor. Unfortunately, your
contract with the vendor does not specify the conditions that establish and protect the
customer's IP. The vendor has done nothing wrong by submitting the previous design to
your company, and nothing in the question indicates that you have either discussed or by
contract bound the vendor to protect the client’s IR Therefore, it was a lapse on the part of
your company not to inform or contractually bind the vendor to the same IP restrictions that
your company agreed to protect, You need to use your company's contract change control
system to modify the contract to include the IP considerations of your customer and present
the amendment to your vendor for approval. You also have to request the vendor to
redesign the component since its already out in the market and used by the other client

13. A project manager has been asked to draft a charter for a project to develop GPS
applications for use in aircraft. However, the company's past projects have been in
the marine and automobile industries. What should the project manager do first to
determine the high-level requirements, boundaries, and key deliverables for the
project?

A. Find a consultant with extensive technical knowledge of the aviation industry

B. Develop rigorous quality metrics acceptable in the aviation industry
C. Start the process of acquiring tam members with the necessary experience
D. Begin the development of the project management plan

A One of the tools and techniques that may be beneficial in the Develop Project
Charter process described in the scenario is expert judgment. Since the performing
organization lacks experience in developing products for the aviation industry, before
determining the high-level requirements for the project and developing the high-level
project description, boundaries, and key deliverables, the project manager should seek
insight from individuals or groups with specialized knowledge or training in the aviation
industry. Inputs provided by these experts may heap the project manager make better
decisions while developing the elements of the project charter requiring this expertise.
Therefore, of the available choices, hiring a consultant with extensive technical knowledge
of the aviation industry is what the project manager should do first.
 14. You are a project manager for an engineering services company, in the process of
bidding to work on a solar energy project for a utility company. What is the first
thing you should do to position your company as the best fit for the project?
A. Attend the bid conference to learn all you need to know about the utility
company's requirements.
B. Request an independent cost estimate to include in your seller response.
C. Look for the selection method in the procurement documents of the utility
company's bid package
D. Re-use a proposal that won selection by a telecommunications company.

15 "The project manager reviews the issue log at the end of each day. One issue she
recorded in the issue log stems from delays in the delivery of material from a contracted
supplier. The project manager suspects the procurement process is flawed.
What tool should the project manager use to determine if any adjustments to the
procurement process are required?"

A. Inspection
B. Audit
C. Independent estimate
D. Claims administration

B The scenario suggests the Control Procurements process is underway. Audits are
among the tools and techniques of this process and are typically used to evaluate a
documented procedure to ensure the procedure is being carried out according to plan and
analyzed for improvements. In this situation, an audit can be used to review the schedule
for the delivery of material per the contract. The audit results inform the project manager
whether changes need to be made to the schedule. If the seller is delinquent in delivering
the material, the audit results will also allow the project manager to determine what, if any,
corrective action should be taken. The key phrase that may help in selecting the correct
answer is the "procurement process". Audits are a structured review of the procurement
process. Since the project manager wants to determine if any adjustments to the
procurement process are required, an audit would be the best tool to use in this situation.

16 "You are conducting the source selection analysis for a project that will procure
services from a vendor. Since the value of the procurement is relatively small, you have
decided that a full selection process does not make sense.
With three prospective vendors under consideration, what is the best course of action?"

A. Utilize a sole source for the procurement

B. Use a firm fixed price contract
C. Establish a qualifications only selection method
D. Conduct a bidder conference
C Source selection analysis is one of the tools and techniques associated with the Plan
Procurement Management process and is used to determine the appropriate vendor
selection method. The qualifications only selection method applies when the time and cost
of a full selection process would not make sense because the value of the procurement is
relatively small. The buyer establishes a shortlist (represented by the three prospective
vendors under consideration in this scenario) and selects the bidder with the best
credibility, qualifications, experience, expertise, areas of specialization, and references.
Therefore, of the available choices, establishing a qualifications only selection method to
select the vendor is the best course of action.

17 "A vendor on your project missed an important deadline and has not been
responsive to quality issues. You want to terminate the contract for cause and find another
vendor to finish the work, but you learn that the vendor was paid in full upon delivery of the
materials to the job site.
What could have been done differently to prevent the vendor from getting paid
prematurely?"

A. Proceeding with claims administration

B. Using a prequalified seller list
C. The use of more appropriate contract terms
D. Using a more appropriate contract type

C It is essential that compensation is linked to seller's progress as defined in the

contract. A principal concern when making payments is to ensure there is a close
relationship of payments made to work accomplished. A contract with terms that require
payments linked to project output and deliverables rather than inputs has better controls.
Of the available choices, using contra terms that provide regular payments as the work is
completed may have prevented the situation described by the question. More importantly,
paying only for the work that has been completed would mean that even if the contract is
terminated, the remaining funds are available to pay another vendor.

18 "A request for proposal (RFP) has been sent out to prospective sellers. The sellers'
responses came back with a much higher cost than expected. However, per company policy,
if the responses meet the specifications and the quality requirements, which the responses
do, the requested service must be selected from one of these sellers.
What is the best course of action for the project manager?"

A. Increase the quality standards

B. Update the cost baseline
C. Conduct a procurement audit
D. Resend the RFP

B "Cost estimates are based on what is known or understood in the project at the time
the estimates are developed. Based on these estimates, the cost baseline is created. The
scenario implies the project is in the Conduct Procurements process, which is part of the
Executing Process Group. Therefore, the cost baseline must have been already approved
before project execution begun. Updates to the cost baseline are among the outputs of the
Conduct Procurements process. The scenario states that per the company policy if the
response meets the specifications and the quality requirements, the requested service must
be selected from one of these sellers. Therefore, the project must select a seller and adjust
the cost baseline accordingly.
Breaking the policy or changing the specifications is not good practice, to say the least.
Resending the same RFP to prospective sellers is only acceptable if errors or some other
factor impacting all parties were discovered in the initial requests, which is not the case
described in the scenario. An approved change request will be required to modify the cost
baseline. However, this option is not provided. Therefore, of the choices provided, adjusting
the cost baseline is the best answer to the question asked."

19 "During a procurement audit, it is discovered that a vendor's project team is

spending an inordinate amount of time using a group review technique which was not
stipulated in the contract, thus causing a delay to the project. A corrective action has been
taken to address the issue.
What should the project manager document in the lessons learned register regarding the
vendor?" "

A. A record indicating that the vendor should not be considered for future projects"
B. Recommendation to include the vendor for future projects
C. Effectiveness of corrective actions used to improve vendor's performance
D. Procurement information is not captured in lessons learned register

C A procurement audit is a structured review of the procurement process, and the

lessons learned register is updated with relevant information on procurements. For
example, when variance occurs, and the corrective action is taken to address variance, the
lessons learned register should be updated with the description of the situation and the
actions taken to address it along with the indication on how effective those actions were. At
the end of the project, the lessons learned are transferred to the lessons learned repository
to serve future projects in improving their procurement efforts. Of the available answer
choices, only the effectiveness of corrective actions would be recorded in the lessons
learned register.

20 "Due to the lack of expertise, some agile project deliverables will need to be
outsourced to external vendors. The performing organization wants to ensure that the
selected vendor will use agile as their delivery method to produce the contracted
deliverables.
What is the best course of action for the project manager?"

a. In the source selection criteria, specify that the vendor must use agile as their
project management approach
b. Collocate the agile project team of the performing organization with the project
team of the to-be-selected vendor
 c. Develop the deliverables in-house since this is always the best and cheapest
approach to run agile projects
d. Select the vendor based on the best technical approach and lowest cost and set up
agile training for the vendor

A As part of the vendor selection criteria, it is perfectly acceptable for the company as
the buyer to request that the third-party contractor act in an agile fashion. That is, the
vendor can attend iteration planning, daily stand-up meetings, and iteration review
meetings, just like the agile team of the performing organization does. In fact, many third-
party contractors or contracting agencies act much like an extended part of the team. In this
situation, contracting with a third-party vendor is critical to project success, but the buyer
must also ensure that the expected agile behavior is identified in the contract, and
reinforced by the behavior of the procuring agile team. Therefore, of the choices provided,
specifying in the source selection criteria that the vendor must use agile as their project
management approach is the best answer to the question asked.

21 "A project has to procure goods and services from a seller. Most of the procurement
items are well-defined up front. However, the scope is subject to change and will be
elaborated as the project progresses.
Which of the following is best for the project manager to use to address the scope part of
the procurement while contracting with the seller?"

A. Master services agreement

B. Lightweight statement of work
C. Source selection analysis
D. Procurement management plan

B The scenario implies the project is in the Plan Procurement Management process.
When some aspects of the procurement are well-defined up-front but others are unknown
or variable, the parties to the contract may use a multi-tiered contract structure. This
contracting technique allows for capturing various aspects of the procurement in different
documents. For example, mostly fixed items, such as warranties and arbitration, can be
locked in a master services agreement (MSA), while more dynamic items, such as scope,
schedule, and budget, can be formalized in a lightweight statement of work. In the scenario,
the scope is subject to change and will be elaborated as the project progresses. Therefore,
while contracting with the seller, the lightweight statement of work would be the project
manager's best choice to address the scope part of the procurement. This multi-tiered
contract structure reflects a hybrid project management approach in which part of the
procurement is managed using predictive methods, while the other part is addressed with
agile contracting techniques.

22 A project has to purchase goods and services from a seller. Some aspects of the
procurement are well - defined up - front while others will be known only after initial
deliverables are validated and accepted . What contracting technique would work best for
this procurement ?
 A. Multi - tiered structure
B. Cost plus award fee
C. Procurement audit
D. Request for quotation

A The scenario implies the project is in the Plan Procurement Management process.
When some aspects of the procurement are well-defined up-front but others are unknown,
the parties to the contract may use a multi-tiered contract structure. This contracting
technique allows for capturing various aspects of the procurement in different documents.
For example, mostly fixed items, such as warranties and arbitration, can be locked in a
master services agreement (MSA), while more dynamic items, such as scope, schedule, and
budget, can be formalized in a lightweight statement of work. While the scenario does not
provide specific details as to what items are fixed and what are variable, of the choices
provided, multi-tiered structure best addresses the question asked. This structure reflects a
hybrid project management approach in which part of the procurement is managed using
predictive methods, while the other part is addressed with agile contracting techniques.

23 After reviewing proposals for a large - scale product development project , vendors X
and Y are equally qualified to deliver both the hardware and software . The project manager
believes the hardware should be developed with a traditional project management
approach , but the software might be better suited to an agile framework . What is the best
course of action ?

A. Contract with vendor X for hardware , with vendor Y for software and use the
appropriate methodology for each
B. Contract with vendor X for both hardware and software and require an agile
framework for the entire project
C. Contract with vendor Y for both hardware and software and require a waterfall
approach for the entire project
D. Contract with either vendor X or vendor Y for both hardware and software and
utilize a master services agreement

D Larger projects may use an adaptive approach for some deliverables and a
traditional project management approach for other parts. In these cases, a governing
agreement such as a master services agreement (MSA) may be used for the overall
engagement, with the adaptive work being placed in an appendix or supplement. This
hybrid strategy allows changes to occur on the adaptive scope without impacting the overall
contract. The incorrect answer choices represent actions that will not permit the selected
vendor from using the best project management approach for each aspect of the project.
Since both vendors are capable of delivering both the hardware and the software, and since
there is not enough information in the question to determine which one of them is better in
delivering projects using waterfall or agile project management approach, among the
available choices, utilizing a master services agreement (MSA) with either of the vendors
provides the best answer to the question asked.
24 You are leading a project in a small startup company with decentralized purchasing .
A supplier informs you that they have excess inventory that can be purchased at a reduced
price . You review the project's inventory needs and find that most of the excess inventory
offered by the supplier can be used for the project. What is your best course of action?

A. Refer the supplier to the project sponsor for procurement

B. Negotiate and sign a procurement contract with the supplier
C. Refer the supplier to the procurement department
D. Refer the supplier to the project management office ( PMO )

B Decentralized purchasing is found in smaller organizations or startup companies, and

those without a purchasing, contracting, or procurement department. In such organizations,
the project manager may assume the purchasing authority role to negotiate and sign
contracts directly. For larger organizations with centralized purchasing, the actual
procurement and contracting functions may be carried out by a separate department whose
role is to purchase, negotiate, and sign contracts. In the scenario described, your company
has decentralized purchasing. When a supplier offers you discounted goods, you have the
authority to complete the purchase. Therefore, the next thing you should do is negotiate
and sign the contract for the procurement of the discounted supplies.

25 A project manager invited several vendors to a pre - bid conference . After a private
conversation with one of the vendors who had an inquiry about a new mandatory
government requirement, the project manager sent an email to the vendor to address the
question. The project manager realizes that the requirement should have been included in
the project scope baseline and the statement of work ( SOW ).What should the project
manager do in this situation ?

A. No further action is needed as the vendor's question have been addressed

B. Update the statement of work and the scope baseline , and communicate the
changes to all vendors
C. Update the statement of work and the scope baseline , and hold another pre - bid
conference
D. Update the SOW , submit a change request to update the scope baseline , and
communicate the changes to all vendors

D "According to the scenario, the project manager is performing the Conduct

Procurements process. A bidder conference (also called a contractor conference, vendor
conference, and a pre-bid conference) is one of the tools and techniques used as part of this
process. The project manager should be fair to all vendors and abide by the value of fairness
in the PMI Code of Ethics and Professional Conduct. Project managers should constantly re-
examine their impartiality and objectivity, taking corrective action as needed. The project
manager, in this scenario, should provide equal access to information to those who are
authorized to have that information. The missed requirement should also be added to the
project scope baseline, which requires the Perform Integrated Change Control process to be
carried out, including an approved change request.
Note, a procurement SOW can be revised as required as it moves through the procurement
process until incorporated into a signed agreement. After tha
incorporated into a signed agreement. After that, if the SOW requires an update, an
approved changed request is needed to modify it as it is part of the agreement. While this
point is not covered by the correct answer choice, updating the SOW, submitting a change
request to update the scope baseline, and communicating the changes to all vendors is still
the best answer of those provided."
Task 2.12 Manage Project Artifacts

1 "During a project, the project manager introduces a new column to the risk register.
This modification proves to be beneficial in monitoring project risks. The project manager
documents the best practice in the lessons learned register and plans to transfer this
information to the lessons learned repository.
What else might the project manager do to ensure this best practice is considered for future
projects?"

A. Add a note to the best practices log for future reference

B. Record the information in the issue log
C. Submit a change request to update the risk management plan
D. Update the organizational process assets

D The question suggests that a best practice was developed, which can improve the
performance of the Monitor Risks process. Updates to the organizational process assets are
one of the outputs of the Monitor Risks process. Organizational process assets may include
templates for project forms and documents. In this case, a template of the revised risk
register may be added to the organizational process assets or the existing risk register
template could be updated to the revised version. Organizational process assets, including
templates, serve as inputs for future projects. The incorrect answer choices represent
actions that may or may not influence the current project but would not directly affect
future projects. Therefore, among the available choices, updating the organizational process
assets with a revised risk register template is the best answer to the question asked.

2 "During a project to develop a new robot, a previously identified risk is realized. The
risk response plan calls for a project team member specially trained in robotics to address
the problem, but the individual named in the response plan has left the project. You
reassign another project team member with the required training to address the issue.
Which project document should be updated first?"

A. The quality management plan

B. The risk response report
C. The lessons learned repository
D. The project team assignments

D The question suggests that the implement Risk Responses process is being
performed. Project team assignments are one of the project documents that may be
updated as a result of this process. In the scenario, a previously identified risk has been
realized. The risk response requires the reassignment of a project team member to address
the problem. Once the risk responses are confirmed, the necessary resources should be
allocated to each action associated with the risk response plan. These resources include
suitably qualified and experienced personnel to execute the agreed-upon action (usually
within the project team), a specific budget and time allowance for the action, and any
required technical resources to complete the action. Of the available choices, only the
project team assignments should be updated as the result of implementing risk responses.
3. "A key stakeholder insists that the team extensively documents the software code in
a formal document. The product owner explains that while a certain amount of
documentation is necessary, the team members time is better spent developing the
software because it is what represents the most value to the customer.
Which of the following agile concepts does the product owner explain to the stakeholder?"

A. Fractionally assigned
B. Servant leadership
C. Barely sufficient
D. Pair programming

C Barely sufficient' is the agile term used to describe the approach of doing only as
much as is necessary to accomplish the work without including non-value added activities.
Documentation is generally considered less valuable to the customer than working
software, so work on documentation should be limited to producing only what is minimally
necessary, or 'barely sufficient', leaving more time to focus on creating working software.
This approach is supported by the Agile Manifesto value #2, which states, "We value
working software over comprehensive documentation."

4. You are leading a project with some of the deliverables being developed using Scrum
while others produced using traditional methods . The project sponsor is replaced
midway into project execution . As part of your efforts to bring the new sponsor up
to speed, you tell them that the deliverables are produced in a hybrid way. The
sponsor requests a confirmation . What is the best course of action for you to
address the sponsor's request ?

A. Show the project life cycle description to the project sponsor

B. Tell the sponsor to talk to the project team so that they can explain how the
product is developed
C. Suggest reviewing the project charter together with the sponsor
D. Show to the sponsor the development approach specified in the project
management plant
"

D "The development approach is one of the components of the project management

plan. The development approach describes the development approach taken to produce
the product , the service , or the result of the project . Examples of development
approaches include predictive , iterative , agile , or hybrid . In the scenario described , some
of the deliverables are developed using Scrum ( which is an example of agile ) while others
are produced using traditional methods . This implies the project , as a whole , is executed
using a hybrid project management approach . Therefore, the project management plan
should reflect this information as the development approach selected for the project. For
example , during the development of the project management plan , it is possible that the
project team determined that there were going to be many changes to some of the project
deliverables due to their nature ( e.g. , a software application ) and , therefore , a Scrum
framework would be best to develop those deliverables. Going with this example,
requirements for other deliverables, on the other hand, were determined upfront favoring
the traditional project management approach. Therefore, of the choices provided, showing
the development approach within the project management plan to the project sponsor
would be the best course of action for the project manager to take to address the sponsor's
request.
"

5. A software development team implemented pair programming as a risk response. In

a subsequent risk review, it was determined to be highly effective in catching
programming errors and dramatically reducing the number of escaped defects. As a
result of the risk review meeting, what should the project manager do first?

A. Submit a change request to update the risk management plan

B. Notify the project management office (PMO) of results from the risk review meeting
C. Capture the information in the lessons learned register
D. Update the lessons learned repository with the knowledge gained

6. A project manager is leading an agile software development project to create a new

inventory tracking system. During an iteration review meeting, the project manager
notices that the data entry screen has extra features, which were not part of the
initial design. What is the best course of action for the project manager to find the
contact information of the developer who added the features?

A. Check with the human resources department

B. Consult the team management plan
C. Review the project team directory
D. Check the team register

C The question indicates that a project team member has developed features that
should not have been included in the product. This practice is sometimes referred to as gold
plating, which should not be permitted and needs to be addressed by the project manager.
To determine who developed the extra features and then be able to contact the responsible
project team member to address the issue, the project manager needs a list of project team
members along with their project roles and communication information. The project team
directory is a documented list of project team members, their project roles, and
communication information. Therefore, of the available choices, reviewing the project team
directory is the best answer to the question asked. Note, the project team directory is not
the same as the project team assignments. The project team directory is a document that
lists the project team members, their roles on the project, and contact information (e.g.,
email address, location, etc.). Project team assignments is a wider document that may
contain the project team directory and additional information such as the specific
responsibilities of and activities assigned to each team member, as well as their knowledge,
skills, and abilities. While the scenario mentions an agile project, the project team directory
can be used on any project regardless of the project management approach taken. The way
the scenario is framed, combined with the answer choices provided, implies that the project
is carried out using the hybrid project management approach.

7. During project planning, a risk was identified that the vendor contracted to supply
materials for the project may not be able to meet the contractual requirements. The
response to this risk was to contract with a secondary vendor at a higher cost, and
contingency reserves were set aside for this risk. Eventually, during project
execution, the risk was realized, and the secondary vendor has been contracted to
provide the remainder of the needed material. What should the project manager do
first?

A. Perform the Conduct Procurements process

B. Update the risk register
C. Implement the agreed-upon risk response
D. Submit a change request to update the cost baseline

B The question implies that the Implement Risk Responses process was triggered and
completed in this scenario. The risk register should be updated to reflect any changes to the
previously agreed-upon risk responses for individual project risks that are subsequently
applied as a result of the Implement Risk Responses process. In this scenario, the risk status
will likely need to be updated in the risk register along with any identified risks associated
with the secondary vendor. Therefore, among the available choices, updating the risk
register is what the project manager should do first.

8. An agile leader wants to ensure that the team follows the Agile Manifesto value of
working software over comprehensive documentation. What should the agile leader
recommend to the team?

A. Create only those documents that are legally required

B. Apply refactoring to documentation after it has been created
C. Add must-have documentation user stories to the backlog
D. Develop only software without creating any documentation

C Agile Manifesto Value # 2 states, "We value working software over comprehensive
documentation. This does not mean, however, that no documentation should be created on
an agile project at all. Reasonable documentation is still required. For example, customers
may need user manuals, teams need requirement documents, and the project and the
organization may still require project management plans and project schedules. Creating
this documentation requires an effort from the agile team. Therefore, the team should
account for this work and add it to the product backlog as documentation user stories.
9 "During a procurement audit, it is discovered that a vendor's project team is
spending an inordinate amount of time using a group review technique which was not
stipulated in the contract, thus causing a delay to the project. A corrective action has been
taken to address the issue.
What should the project manager document in the lessons learned register regarding the
vendor?" "

A. A record indicating that the vendor should not be considered for future projects
B. Recommendation to include the vendor for future projects
C. Effectiveness of corrective actions used to improve vendor's performance
D. Procurement information is not captured in lessons learned register

C A procurement audit is a structured review of the procurement process, and the

lessons learned register is updated with relevant information on procurements. For
example, when variance occurs, and the corrective action is taken to address variance, the
lessons learned register should be updated with the description of the situation and the
actions taken to address it along with the indication on how effective those actions were. At
the end of the project, the lessons learned are transferred to the lessons learned repository
to serve future projects in improving their procurement efforts. Of the available answer
choices, only the effectiveness of corrective actions would be recorded in the lessons
learned register.

10 "As a new project manager, you have just been assigned to a project and asked by
the project sponsor to create a draft of the project charter. The company has a project
management office (PMO), which is best described as supportive.
Unsure of the format the project charter should take, what should you do first?"

A. Since every project is unique, you should create the project charter from scratch
B. Download a project charter template from the Internet
C. Ask the PMO to prepare the project charter
D. Check the organizational process assets (OPAS)

D The question states that you, as the project manager, need to create a project
charter and are unsure of the correct format. You should search for an approved version of
a project charter template that can serve as a starting point for the development of the
project charter. Your organizational process assets, e.g., the organizational knowledge bases
would be a good place to search for an approved version of a project charter template.

11 "A project manager is leading a meeting with key stakeholders to update them on
the progress of the project as well as address any questions or concerns of the stakeholders.
In order to capture relevant information from the meeting, the project manager assigns a
project team member to be the meeting scribe. The meeting is a success with enthusiastic
participation among the stakeholders.
With the meeting concluded, what should be done with the meeting minutes?"
 A. Captured in the meeting minutes register
B. Added to the communications management plan
C. Recorded in the lessons learned register
D. Documented in the organizational process assets

D Organizational process assets updates are an output of the Manage Communications

process described in the scenario. Organizational process assets may be updated with
project records such as correspondence, memos, meeting minutes, project reports,
presentations and other documents used on the project. The meeting minutes are
considered an organizational process asset and could be archived for future reference.
Typically, after the meeting, the meeting minutes are distributed to the meeting participants
and other project stakeholders as specified in the communications management plan. Then
the meeting minutes can be archived as part of the OPAs update. However, an option that
describes both of these steps is not provided as one of the answer choices. Therefore, we
have to select the answer that, among the choices given, best addresses the question asked.
Among the choices provided, documenting the meeting minutes in the OPAs is the best
answer to the question asked.

12 "A small company is occupying one floor in an office building. A new senior manager
has been assigned to oversee several projects. The manager contacts an agile project leader
and asks for a monthly report that summarizes the project status and the projected finish
date.
How should the project leader respond to this request?"

A. Provide the senior manager with a detailed monthly project status report
B. Suggest that the senior manager periodically attend the daily standups
C. Monthly, demonstrate the product increment to the senior manager
D. Invite the senior manager once a month to review the information radiators

D "An information radiator is a visible display that provides information to the rest of
the organization enabling up-to-the-minute knowledge sharing without having to disturb
the team. A burndown chart is an example of the information radiator that can indicate the
progress of a project at a glance. A release burndown chart is typically updated after every
iteration, while an iteration burndown chart is updated daily. A burndown chart shows the
actual and estimated amount of work to be achieved over time, and is a good indicator of
both progress, potential finish dates, and if the team is on target for completing the work
based on estimates. Burndown charts are often placed in high-traffic, highly visible
locations, so anyone interested can quickly see at a glance the project status. Agile methods
seek to minimize documentation that has to be maintained, updated, and distributed such
as progress reports in favor of information radiators that can radiate information like
project status to a large audience who may not have the expertise required to interpret
sophisticated dashboards or scheduling tools.
Note, the reason the scenario indicates that the company is small and is occupying one floor
in an office building is given to allow the reader to understand that inviting the senior
manager once a month to review the information radiators is a feasible option. In large
companies, especially with geographically distributed project teams, this course of action
would not always be possible. Some exam questions, however, do not indicate the specifics
of the organization. In those circumstances, reasonable assumptions should be made and, of
the choices provided, the best answer to the question asked should be selected."

13. "A product development project is underway. The project is using an agile
lifecycle for software development and is operating within an overarching project
management plan. Despite careful planning, after two software versions have been
released, the user's guide was not updated to reflect the latest release, causing a
great deal of confusion for end-users.
What should the project manager do to ensure this problem does not recur?"

A. Submit a change request to modify the user's guide in a way that the guide will be
consistent with the current software release
B. Revert back to the last version of the software where the user's guide was consistent
with the software released to the users
C. Ask the CCB to perform a configuration audit to ensure that the composition of the
project's configuration items is correct
D. Ignore the issue since, according to the Agile Manifesto, teams value working
software over comprehensive documentation

C Agile methodologies focus on the frequent delivery of working software rather than
a single release at the end of the project. Thus, when using an agile lifecycle, there is a
greater risk of project deliverables becoming out of sync. In such an environment, version
control becomes vital. In this scenario, the user guide versioning did not keep up with the
latest software release, which resulted in end-users having the incorrect information for the
current release. Configuration audits ensure that the composition of a project's
configuration items is correct, and corresponding changes are registered, assessed,
approved, tracked, and correctly implemented. Additionally, the change control board (CCB)
may be tasked with the responsibility of reviewing configuration management activities.
Therefore, of the available choices, asking the CCB to perform a configuration audit is the
only option that might prevent the problem from recurring.

14. The PMBOK® Guide defines project charter as a document that "formally authorizes
the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities."

A. Must follow the PMBOK® Guide processes

B. Not follow the PMBOK Guide processes
C. is not required because Agile is paperless
D. Does not necessarily require a formal document

D "Be suspicious when you see answer choices with absolute statements such as
'never, 'always', 'must', etc. With some exceptions, choices containing these words
represent incorrect answers. It's not a MUST to follow the PMBOK® Guide process while
developing a project charter on an agile project. On the other hand, there is nothing that
stops you from following the PMBOK Guide process to develop a charter on an agile project.
Agile is paperless is a made-up statement. Theoretically, you can go paperless on agile, but it
is hard to see how this would be implemented in real-life situations.
While not ideal, the only correct choice is the one that states that agile projects do not
necessarily require a formal document that represents a project charter. As stated by the
authors in one of the references provided, ""There are two ways to develop a project
charter in an agile environment. One is to continue along the traditional route of preparing
the paperwork needed in order to obtain approval. The other way presumes that either
provisional funding has been awarded or that tacit approval has already occurred without
the need for internal paperwork."""

15. A project team will work in a noisy environment requiring hearing protection . To
communicate in this type of environment, your employer has a mandatory
proprietary instant messaging mobile phone application that will be installed on the
phone of every project team member for the duration of the project. The
requirement to install this messaging application is an example of which of the
following ?

A. Pull communication
B. Push communication
C. Enterprise environmental factors
D. Communication model

C The scenario describes the use of a proprietary instant messaging application that,
according to your organization, is a mandatory tool to be used for communications under
certain circumstances, for example, when the employees perform project work in a noisy
remote environment. While the use of the instant messaging application on the mobile
phones may lead you to think the question is talking about communication technology,
communication models, or communication methods, the word 'mandatory' shou
environmental factors. Any condition, not under the immediate control of the team that
influences, constraints, or directs the project, is an enterprise environmental factor (EEF).
Established communication channels, tools, and systems are an example of the EEF. Since
the instant messaging application is defined as 'mandatory' by your organization, meaning it
is outside the project team's control, the requirement to install the application qualifies as
an EEF, in particular as an established communication tool. Therefore, of the choices
provided, enterprise environmental factors are the best answer to the question asked

16. While performing monitoring and controlling activities , the project manager
discovers inconsistencies between the project management plan and the project's
actual performance. She now needs to determine corrective actions to minimize the
impact of the inconsistencies on the project. In what project document would she
have documented the inconsistencies and would look at to review them ?

A. Quality report
 B. Change log
C. Assumption log
D. Issue log

D Inconsistencies are also known as issues. An issue log is a record of problems, gaps,
inconsistencies, and conflicts that require action, so they do not impact project
performance. In this scenario, the project manager would have logged the inconsistencies in
the issue log, which she would then review to perform corrective action. The other answer
choices can be eliminated because inconsistencies are not changes or assumptions, and a
quality report is an output of the Manage Quality process, while the scenario states the
project manager is performing monitoring and controlling activities.

17. To ensure that lessons learned are captured and documented throughout the
project life cycle , the project manager creates the lessons learned register . What
project management process is being performed ?

A. Direct and Manage Project Work

B. Monitor and Control Project Work
C. Manage Project Knowledge
D. Create Lessons Learned

C Manage Project Knowledge is the process of using existing knowledge and creating
new knowledge to achieve the project's objectives and contribute to organizational
learning. The lessons learned register is an output of the Manage Project Knowledge
process, making this process the best answer to the question asked.
Task 2.13 Determine Project approach

1. "The project requires frequent input from the senior management team.
Some of the past projects succeeded to engage the team, however, most failed as
senior management is notorious throughout the organization of responding slowly
and not attending meetings.
What is the best strategy for the stakeholder engagement plan of the current project?"

A. Patiently wait until management indicates that they are available to provide their
input
B. Schedule regular, short update meetings at a constant time and convenient location
C. Review lessons learned from other projects involving the management stakeholders
D. Require one senior management representative to attend meetings or the project
will be halted

C The scenario describes the Plan Stakeholder Engagement process. Lessons learned
repository is an organizational process asset which can be used as an input to this process.
When planning stakeholder engagement for the project, the project manager should take in
the lessons learned from other projects that had to engage with similar stakeholders. In the
scenario, the project stakeholders of the senior management team are known not to
respond or attend meetings. Other projects have learned ways to gather feedback or other
forms of engagement. Learning from their successes and failures will reduce the chances of
the current project repeating failures and increase successes. Planning approaches without
consulting past or current attempts and methods risks the project wasting time, money,
resources, and more.

2. You are assigned to a software development project. The product requirements are
not clearly defined upfront. Therefore, it has been decided to develop the product
using an agile framework. Other aspects of the project will be managed using the
traditional waterfall project management approach.
Which of the following might you spend less time developing and/or implementing for this
project?"
A. The project charter
B. The issue log
C. The change management plan
D. The Validate Scope process

C The process of change management is fundamentally different in projects where

requirements are not defined upfront warranting the use of agile methodologies to develop
the product. With a waterfall approach, the requirements are typically defined upfront and,
therefore, scope changes are discouraged. For such projects, a rigorous change
management process is in place to ensure that change is minimized, and only the most
important changes are incorporated into the project. Agile takes a different approach to
change management. To provide the best value for the client, in projects where deliverables
are produced using agile practices, change is anticipated and welcomed. Instead of relying
on a formal process for managing change, the product owner, which is a role responsible for
managing customer requirements (backlog items), is much more involved in the planning of
each iteration by providing a prioritized backlog of features for the development team to
produce. A change management plan, if it is used at all, will be of little value for an agile
project compared with a project using a traditional waterfall approach. The scenario
presents a hybrid project where most of the project aspects are managed using the
traditional project management approach, while the development of the product is carried
out using agile. Agile has been selected because the requirements were not defined upfront.
Therefore, of the available choices, the project team will likely spend less time developing
and/or implementing the change management plan so that the frequent changes required
by the customer will be easier accommodated.

3. The product developed by the project team is plagued by defects. At every sprint
review, the product owner rejects multiple user stories.
How should the project leader address this issue?"

A. Recommend that the team writes automated tests before developing software code
B. Include a user story in each sprint to fix the bugs from the previous sprint
C. Advise the product owner that the defects will be addressed at the end of the
project
D. Include the issue as an agenda topic for the project retrospective

A "Effective project leaders should tailor their approach based on context. In this
scenario, an issue has been uncovered where defects are detected during the sprint review,
causing deliverables to be rejected by the product owner. Tailoring the project approach
should be iterative and therefore is a continuous process throughout the project. With
respect to defects, it is best to adopt a proactive approach to detect and fix them as soon as
practically possible and,
ystems in place to prevent defects from being created in the first place. One example of this
strategy would be applying test-driven development (TDD). TDD involves writing automated
tests before writing the software code, which helps the team design and mistake-proof their
product."

4. A new project will require extensive stakeholder involvement and is expected to

produce its first deliverable as soon as one month after getting the green light to
proceed. The deliverable is anticipated to have a high degree of innovation. The
performing organization operates in an industry that has considerable regulatory
oversight.
What development approach should the project manager recommend for this project?"

A. Adaptive
B. Predictive
C. Hybrid
D. Innovative
C Development approach refers to the means used to create and evolve the product,
service, or result during the project life cycle. The selection of the development approach
depends on multiple variables, such as the product, project, and organization. The degree of
innovation of the deliverables is an example of the product variable. Deliverables that have
a high degree of innovation are better suited to an adaptive development approach.
Stakeholders are an example of the project variable. Projects that require significant and
continuous stakeholder involvement are typically associated with an adaptive approach.
Regulations are another example of the product variable. Environments that have
signaticant regulatory oversight may need to use a predictive approach due to the required
process and documentation. When some variables are better served by an adaptive
development approach while others by predictive, as in the scenario described, the project
as a whole would need to adopt a hybrid development approach.

5. When estimating resources for your project, you have determined that the company
does not have enough developers to complete the required work. You can either
hire additional developers as permanent employees or bring temporary contractors.
The make-or-buy analysis resulted in a return on investment (ROI) of 25% if the
project work is completed by adding permanent employees and an ROI of 20% if you
bring in contractors. You decide to bring in the contractors.
Which of the following was the most likely reason for this decision?"

A. To avoid expanding permanent employment obligations

B. To reduce the project costs by using less expensive contractors
C. To protect confidential information and intellectual property
D. To complete the project faster by shortening its duration by 5%

A In this scenario, the ROI for using internal resources was estimated to be 25% versus
outsourcing with an ROI of 20%. Based on these estimates, it is more profitable to hire the
additional developers compared with using contractors to complete the project work. Based
on profitability alone, the logical decision is to hire the additional developers and conduct
the project internally. However, other considerations beyond profitability should be taken
into account. One important consideration includes the financial obligation for providing
employment to the newly hired developers after the project is concluded. If the performing
organization feels that they will not need additional developers after the current project is
complete, then it may make sense to use contractors instead of hiring developers even
though the project will be less profitable as a result. Therefore, of the available options, the
most likely reason to use contractors in this scenario is to avoid expanding permanent
employment obligations.

6. A current project is much larger in size and complexity compared to the previous
projects that the project manager has managed. To save time and effort, the project
manager uses the risk management plan and risk register from a historical project as
a template. During project execution, several unexpected high-impact risks were
realized, which derailed the project and caused its termination before completion.
What most likely caused the project to be terminated?"

A. Using templates to create the risk management plan and risk register
B. Failing to implement the agreed-upon risk responses
C. Lack of tailoring of the risk management plan and risk register
D. Propinquity was too high during project planning

C Because each project is unique, it is necessary to tailor the way Project Risk
Management processes are applied to a project. Project size and complexity have a direct
impact on overall project risk. A large and complex project requires a more robust risk
management plan and a more detailed risk register to address the increased level of overall
project risk. The outcomes of these tailoring decisions are recorded in the risk management
plan. Using the risk management plan and risk register from a previous project as a template
for a larger and more complex project without tailoring would likely result in the realization
of risks without adequate response plans, which may jeopardize the project's objectives.
Therefore, of the available choices, the lack of tailoring of the risk management plan is what
most likely caused the project to be terminated before completion.

7. A company charters a project to redesign a process used 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 Question answered incorrectly

A 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 re - engineered
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.
 8. You are leading a project to build single residential houses. The houses will be
powered by solar energy. The requirements are very clear, and the project is one of
many you have managed in the past. However, due to a technological advance in
solar panels, the client requested that you install the latest panels available on the
market. What project management approach is best for you to select for this
project?

A. Predominantly agile with some predictive components

B. Predictive during planning and agile during execution
C. Agile during planning and predictive during execution
D. Predominantly predictive with some agile components

D Construction projects with clear and stable requirements can typically be carried out
using the traditional project management approach. However, when an uncertain or
complex element is introduced to a predictive project, that element may add risk.
Uncertainty and complexity can be best addressed by agile methods that focus on
requirements elaboration, continuous feedback from stakeholders, and short incremental
development/delivery cycles. In the scenario described, the majority of the work packages
are routine and predictable and have been successfully completed in past projects.
However, the solar panels are new and have been never installed before. In this case, you
can plan for some small-scale installation trials on the ground first to determine the best
installation method and uncover issues early while there is enough time to solve them and
incrementally improve processes through experimentation and adaptation. Therefore, the
best approach for your project would be predominantly predictive with some agile
components, making the overall approach hybrid.

9. A project manager is leading a project with high levels of uncertainty and

unpredictability. As a result, the project manager has spent an inordinate amount of
time dealing with a large volume of change requests, which have put the project
significantly behind schedule. What could the project manager have done differently
to control the schedule better?

A. Used iterative scheduling with a backlog

B. Authorized a change control board (CCB)
C. Applied a waterfall framework to the project
D. Further decomposed of the WBS before the start of the project

A High levels of uncertainty and unpredictability make long-term scope difficult to

define. Adaptive planning defines a plan but acknowledges that once work starts, the
priorities may change and that the plan may need to be updated. One of the trends and
emerging practices for Project Schedule Management includes iterative scheduling with a
backlog. Iterative scheduling is a form of rolling wave planning based on adaptive life cycles,
such as the agile approach for product development. The requirements are documented in
user stories that are then prioritized and refined just prior to construction, and the product
features are developed using time-boxed periods of work. The benefit of this approach is
that it welcomes changes throughout the development life cycle and may reduce or
eliminate the need for a formal change control process, making iterative scheduling with a
backlog the best answer to the question asked. Such a combination indicates that the
project, as a whole, would have been managed using a hybrid project management
approach.

10. A project manager has been assigned to a project and requested to review its
charter. The charter emphasizes that the project will need to succeed within an
environment of frequently changing conditions. As the project manager meets with
the sponsor to provide comments, the sponsor asks for the project manager's
recommendation on approaching this project. What should the project manager
recommend?

A. Limit change requests after the first iteration is complete

B. Adopt any relevant agile practices that enhance adaptability
C. Ensure that all team members are l-shaped specialists
D. Enhance resiliency by developing a comprehensive risk register

B Project leaders should embrace adaptability and resiliency. In the scenario

described, the project is characterized as being subjected to frequently changing conditions.
Adaptability refers to the ability to respond to changing conditions, which will be necessary
for a successful project outcome in this scenario. Adaptability is a hallmark of agile
methodologies. While an agile framework would likely be a good choice for this project, the
specific project management framework was not stated in this case. Regardless of the
chosen project life cycle, adopting relevant agile practices would be helpful in improving
adaptability to deal with the frequently changing conditions. A Limit change requests after
the first iteration is complete Incorrect. Limit change is a characteristic of a predictive
project management framework However a proiect that must come with frequently
changing conditions, like the one

11. You are an executive in a large organization that considers a gradual transition from
a predictive to the agile project management approach. You hire an external
consulting company to evaluate the current practices and propose the best way for
the transition. After observing your organization for several months, the consultant
lays out several options. Which option would you select?

A. Increasing the level of detail during the initial project planning

B. Incorporating standup meetings into the daily routine of the project teams
C. Sharing project progress with as many stakeholders as possible
D. Assigning tasks to the project team members based on their experience

B In a large organization, a transition from a predictive (traditional) project

management approach to an agile one does not happen overnight. It is likely to be a long
and, sometimes, painful process. If appropriately implemented, the project management
approach will gradually shift from traditional to hybrid to agile. The first step, transitioning
from predictive to hybrid, can be done by incorporating some of the agile elements into the
existing predictive practices. Of the options provided, only incorporating the daily standup
meetings into the current practices used by the project teams represents an agile practice.
The rest of the answer choices are tools, techniques, or processes associated with
traditional project management. The way the scenario is worded makes it sound as if the
vendor provided four different valid options for the transition. However, for the purpose of
the exam preparation, three of the answer choices are intentionally incorrect.

12. An agile team is about to start a new project. Due to the high variability of the
workload, the team needs greater flexibility to focus on continuous delivery rather
than being bound by timeboxes. What is the project leader's best course of action?

A. Adhere to the scrum's ceremonies and best practices

B. Select the Kanban method to manage the team workflow
C. Develop the performance measurement baseline
D. Request that the smallest user stories be developed first

B Effective project leaders must tailor projects based on context. In this scenario, due
to the high variability in workload, the agile team needs to focus on continuous delivery
rather than being bound by timeboxes. Most agile methods, such as scrum, follow a
development cycle defined by timeboxed iterations of fixed length. However, the Kanban
method can be employed with or without the use of iterations. Kanban visually tracks work
items as they progress through various stages to completion. Once a deliverable has been
completed, it can be released without waiting until the end of an iteration, which supports
continuous delivery of value, making the Kanban method the best answer to the question
asked.

13. At a virtual meeting with all company employees, executive management states that
the organization will be agile from now on. A year later, an agile coach hired to
evaluate the results finds that the organizational structure has many levels, a rigid
reporting structure, and excessive bureaucracy. The agile coach submits a report
indicating that the transition failed. What was the most likely reason for the failure?

A. The mindset of the executive level has not shifted.

B. Too much empowerment has been given to the teams
C. Stakeholders were involved too early in the projects.
D. Frequent product demos distracted the teams from creating value.

A A development approach refers to the means used to create and evolve the product,
service, or result during the project life cycle. The selection of the development approach
depends on multiple variables, such as the product, project, and organization. A successful
transition from a predictive development approach to an adaptive one requires a change of
some or all of those variables. Organizational structure, culture, and organizational
capability are among the parameters that will need to be adjusted to support the transition.
An organizational structure with many levels, a rigid reporting structure, and excessive
bureaucracy works better for projects carried out using a predictive approach. To be agile,
the organization would need to flatten its structure and rely on self-organizing teams
empowered to make decisions concerning their work. In the scenario, the agile coach finds
an organization that has not adapted its structure to the stated goal of transition to agile.
Should the organization have had the right mindset going top-down from the executive level
throughout the organization, the transition would have had a chance to succeed. Without
that mindset, the transition is doomed. Therefore, of the choices provided, the lack of the
mindset was the most likely reason for the failure. The incorrect answer choices describe
proper agile practices, which, if implemented properly, would have helped rather than
prevented the successful adoption of agile.

14. A project has been subjected to setbacks caused by various internal and external
factors. As a result, some of the incomplete user stories from the previous sprints
had to be reassigned to the next ones. The team members are frustrated and unsure
of their ability to meet the project goals. What should the project leader recommend
to the team members to enhance their adaptability and resiliency and improve
project performance?

A. Organize periodic team-building events to reduce team member's frustration

B. Identify critical path activities and focus on their timely completion
C. Regularly inspect and adapt work process and exploit improvement
opportunities
D. Ensure the project does not deviate from the initially prioritized backlog

C Projects rarely perform exactly as initially planned; therefore, project leaders must
embrace adaptability and resiliency to improve project outcomes. Adaptability refers to the
ability to respond to changing conditions, while resiliency is the ability to absorb impacts
and the ability to recover quickly from a setback or failure. In the scenario, the project
leader is asked to suggest the best course of action for the team to enhance their
adaptability and resiliency and improve project performance.

15. A project has uncertain requirements that will evolve as the project unfolds. Project
funding is also unclear since the organization does not want to invest money in a
poorly-defined product. Regardless, even with such a high degree of uncertainty, the
project team has been required to deliver the first working product increment in two
weeks. What development approach should the project manager recommend for
this project?

A. Predictive
B. Hybrid
C. Uncertain
D. Adaptive
D A development approach refers to the means used to create and evolve the product,
service, or result during the project life cycle. The selection of the development approach
depends on multiple variables, such as the product, project, and organization. Requirements
certainty is an example of the product variable. When requirements are uncertain and are
expected to evolve an adaptive development approach should be recommended. Funding
availability is an example of the project variable. Projects that work in an environ
uncertainty can benefit from an adaptive approach. The need to deliver early, even if it's not
a finished product, is a schedule constraint, which is another example of the project variable
that would favor an adaptive approach. With the above variables matching those described
in the scenario, recommending the adaptive development approach for the project would
make the most sense for the project manager

16. A project manager has been requested to assist the sponsor with the development
of the project charter. What would be the most appropriate next step for the project
manager?

A. Develop the project management plan

B. Assess external and internal influences that may impact project strategy
C. Wait for the project charter to be completed and approved
D. Hold a bidder conference to select the most qualified vendor for the project

B It is the project manager's duty to understand any factors that may have a favorable
or unfavorable effect on project implementation. The question is vague to whether it is the
project sponsor or the project manager who eventually develops the project charter. The
question states that the project manager has been requested to assist the project sponsor
with the development of the project charter. Whatever the situation is, of the choices
provided, it makes the most sense for the project manager to assess external and internal
influences, or in other words, assess the impact of the enterprise environmental factors
(EEFs) and organizational process assets (OPAS) on the project implementation making this
choice the best answer to the question asked.

17. To mitigate recent labor issues and reduce their risk in the future, senior executives
are considering alternatives for automating production. One executive is not in favor
of using automation at all; a second executive suggests adding some basic
automation, and yet another one is in favor of automating the entire production line.
Which of the following is the least likely option to be included in the business case?

A. Do nothing
B. Do more than the minimum work possible to address the problem
C. Do the minimum work possible to address the problem
D. Do less than the minimum work possible to address the problem
D A business case should include a set of options to be considered for addressing the
business problem or opportunity. Options are alternative courses of action that may be
taken by the organization. Doing less than the minimum work possible to address the
problem makes the least sense from a business perspective. Taking this option means that
the company would expend company resources without receiving the benefits of the
project. Why would the company authorize a project that does not produce the intended
benefits?

18. As the project approaches its completion and the acceptance process begins, the
customer expresses their frustration saying that the project did not accommodate
quickly changing requirements that were essential to meet market demand. The
project manager states that these rapid changes slowed the project down and
wreaked havoc on the schedule. What has the project manager most likely done
wrong?

A. Allowed too many changes instead of being strict on change

B. The project manager did nothing wrong and managed the project as planned.
C. Selected the wrong development life cycle for the project
D. Allowed the project to start when the customer did not know what was
needed

C An important aspect of project management is tailoring the project management

methodology to the needs of the project. A predictive approach works well for projects
where requirements can be determined upfront. In a project environment where the
project requirements are continually evolving, an adaptive approach is suited better. The
benefit of adaptive life cycles, such as agile, is that this approach welcomes changes
throughout the development life cycle and harnesses change to maximize value for the
customer. Had the project manager selected an adaptive approach for the project, the
problems described by the scenario could have likely been avoided. Therefore, it is
reasonable to assume that the project manager selected the wrong development life cycle.
A hybrid project management approach would have worked best for this project. A hybrid
approach combines elements of traditional projects with those of agile. For example, if the
organization wants (for whatever reasons) to manage its projects traditionally, the
organization can decide that most of the project processes will be carried out using the
predictive project management approach, while the change management will follow agile
practices to meet the customer's need of frequently changing requirements. Note, the
development approach, e.g., hybrid, is typically documented as an additional component of
the project management plan.

19. You meet with your team to determine the life cycle for your project. After
analyzing the best way to define and manage requirements , develop deliverables ,
handle changes , control risk and cost , and engage key stakeholders , the decision is
made to select a hybrid life cycle . With the project life cycle selected , how will the
requirements be managed on your project ?
 A. Defined during the transition to the customer
B. Elaborated at periodic intervals during delivery
C. Defined up - front before development begins
D. Elaborated as often as needed during delivery

B Predictive project life cycles are characterized by an emphasis on the specification of

requirements and detailed planning during the beginning phases of a project. Agile life
cycles, on the other hand, are characterized by the progressive elaboration of requirements
based on short iterative planning end executing cycles. Projects that are managed using
hybrid methods combine elements of both approaches. Depending on how well or poorly
the requirements are defined at the beginning of the project, the elaboration of
requirements on hybrid projects will tend to either predictive or agile side of the project life
cycles continuum. In any case, requirements on hybrid projects will be elaborated at
periodic intervals during delivery with the time between the intervals being dependent on
the level of detail of the requirements.

20. You are leading an off - grid housing construction project . Each of the ten homes in
the development will have solar shingles to generate energy and a novel energy
storage system. The performing organization is highly experienced with traditional
construction methods, but this is their first project to incorporate energy generation
and storage. How might you best support continuous improvement efforts
throughout the project?

A. Construct the homes sequentially using a predictive model and hold a

retrospective after the completion of each home
B. Review the lessons learned repository during project planning and apply the
knowledge gained during project execution
C. Build all of the homes concurrently using a predictive approach and update
the lessons learned register continuously
D. Utilize an incremental project management approach for the development of
the homes and hold a project retrospective

A The scenario describes a project with aspects of low uncertainty and risk, along with
other aspects that have high uncertainty and risk. Since the performing organization has a
great deal of experience with traditional construction methods, these aspects of the project
represent little uncertainty and risk. However, the organization does not have experience
with solar shingles and energy storage, making these aspects of the project high uncertainty
and risk. One method of managing the uncertainty and risk is to combine a predictive
project management framework with an incremental approach, resulting in a hybrid project.
The construction of each home can follow the traditional waterfall framework, but also
incorporate an incremental approach by building one home at a time (sequentially). Using
the incremental approach and conducting a retrospective after the completion of each
deliverable (similarly to how this process is carried out on agile projects) will provide the
opportunity for lessons learned to be applied to each subsequent deliverable (home), thus
providing opportunities for continuous improvement throughout project execution.
 21. First , a project manager assisted with the development of the project charter which
has been approved. Second , he completed the development of the stakeholder
register . What should the project manager do next?

A. Submit a change request to update any project documents with information

gathered during the Identify Stakeholders process
B. Update the communications management plan to include the communication
requirements of stakeholders identified in the newly developed stakeholder
register
C. Update the stakeholder engagement plan with any pertinent information
uncovered during the Identify Stakeholders process
D. Establish the scope of the project , refine the objectives , and define the
course of action required to attain the objectives that the project was
undertaken to achieve

D The question states that the development of the stakeholder register has just been
completed. The stakeholder register is created during the first iteration of the identify
Stakeholders process. Change requests and project management plan updates can be
outputs of the identify Stakeholders process, but not during the first iteration of the identify
Stakeholders process. The project management plan does not exist when the Initiating
Process Group is first completed. Change requests are not required until the project
management plan has been completed and approved. Once the project charter and the
stakeholder register have been completed at the start of the project, the Initiating Process
Group is complete. The next logical step is to begin project planning with the Planning
Process Group. The Planning Process Group is represented by the answer choice that
defines this group as specified in the reference: "establish the scope of the project, refine
the objectives, and define the course of action required to attain the objectives that the
project was undertaken to achieve".

22. You are leading a software development project for a client . The change control
board (CCB) has been inundated with change requests from the client throughout
the project as the product has evolved. This situation drives the team crazy and
makes controlling the project scope extremely challenging and time - consuming .
Which of the following tailoring considerations might you have missed earlier in the
project ?

A. Diversity
B. Stability of requirements
C. Physical location
D. Validation and control

B "The question describes a situation where the client is continually changing the
project requirements as the product under development evolves. This situation is driving
the client to submit change requests, which must be reviewed by the change control board
(CCB). Projects, where the product under development is expected to evolve throughout the
project, can be said to have unstable requirements. The stability of requirements should be
considered to determine the appropriate development approach. In this case, it is apparent
that the strict change control processes and procedures of a traditional waterfall approach
are not well suited to the needs of the client who is forced to submit change requests as the
product changes and evolves. In this circumstance, an agile approach may have been more
appropriate for the project. An agile approach welcomes change and harnesses it for the
customer's benefit. Had you, as the project manager, considered the stability (or, in this
case, instability) of the product requirements, you may have selected an approach more
appropriate for the project. For example, the project, at a high level, could have still been
lead using waterfall, but the actual development of the product performed by the team
could have been carried out using agile, thus making the whole project hybrid.
Note, the development approach is also a tailoring consideration for the scope management
processes, but it was not offered as an answer choice. Therefore, of the available options,
the stability of requirements is the best answer to the question asked."
Task 2.14 Governance Structure

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

D 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.

2. The project manager has gained the support of senior management who has
committed to providing the necessary funding to design and develop a
prototype for a new initiative. The project manager is working on creating the
project charter and needs someone to serve as the project sponsor. Which of
the following best meets the needs of the project manager?

A. Project manager
B. Project management office (PMO)
C. Any project team member
D. Any person external to the project

B Projects are initiated by an entity external to the project such as a sponsor, project
management office (PMO), or a portfolio governing body chairperson or authorized
representative. The project initiator or sponsor should be at a level that is appropriate to
procure funding and commit resources to the project. Of the available choices, only the
PMO is external to the project and has the authority to allocate resources to initiate a
project

3. Your project is running behind schedule because some of the project team
members have been reassigned by their functional managers to other
projects. Who would be the best person to help you resolve this issue?

A. The customer for whom the project is performed

B. The project sponsor
C. The director of the human resources department
D. The project management office

B
 4. During a daily standup meeting, the project team raises a risk that was not
identified earlier in project planning. The team discusses the risk with the
project manager, who realizes that a potential response to the risk is beyond
his authority. The risk management plan does not provide any guidance on
how this type of risk should be managed.
What is the project manager's best strategy to deal with this risk?"

A. Capture the risk in the project risk register and develop the appropriate risk response
B. Conduct a risk-based spike at the beginning of the next iteration to find a potential
solution
C. Perform a risk review to research, analyze, and apply any identified mitigation
strategies
D. Adopt risk escalation as a response strategy so that the risk can be appropriately
managed

D The scenario describes a hybrid project that runs into a newly identified risk,
response to which would exceed the project manager's authority. In such situations, a risk
escalation strategy can be adopted. Risk escalation is a risk response strategy whereby the
team and/or the project manager acknowledges that the risk is outside of their sphere of
influence and shifts the ownership of the risk to a higher level of the organization where it is
more effectively managed. Escalated risks can be managed at the program level, portfolio
level, or other relevant parts of the organization. The project manager should determine
who has to be notified about the threat and communicates the details to that individual or
group. All of the incorrect answer choices presume that the risk can be managed by the
project team.

5. During project execution , the new state - of - the - art technology that is
used on the project to produce the deliverables is unstable , which puts the
whole project at risk of failure . Your sponsor is on vacation and cannot be
reached . To get immediate attention to the issue, you want to know what is
the escalation procedure. What should you do next?

A. Consult the communications management plan

B. Consult the risk register
C. Consult the stakeholder engagement plan
D. Submit a change request to replace the technology

A The communications management plan is a component of the project management

plan that describes how project communications will be planned, structured, implemented,
and monitored for effectiveness. The plan contains information such as stakeholder
communication requirements, what information will be communicated, the reason for the
distribution of information, and escalation processes. In the scenario, you need immediate
action, and your sponsor is unavailable. You should consult the communications
management plan to understand the escalation process for the project.
 6. As the project manager , you are in the process of developing a draft of a
document that authorizes a new software development project. You have
reviewed the agreements and both business documents. What else should
be done as part of this process ?

A. Identify stakeholders and prepare the stakeholder register

B. Study the governance functions and processes to provide guidance and
decision making
C. Update the business documents to correct any errors
D. Review the benefits management plan

B "The scenario describes a project manager who is developing a draft of the project
charter, implying the Develop Project Charter process is carried out. One of the typical
activities performed while developing the charter is to review organizational process assets
(OPAs), which may influence this process. One of the OPAs is the project governance
framework which often provides information about the governance functions, processes,
that are important when making decisions that are relevant to the project charter.
One may argue that a stakeholder register can be created at the same time the project
charter is developed and approved. While it's true, the question is asking to select the
answer choice that represents an action performed during this process'. Since the scenario
describes the Develop Project Charter process, any action that is associated with this
process' would be a better option than an action associated with 'another process', even if
that process can be done in parallel with the one described in the scenario. Therefore, as we
always recommend selecting the best answer of those provided, studying the governance
functions and processes to provide guidance and decision making is a better answer choice
than identifying stakeholders and preparing the stakeholder register since the former is
associated with the inputs to the Develop Project Charter process while the latter is not
even part of this process."
Task 2.15 Manage Project Issues

1 "When reviewing the issue log, the project manager finds a new entry indicating that
additional fencing is needed to address ground security risks on the project. After reviewing
the risk register, she finds ground security among the risks identified during project
planning. She wants to address the risk but is not sure if the project has enough funds to
cover it.
Which data analysis technique can be used to make this determination?"

A. Technical performance analysis

B. Reserve analysis
C. Contingency analysis
D. Risk audit

B It is reasonable to assume that the scenario describes the Monitor Risks process.
Reserve analysis is an example of the data analysis technique that can be used in this
process. Reserve analysis compares the amount of the contingency reserves remaining to
the amount of risk remaining at any time in the project in order to determine if the
remaining reserve is adequate. The question states that the ground security risk has been
identified during project planning implying the response was planned for this risk including
security fund allocation. The project manager would need to find out if the security risk
response plan included enough funds that would cover the additional fencing. This
determination can be made by performing a reserve analysis, making a reserve analysis the
best answer of the available choices, to the question asked.

2 "During an iteration, a member of an agile team pulls the work item from the top of
the iteration backlog. The work item describes a feature to be developed next. As the team
member reads the description, she realizes that the information is insufficient to develop
the feature. The team member approaches the scrum master for advice.
What should the scrum master recommend?"

A. Develop the feature based on the available information

B. Perform an architectural spike
C. Return the item to the backlog and select another one
D. Consult with the product owner

D There is not enough information in the scenario to determine the reason why the
description provided in the user story is insufficient to develop the feature. However, this
information is not required to answer the question correctly. All is needed here is the
understanding of the roles and responsibilities of various stakeholders in a typical agile
project. The project team is responsible for the development of the product. The scrum
master/agile coach (a.k.a., team facilitator) is a servant leader who motivates, inspires, and
guides the team toward the project objectives. The product owner is responsible for the
definition of the product to be developed by the team. Prioritizing the backlog and ensuring
the backlog items are sufficiently elaborated are among the product owner's
responsibilities. Therefore, of the choices provided, consulting with the product owner is the
best answer to the question asked.

3 "During an iteration planning meeting , an agile team is having difficulty estimating

the work required to develop the product increment because the approach selected to
develop the increment involves new technology , with which the team is unfamiliar. The
use of this technology also represents a potential risk to the entire project if the approach
fails. What should the team do to determine the impact of using the new technology?
"

A. Perform an interruption
B. Swarm on the technology
C. Conduct spike
D. Run exploratory testing

C A spike is a short time interval within a project , usually of fixed duration , during
which a team conducts research or builds a prototype for an aspect of a solution to prove its
viability . Spikes can contribute to a learning process and may be used in various
circumstances, such as estimation, acceptance criteria definition, understanding the flow of
a user's action through the product, etc. In the scenario described , the team could not
develop an accurate estimate for the product increment to be developed in the next
iteration and was concerned that the technology selected could cause issues . Often a new
technology will have be investigated using a spike to ensure the team does not invest a
significant amount of time in something that could cause issues or lead to project failure.

4 "A product owner approaches the agile team lead with concerns of slow team's
progress during the last few sprints. The product owner suspects that judging by the tired
looks and low energy in recent stand-up meetings, the team members are burnt out. What
is the best course of action for the team lead to take in this situation?

A. Ask the product owner to resolve the issue

B. Bring the issue up with the team to discuss
C. Take the team on a fun day to help recharge
D. Brainstorm the issue with the HR manager

5. You are conducting a meeting to update key stakeholders on the progress of your
current project. One of the key stakeholders states that the project no longer makes
any business sense and should be terminated. What should you do first?
A. Update the issue log
B. Escalate the issue to the project sponsor
C. Terminate the project
D. Hold a meeting with the stakeholder
A An issue can be described as a current condition or situation that may have an
impact on the project objectives. A key stakeholder stating that the project no longer makes
business sense is an issue which, at the very least, will impact stakeholder engagement. The
issue log documents all known issues related to the project and stakeholders. While it could
be just a subjective opinion of one stakeholder only, this opinion is an issue which affects
this key stakeholder's attitude toward the project and is, therefore, should be captured in
the issue log, investigated, and if determined to be the real problem, resolved, and its
resolution monitored. Therefore, of the available choices, the first thing you, as the project
manager, should do is to update the issue log.

6 "A project to renovate an old office building is underway when asbestos insulation is
discovered covering some of the plumbing pipes. Given the age of the building, the
possibility of finding asbestos was a known risk. The risk response calls for contracting with a
remediation company specializing in asbestos removal. After the remediation company
completes their work, the project team is unpleasantly surprised to discover corrosion
among some of the plumbing pipes.
What should the project manager do first?"

A. Request the remediation company make the repairs since the corrosion was
detected during their work
B. Capture the information in the issue log and assign a responsible party to ensure the
issue is tracked and resolved
C. Document to the risk register corrosion as a secondary or residual risk and
implement the agreed-upon risk response plan
D. Update the lessons learned register to ensure that risk planning for similar future
projects should be performed more thoroughly

B The question implies that the Implement Risk Responses process was being
performed when a problem with the plumbing was discovered. Updates to the issue log are
one of the outputs of this process. When issues are identified as part of the Implement Risk
Responses process, they are recorded in the issue log. The issue log is a project document
where information about issues and their resolution is recorded and monitored. Of the
available options, the first thing for the project manager to do in this situation is to capture
the information in the issue log and assign a responsible party to ensure the issue is
effectively tracked through resolution,

7 "A project to develop visualizations of the safety and efficacy of a new drug is
underway. Scrum has been selected as the development approach. Midway into the third
sprint, a project team member finds that the data provided is missing a mandatory
parameter. The risk of getting incomplete data was identified and recorded in the risk
register earlier, during project planning.
When would be the most appropriate approach to surface this problem?"
A. The problem should be included as a topic for discussion at the next sprint
retrospective.
 B. The team member should raise the issue as an impediment during the daily scrum
meeting.
C. The product increment with the missing parameter should be demonstrated at the
sprint review.
D. The realized risk should trigger and be addressed by the Plan Risk Responses process.

B "The daily scrum meeting is a timeboxed and narrowly focused meeting where the
project team members coordinate their efforts and raise any impediments that they have
encountered. A missing mandatory parameter represents an impediment, and a realized
risk, that will need to be removed in order for project work to proceed. Once surfaced
during the daily scrum, the scrum master (or any other servant leader/facilitator assigned to
the team) should then implement the approved risk response so the impediment can be
removed as quickly as possible. Theoretically, the project team member could surface the
issue directly with the scrum master rather than waiting for the daily scrum. However, this
option was not provided among the answer choices.
Note, there are several technical details in the scenario, such as visualizations of the safety
and efficacy of a drug, missing mandatory parameters, etc. However, this information is not
required to answer this question correctly. All is needed here it the understanding of how
issues are raised on hybrid projects when daily scrum meetings are used by the project
teams."

8 "The project management plan calls for the use of daily standup meetings. During
the meetings, impediments are surfaced by the team members, but follow up has been
inconsistent. The situation worsens with each passing day as the impediments are
accumulated, causing schedule delays and even risking the schedule baseline.
What is the best course of action for the project manager?"

A. Record the impediments in the issue log where they can be assigned and tracked to
resolution
B. Resolve the impediments during the daily standup meetings to avoid any further
schedule delays
C. Document the impediments and their planned responses in the project management
plan
D. Discuss the impediments at the retrospectives and have the team collaborate to
resolve them

A The question describes a hybrid project, in which the project management plan
(typically used on waterfall projects) calls for daily standup meetings (typically used on agile
projects). Daily standups are short timeboxed meetings where the project team members
report on work done since the last meeting, work planned for today, and any impediments
to progress. Impediments are risks and/or issues faced by the project team that might delay
project work, or, as in the scenario described, even risk the project schedule baseline. Issues
should be documented, assigned, and tracked to ensure a timely resolution. The issue log is
a project document where information about issues is recorded and monitored. The use of
an issue log should help ensure that the impediments are removed in as timely a manner as
possible.

9 Midway into an iteration , an agile team faces a minor technical issue . One of the
team members recalls that the agile coach is an expert in the field from her past experience
as a senior developer. The team requests that the coach help resolve the issue. What
should the agile coach do first ?

A. Let the team resolve the issue

B. Help the team resolve the issue
C. Resolve the issue for the team
D. Consult with the product owner

A "Selecting the correct answer to this question is challenging due to the subtle
wording differences between the answer choices. Based on our own experience as well as
feedback from our customers, answer choices in the actual exam can be very similar to one
another. Sometimes, a tiny nuance in the wording determines which choice is the correct
answer.
To answer agile questions correctly, it is important to get into the agile mindset. This
particular question deals with the concept of duties and principles of agile servant
leadership. One of the principles that servant leaders follow is creating an environment of
functional accountability. In the reference provided, the author states that servant leaders
give the team ample space to come up with the best ideas and build the best product."" In
order for the team to become self-organized and accountable for their own results, the
author suggests that ""If you (the agile coach) stay at the process level and stay away from
the details of the team's every decision and plan, you can achieve detachment. Your being
detached invites them to attach and to own their results. This helps them achieve goals
asked (and sometimes demanded) of them. Owning the results is one of the principles
servant leaders should engrain in their teams. In this way, teams can learn to be
accountable for outcomes.
The question is asking what the agile coach should do 'first'. There is not enough
information in the scenario to determine that, if the issue is not resolved, the team will miss
the iteration goal, or the project will fail. According to the scenario, the issue is minor. It is
not an extreme situation where the agile coach would need to step in and help the team
resolve the issue or even resolve the issue by herself. Even though the agile coach has the
needed expertise, resolving the issue is not the agile coach's responsibility. Furthermore,
servant leaders should let the team make technical decisions and own the outcomes,
whether the outcome leads to success or failure. Servant leaders should remove themselves
from the outcome. The author stresses that ""If you diagnose the problem and implement a
solution, you run the risk of being way off base. Worse, you have subtly undermined the
team's ability to solve its own problems."""

10 During project execution of a high priority project , a previously identified risk is

realized . The project manager sends an email to the risk owner and receives an automated
response indicating that this individual will be out of the country on vacation for the next
two weeks. The risk owner did not disclose a backup contact to use during the interim .
What should the project manager do first?

A. Capture the problem in the issue resolution register

B. Update the communications management plan
C. Submit a change request
D. Record the information in the issue log

D The question implies that the project manager was carrying out the implement Risk
Responses process. An issue log is one of the project documents that may be updated
during that process. The issue log is a project document where all issues are recorded and
tracked. Data on issues may include the issue type, who raised the issue and when,
description, priority, who is assigned to the issue, target resolution date, status, and final
resolution. The issue log will help the project manager effectively track and manage issues,
ensuring that they are investigated and resolved. Therefore, capturing this issue in the issue
log is what the project manager should do first.

11 A project manager is reviewing a document where information about problems

impacting project performance is recorded and monitored. According to the document , a
new problem that was logged yesterday by a project team member indicates that delays
have just exceeded the established schedule variance threshold and corrective action is
required . No additional details about the new problem are provided in the document.
What should the project manager do immediately?

A. Assign a responsible party to follow up on the problem

B. Record the disposition of the change request
C. Send the project progress report to the stakeholders
D. Update the lessons learned register

A Based on the scenario described, the project is in the Monitor and Control Project
Work process. The question implies that the project manager is reviewing the issue log,
which is an input to this process. The question indicates a new issue has been recorded. The
issue log is a project document where information about issues is captured and monitored.
According to the scenario, the information already recorded in the issue log includes the
name of the person who raised the issue, the date the issue was captured, and a description
of the issue. Other information that should be documented in the issue log includes the
name of the person assigned to the issue, priority of the issue, target resolution date, status,
and final resolution. The question indicates that corrective action is required, therefore, of
the available choices, the next logical step for the project manager is to assign a responsible
party to follow up on the issue so it can be addressed and then record that information in
the issue log.
Task 2.16 Knowledge Transfer

1 A project has just been approved and formally chartered. What is one of the first
things the assigned project manager should do?

A. Start the development of the project management plan

B. Acquire the resources necessary to perform the project work
C. Inform stakeholders of the approved project charter
D. Perform a project assessment based on available information

C Based on the scenario, it can be implied that the Develop Project Charter process has
just been completed. The project charter formally authorizes the project and documents the
high-level goals and business value, as well as other key information. Communicating the
final, approved information captured in the charter to all affected stakeholders ensures a
common understanding of the objectives, expected deliverables, milestones, and the
stakeholder's expected involvement. Of the choices provided, informing stakeholders of the
approved project charter is one of the first things the assigned project manager should do
and is, therefore, the best answer to the question asked.

2 "A company runs dozens of various projects covering a wide range of technical areas
in multiple countries. The company loses track of who has worked on various projects and
might have highly specialized knowledge that can be used in other projects.
Which of the following would address this issue?"

A. A multi-media conferencing system

B. A common change control process managed by an appointed CCB
C. Monthly face-to-face meetings
D. A centralized person responsible for knowledge management

D Some organizations assign a team or individual as a specialist in knowledge

management. Such an individual or group are considered enterprise environmental factors
(EEFs) that serve as an input to the Manage Project Knowledge process implied by the
scenario. A centralized person or group responsible for knowledge management may allow
the company to keep track of who in the organization has critical skills that can help on
other projects as well as coordinate those activities. Video conferencing and face-to-face
meetings may help identin those people and skills but would not address the long-term
needs. A common change control process has little or no relevance to knowledge
management. Therefore, of the available responses, having a centralized person responsible
for knowledge management is the best answer to the question asked.

3 "A project is re - roofing five houses in a staggered timeline using different teams .
Each team properly documented all the issues and solutions . The first two houses are
complete . Both experienced problems with the installation of the flashing , which required
rework . Now , the project manager sees the same issue for the third house , which is
delaying the project . What might be going wrong?
A. The customer is causing scope creep.
B. The rental company defined their requirements wrong .
C. The project teams are not reviewing the project documentation .
D. The scope management plan needs to be correct to reflect the right flashing.

C The question states that the first two project teams encountered a problem on the
project and that all issues and solutions were properly documented . This description
indicates that the flashing problems were captured in the issue log and the knowledge
gained was recorded in the lessons learned register .If the third project team had reviewed
these documents, they could have avoided or mitigated the problem and prevented the
project from running behind schedule. The primary purpose of the lessons learned register
is to avoid repeating the same mistakes. Therefore, in this scenario, the third project most
likely did not review the project documents.

4 A project has just been formally authorized, and the project manager is currently
identifying stakeholders What should the project manager do to find information
on the responsibilities of key project stakeholders?

A. Check the stakeholder engagement plan

B. Meet with the stakeholders
C. Consult with the project sponsor
D. Review the project charter

D The question states that the project has just been formally authorized implying the
project charter has been approved. The scenario suggests that the project manager is now
starting the identify Stakeholders process to create the stakeholder register The stakeholder
register will eventually contain information on the roles of stakeholders on the project
which is the information the project manager is looking for. However, the stakeholder
register is not yet ready. The project charter in an input to the identity Stakeholders process
and has the high-level information about the roles and responsibilities of the key project
stakeholders. This information will be used in the development of the stakeholder register.
Hence, to find information c responsibilities of stakeholders, reviewing the project charter is
what the project manager should do, and is, therefore, the best answer to the question
asked

5 You have replaced a project manager midway through project execution. You
discover that although financial project reports that include CPI and SPI are
prepared weekly, the financial database repository has never been updated.
Which tailoring consideration did your predecessor most likely miss earlier in the
project?

A. Project complexity
B. Cost management plan
C. Earned value management
D. Knowledge management
D

6 "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

C "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 W indowS 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. Weas to activate Windows hope that encountering such
questions in the simulated exam would better prepare you for the real one."

7 "A project manager has resigned from her position right after the execution
processes of the project she managed have been completed. You have been asked to close
the project. You want to find project closure guidelines that establish the protocols for the
transfer of ownership and knowledge.
Where would you find this information?"

A. Enterprise environmental factors (EEFs)

 B. Project closure register (PCR)
C. Organizational process assets (OPAs)
D. The project charter

C Project closure guidelines can be stipulated in company organizational process assets

(OPAs). OPAs include any artifact, practice, or knowledge from any and all of the performing
organizations involved in the project that can be used to execute or govern the project.

8 "You work as a project manager for an organization that has a directive type of
project management office (PMO). The PMO requires you to document relevant information
in the lessons learned register.
What is the main purpose of preparing this documentation?"

A. To enable the ongoing improvement of products, services, and processes

B. To capture issues and risks and document how they were handled
C. To ensure quality policies and procedures are implemented on the project
D. To satisfy the requirements of the project management office (PMO)

A Continuous improvement, sometimes called continual improvement, is the ongoing

improvement of products, services or processes through incremental and/or breakthrough
improvements. The lessons learned register is a project document used to record
knowledge gained during a project so that it can be used to improve performance in the
current project and entered into the lessons learned repository for use in future projects.
The lessons learned register is produced as an output of the Manage Project Knowledge
process and then used as an input and updated as an output in many processes throughout
the project. The main purpose of capturing information in the lessons learned register is so
it can be used throughout the project lifecycle to improve the performance of the current
project as well as future projects. In this manner, documenting the knowledge gained during
the project in the lessons learned register supports continuous improvement. Therefore, of
the available choices, enabling the ongoing improvement of products, services, and
processes best describes the purpose of documenting relevant information in the lessons
learned register.

9 "You have just been hired by a decades-old construction company to lead a custom
home construction project. The project has been plagued by thefts occurring at night. You
have read the project management plan and all project documents, none of which
addresses the theft issue.
What should you do next?"

A. Set up motion-sensing cameras throughout the subdivision

B. Hire a nighttime security guard
C. Review the organizational process assets
D. Check the lessons learned register
C The question states that the performing organization has been in business for
decades. It is very likely that the theft issue has been encountered in previous projects.
Before taking any action to address the theft issue, it is best to take advantage of the
knowledge gained over the decades the company has been in business to determine the
best course of action. The organizational process assets include the lessons learned
repository. The lessons learned repository is an archive of knowledge gained from past
projects, which can be used to improve performance on your current project. Of the
available options, reviewing the organizational process assets is the best way to determine
the best course of action to address the theft issue.

10 "To gather and document lessons that are learned throughout the project, the
project manager facilitates retrospectives at the end of each iteration, as specified by the
project management plan. However, the first two retrospectives have not been productive
as the development team was in the storming stage of team development.
What is the best course of action for the project manager?"

A. Perform the Develop Team process and guide the team to advance to the forming
stage of team development
B. Submit a change request to remove the requirement for iteration retrospectives
since these meetings are not productive
C. Postpone retrospective meetings until the development team is in the performing
stage of team development
D. Work with the team to establish an atmosphere of trust so that the team members
are motivated to share their knowledge

D The scenario describes a hybrid project with a development team being in the
storming stage of team development (Tuckman ladder). The storming stage may be
exemplified by a lack of trust between the team members, negatively impacting the team's
performance, including a lack of effective knowledge transfer. Establishing an atmosphere
of trust is the most important aspect of knowledge management. People cannot be forced
to share their acumen or absorb the insights of others. Even the best knowledge
management tools and techniques will not be effective if team members are not motivated
to share what they know. The team members must establish trust in each other so that they
will become motivated to share their knowledge for the benefit of the other team members
and the project as a whole.

11 You are leading a project with two dispersed development teams. One team is using
traditional waterfall methods, and the other is using XP for product development.
Budgetary constraints prevent any of the team members from being colocated. What
should you prioritize for team collaboration ?

A. Documenting collaboration requirements of the XP team in the communications

management plan
B. Setting up remote pairing for the XP team and providing video conferencing
capabilities for both teams
 C. Allocating dedicated portions of the offices to support the caves and common
practice for both teams
D. No specific considerations are required as both teams can learn to collaborate as
they do their job

B The question describes a project that will use a hybrid approach by combining
predictive and eXtreme Programming (XP) project management frameworks. XP is most
commonly associated with software development but might be used for other types of
deliverables, as well. One of the hallmarks of XP is the use of pair programming. With pair
programming, two members of the development work in tandem, where one writes the
code, and the other reviews each line of code as it is entered. The two programmers then
switch roles frequently. Since there is a budgetary constraint that does not permit the
development team members to be physically colocated, you, as the project manager, will
need to provide accommodations to support XP practices, including pair programming.
Additionally, the members of the predictive team will need to collaborate with each other,
and both teams will likely need to coordinate their activities. Providing video conferencing
capabilities will support the collaboration requirements in a virtual environment.

12 A project manager is explaining the roles and responsibilities for the quality
assurance process with the project team . Who will play a role in this process ?

A. The project manager , project team , and management of the performing

organization
B. The project sponsor along with the project manager and project team
C. The project manager along with the project team
D. The project manager , project team , project sponsor , management of the
performing organization , and the customer

D The Manage Quality process is sometimes referred to as quality assurance. It is not

uncommon to hear opinions that quality is the responsibility of the quality assurance
department in an organization. However, project management practitioners should
understand that Manage Quality is considered the work of everybody, including the project
manager, project team, project sponsor, management of the performing organization, and
even the customer. All of these have roles in managing quality in the project, though the
roles differ in size and effort.
Task 2.17 Manage Project Closure

1 "During project initiation, the project manager realizes that due to the resource
requirements of other higher priority projects, some resources may not be available for the
current project. If this happens, the project may fail. The project manager wants to ensure
that this risk is known to key project stakeholders as one of the conditions to terminate the
project.
What should the project manager do?"

A. Issue a risk report

B. Terminate the project
C. Establish the project exit criteria
D. Develop a resource management plan

C Project exit criteria (also known as accomplishment criteria) defines the conditions
that need to be met in order to close or to cancel the project or phase. The scenario implies
the project is set up for failure if resources are unavailable to fulfill the project
requirements. By proactively identifying the risk of resources being unavailable, establishing
the project exit criteria early in the project, and documenting the criteria in the project
charter, the key project stakeholders would be aware of the circumstances. In the event risk
realizes, i.e., the resources are not available, the news would not come as a surprise, and
the project would not be considered a failure. If the project meets its exit criteria, the
project enters the Close Project or Phase process.

2 "You are performing activities necessary to close out the second phase of a multi-
phase project. The project documents of this phase indicate that the planned risk responses
to several of the realized risks were found to be ineffective.
What should you do next before moving to the next phase of your project?"

A. Increase the management reserves allocated to the third phase

B. Update the risk management plan for the third phase
C. Submit a change request to update the lessons learned register
D. Transfer the knowledge gained to the lessons learned repository

D The question implies that the Close Project or Phase process of the second phase of
the project is being carried out. The lessons learned register is a project document used to
record knowledge gained during a project (or phase) so that it can be used in the current
project and entered into the lessons learned repository at the end of the project or phase.
The question indicates that the knowledge gained came from the project documents of the
current phase, which suggests that the knowledge was previously captured in the lessons
learned register. As part of the Close Project or Phase process, the information from the
lessons learned register should be transferred to the lessons learned repository which is
what you should do before moving to the next phase of your project.
3 "You are working with your project team to obtain administrative closure of a
project. The project was performed exclusively with internal resources provided by the
functional leaders.
Which of the following is most likely to be the last action taken in this scenario?"

A. Conducting a survey to measure stakeholder satisfaction

B. Finalizing open claims
C. Transferring the final product to operations
D. Releasing the project team

D Although some of the project team members may be released before the project has
been closed, some of the project team must remain to perform the activities associated
with the administrative closure of the project. Even if only the project manager remains on
the project, the project manager is considered a member of the project team. Note, the
PMBOK Guide does not specify the order in which activities are performed during the Close
Project or Phase process. However, it makes sense that the project team cannot be released
until all other activities associated with the administrative closure of the project have been
completed. For example, the responsibility for sending the survey to the stakeholders and
analyzing the results can be delegated to a team member. Hence, of the available choices,
releasing the project team is the last action that should be taken and is, therefore, the best
answer to the question asked.

4 Your company's project management office maintains checklists and forms for
project management activities which are stored in the corporate digital database and
organized in folders with the following labels: verified deliverables, project exit criteria,
close procurements, administrative closure. You need guidelines on how to transfer
ownership of the final output of your project to the operations team. Which folder will help
you the most?

A. Verified deliverables
B. Project exit criteria
C. Closed procurements
D. Administrative closure

D The scenario states that you need guidelines on how to transfer ownership of the
final output of your project to the operations team, which implies that you are performing
administrative closure of the project. Of the choices provided, only the file labelled
'administrative closure most closely resembles the formal term of the administrative closure
of the project. All the other files describe activities carried out prior to closing Note,
"administrative closure' in mentioned only once in the reference provided and may not
necessarily "ring a bell" as far as project closure is concerned. Therefore, one of the
techniques to answer the questions on the PMP exam where the correct answer does not
"jump" at you or cannot be unequivocally supported in by excluding implausible answer
choices
5 You were informed that one of your project team members falsified the
certifications on her resume. You verified the information as accurate and want to
terminate the team member's employment. What should you do first?

A. Reprimand the employee in front of the team

B. Share your findings with the informant
C. Immediately terminate the employee for cause
D. Review the enterprise environmental factors

D The performing organization's human resource management policies regarding

hiring and termination represent one of the enterprise environmental factors (EEFs) which
may influence the Develop Team process implied by the scenario. The human resource
management policies and procedures should provide guidance on the criteria as well as the
steps which must be taken in order to terminate an employee's employment. Therefore, of
the available choices, before taking any action regarding the team member's employment,
you should first review the enterprise environmental factors, specifically, the human
resource management policies that specify hiring and termination procedures. One may
argue that policies and procedures are organizational process assets (OPAs). While this is
correct, the list of the OPAs and EEFs provided at the beginning of the PMBOK® Guide is not
exhaustive. Specific examples of the OPAs and EEFs are given in the chapters relevant to a
specific process. For example, the human resource management policies regarding hiring
and termination mentioned above are not listed among the EEFs in the EEFs chapter.
However, as specified in the reference provided, the Develop Team process chapter
provides these policies as NS one of the inputs to the process. We believe the reason being
is that policies and procedures that specify how the organization hires and terminates their
employees are not under the control

6 A project to redesign a website has gone through several rounds of usability

testing with customers and has finally received formal acceptance of the
deliverables. To close out the project, the project manager gathers the key
stakeholders in a room to demonstrate the website before it goes live. What is
the project manager seeking to gain from this demonstration?

A. Quality inspection of the redesign deliverables

B. Obtaining formal acceptance of project deliverables from stakeholders
C. Feedback for design improvements
D. Confirmation that the product scope and deliverables were achieved

7 A project manager has just received formal acceptance and final payment from a
client for a software development project. The project manager needs to begin
preparing the final project report. Which of the following will be most useful in
creating the final report?
 A. Stakeholder register
B. Communications management plan
C. Project charter
D. Closing report register

C The final project report is created during the Close Project or Phase process. The
final project report provides a summary of the project performance. The project charter is
an input to the Close Project or Phase process. The project charter contains high-level
information about the project, measurable project objectives and related success criteria,
and other high-level project information which can be used to compare with actual project
results to create the final project report. Of the available options, only the project charter
has information that would be relevant in creating a summary of project performance, thus
making the project charter the best answer to the question asked

8 "You are developing baselines for a multi-phase project to install smart wireless
meters for a local electric utility company. The first phase will prepare infrastructure, second
will install the meters, and third will upload the software. However, due to the opposition of
anti-wireless-technology groups, it's unclear if the project will be completed all across the
planned region.
What is your best course of action to increase the chances of delivering value in case the
project closes prematurely?"

A. Request that the local government provide the necessary security measures for the
project team members to protect them from the potential confrontation with the
anti-wireless technology groups
B. Get approval from the sponsor to offer bonuses to those who agree to work extra
time to complete the work as fast as possible even if this involves working in shifts
during nights and weekends
C. Suggest switching the project from a multi-phase to one-phase approach and
complete infrastructure preparation, meters' installation, and software upload in
short iterations one neighborhood at a time
D. Recommend project termination since under the circumstances described in the
scenario there is no way to complete the project on time, scope and budget, and
deliver any value to the customer"

C The scenario implies the project is planned to be carried out using a predictive
project management approach, as evident from the fact the project manager is developing
the project baselines. In predictive projects, the work is planned upfront and then executed
sequentially according to the project management plan. Once the work is completed and
deliverables accepted, the project is closed. If for some reason, the project is terminated
prematurely, no value is typically delivered to the customer. In the scenario described, the
project is supposed to sequentially prepare infrastructure all across the planned region,
then install the meters all across the planned region, and then upload the software all
across the planned region. If the project is terminated/indows at any point before the
software is uploaded to the first meter, no value is delivered to the customer. The risk of
premature closure can be mitigated by incorporating adaptive methods into a predictive
project, making the project hybrid. These methods help deliver value frequently and
incrementally. For example, the project can prepare infrastructure. install the meters, and
upload activate W the software in small chunks, e.g., one neighborhood at a time. With this
approach, only if the project is terminated before the moment the software is uploaded to
the first meter, no value is delivered. However, since the time required to complete the
work in one neighborhood is much shorter than the time required to complete the work all
across the planned region, there are more chances the project would deliver some value as
opposed to delivering no value. Therefore, of the choices provided, suggesting switching the
project from a multi-phase to one-phase approach and completing infrastructure
preparation, meters' installation, and software upload in short iterations one neighborhood
at a time is the best answer to the question asked.

9 "Due to funding related issues a few months ago, your company was forced to
terminate some of its projects. Since then, one of the projects has been re-initiated, and you
have been assigned to manage it. You want to find out the exact reasons for the termination
of the project.
Which of the following should you review to obtain this information?"

A. Project documents
B. Final product, service, or result
C. Lesson learned repository
D. Project or phase closure documents

D When a project is closed (either as planned or terminated prematurely) or, in other

words, when the Close Project or Phase process is complete, project or phase closure
documents, an output of this process, indicate the reason why the project was terminated
and formalize the procedures for the transfer of the finished and unfinished deliverables of
the canceled project to others. Project or phase closure documents are organizational
process assets. Therefore, to find out the exact reasons for the termination of the project, of
the available choices, reviewing the project or phase closure documents will provide you
with the needed information and is, therefore, the best answer to the question asked.

10 "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

A "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."

11 "An agile coach facilitates a meeting with the team to reflect and adapt on the
iteration the team has just completed. The coach and the team members set the stage for
the discussion, create a shared picture of what happened during the iteration, evaluate the
data generated in the previous step, and decide what to do about the problems identified
during the discussion.
What should be the next step in this meeting?"

A. Implement the decisions

B. Close the meeting
C. Demonstrate the product
D. Dismiss the participants

B The scenario intentionally does not call out the name of the meeting. However,
based on the information provided in the scenario and the way the question is framed ("to
reflect and adapt on the iteration the team has just completed"), one may conclude that the
agile coach and team are involved in an iteration retrospective meeting. Properly facilitating
a meeting is one of the responsibilities of the agile coach as a servant leader. Setting the
stage for the discussion is the first step in any retrospective. Creating a shared picture of
what happuted during the iteration is the second step, which is often referred to as
"gathering data". Evaluating data generated in the previous step is the third step of the
retrospective often called "generate insights". Finally, deciding what to do about the
problems identified during the discussion is the fourth step of the retrospective. However,
before the participants are dismissed, there is one last step in each properly facilitated
meeting, which is closing the meeting. This step may be considered a "retrospective on
retrospective". As stated by the authors in the reference,"Closing the retrospective provides
moments for continuous improvement, for reflecting on what happened during the
retrospective, and for expressing appreciation."
12 "You are in the process of finalizing all activities for your project. As part of this
process, you are preparing the final project report which includes a summary of the project
performance.
Once the final report is complete, what should you do next?"

A. Release the project team to start the next project

B. Share the report according to the communications management plan
C. Analyze how the final product of the project achieved the business needs identified
in the business plan
D. Capture any risks or issues encountered during the project and how they were
addressed

B The scenario implies the project has entered its final stage, closure. In other words,
the Close Project or Phase process is being performed. One of the activities carried out
during project closure is project performance evaluation. This evaluation is typically
documented in the final project report and is provided at a summary level, such as the high-
level description of the project or phase, the achievement of scope, quality, cost, schedule
objectives, a summary of risks encountered throughout the project, summary of how the
final product, service, or result achieved the business needs, etc. This information is
documented in the final project report conveyed to relevant stakeholders as specified in the
communications management plan.

13 You are managing a project that is nearing its end. You have been reviewing the
project management plan to ensure that all the project work is completed and that the
project has met its objectives . The next thing you need to do before moving on to the next
project is to complete the administrative closure of the project. Which of the following
activities will not be performed as part of this process ?

A. Closing seller contracts

B. Handing over the project deliverables to operations
C. Transferring the knowledge gained to the lessons learned repository
D. Measuring stakeholder satisfaction

A The scenario implies the project manager is performing the Close Project or Phase
process which involves finalizing all activities for the project or phase. During this process
information is archived, organizational resources are released, and the final deliverable is
transferred to operations for ongoing support and maintenance. The administrative closure
of a project includes the activities necessary to satisfy the completion or exit criteria for the
project. All of the answer choices except closing seller contracts are involved in the
administrative closure of a project. Closing seller contracts is performed during the Control
Procurements process, not Close Project or Phase. Since the question asks which answer is
'not included in the administrative closure of a project, closing the seller contracts is the
correct answer.
14 A client completed a walkthrough of the deliverables and formally accepted the
work. The next day , the project manager returns to the project site to pick up company
equipment and make arrangements for final payment . What should the project manager
do when meeting the client as part of project closure ?

A. Confirm the final acceptance of the deliverable

B. Settle procurement claims
C. Validate the scope objectives have been met
D. Ensure quality assurance was performed

A The question implies the project is in the Close Project or Phase process. It is
important to distinguish the difference between formal acceptance of project deliverables
in the Validate Scope process versus 'confirming' formal acceptance in the Close Project or
Phase process. When closing a project, it is necessary to confirm the acceptance of all
project deliverables in order to adequately complete and close the project. By doing this,
the project manager is essentially confirming the delivery and formal acceptance of
deliverables by the client. Sometimes, this can be viewed as ticking a checkbox in the
checklist of the activities carried out during project closure. It is like asking a question, "Have
the deliverables been accepted earlier in the project as part of the Validate Scope process?".
If the answer is "Yes", check the box. This would eventually confirm that the deliverables
have already been accepted.

15 A project manager and team are in the process of finalizing all project activities.
They have obtained final acceptance and transferred ownership of deliverables, obtained
administrative closure, collated lessons learned, archived all project documents, and
obtained feedback from relevant stakeholders. Finally, the project manager and team have
been released and reassigned to other assignments. Based on the information provided,
what might have been forgotten?

A. Reviewing project requirements

B. Verifying project deliverables
C. Sharing the final project report
D. Conducting benefit analysis

C The scenario suggests the project manager and team are carrying out the activities
associated with the Close Project or Phase process. To convey project performance and
assist in project evaluation, the final project report should be prepared and shared
according to the communications management plan. All of the incorrect answer choices
represent tasks that should be completed as part of process groups other than the Closing
Process Group. The information provided by the question suggests that all of the tasks
associated with project closure have been completed except for sharing the final project
report.
 3
Business
Environment
Domain Questions
 1.1 Manage Project compliance
1 A project manager is in the process of creating a document that formally authorizes
a building renovation project. The renovation requires the removal of asbestos insulation,
which is a known carcinogen. How might this situation influence the process currently
underway?

A. A contingency reserve needs to be assigned and recorded in the document

B. The document needs to include a detailed risk response plan for this identified risk
C. The document needs to incorporate compliance with any applicable government and
industry standards
D. A detailed timeline for the removal of the asbestos should be included in the
document

2 "As the last sprint of the project is about to end, the company realizes that the
product does not comply with the data privacy laws of the country where the product is to
be deployed. Due to budget constraints, the company has to decide on whether to pay the
incompliance fines or do rework. Rework would involve significant changes to the
performance baseline.
In this situation, which of the following is most likely to help?"

A. Stacey matrix
B. Personas
C. A phase gate
D. Fast tracking

3 "A new startup is running a project to design and build a website for families to share
solutions to problems encountered when raising children. The resulting knowledge base
aims to identify trends in issues, help families identify common problems, and find solutions
that work best for parents and kids.
Which of the following should be considered the highest priority when planning and
designing how the project team works with the information collected about the children?"

A. Prevalence of COVID-19 outbreaks

B. Parents' knowledge of problems that exist in their families
C. Confidentiality of personal data
D. User interface requirements

4 "You are preparing the plan for the acquisition of the team, which will manufacture
product prototypes. Given the highly regulated nature of the work, you will need assistance
in ensuring compliance with all the various government and union regulations. What tool or
technique is most useful in this situation?

A. Expert judgment
B. Project management information systems ( PMIS )
C. Variance analysis
D. Analogous estimating
5 Supposed to resolve and A project manager is given a business case with very little
information about the upcoming project. The document only describes the problem the
project anticipated revenue streams . Very few requirements are known upfront. What is
the best course i fact for the project manager to go ahead with the project ?

A. Amend the business case with the work breakdown structure

B. Prepare stakeholders to accept deliverables of low quality
C. Discover requirements as part of performing the project work
D. Refuse to accept the project due to the lack of requirements .

6 A software development project in transitioning from its first phase that was camied
out using a traditional project management approach to the second phase, which
will be implemented using XP Since the software created by the project will process
personal data, cyber security to comply with regulations will be paramount. What
modifications will need to be made to the Control Quality process to ensure
regulatory compliance?

A. Responsibility for the Control Quality activities will transition from the entire
team to specified team members
B. Tasks of the Control Quality process will be performed at specified times, as
indicated in the project schedule.
C. Responsibility for the Control Quality activities will transition from specified
team members to the entire team
D. Tasks of the Control Quality process will be performed towards the end of the
second project phase.

1 A pharmaceutical company is about to begin planning a large project to perform

human trials as part of the development of a new chemotherapy drug. The
compliance categories, including legal, regulatory, statutory, and corporate, will
be a significant consideration for this project. Thus, the company has just hired a
project management consultant that is skilled with the crystal family of project
management methodologies. What is the best course of action for the
consultant?

A. Recommend the use of crystal clear as the project will require the highest
degree of transparency
B. Prescribe the use of crystal yellow since the project is of a large size
C. Advise the company to avoid crystal as it is not well-suited for highly
regulated life-critical projects
D. Suggest the project utilize crystal red due to the criticality of the project
2 A surgical device development project is underway. The product requirements
for the device itself are unclear and expected to change frequently. However,
gaining regulatory approval for the device will follow a predefined, highly
structured process. Seventy-five people work on the project, and everyone must
comply with a myriad of regulatory requirements. What is the best strategy to
mitigate potential threats to compliance?

A. Utilize an agile project management approach for all project activities

B. Use waterfall for the regulatory approval and Crystal orange for the product
development
C. Utilize a predictive project management approach for all project activities
D. Use waterfall for the regulatory approval and Crystal red for the product
development

3 You are initiating a project to construct a potable water system for a developing
country. You have reviewed the business case, benefits management plan and
the memorandum of understanding for the project. During a meeting with
stakeholders, the project's objectives, success criteria, and high-level
requirements have been determined. What else will assist you the most in
completing this process?

A. Understanding labor rules and regulations in the target country

B. Creating a detailed description of the project deliverables
C. Creating a document that describes how requirements will be analyzed,
documented, and managed
D. Creating a document that describes how and when the benefits of the project
will be delivered and how the benefits will be measured

4 A project to develop a medical device has an aggressive timeline. The project

scope will be decomposed into a WBS during initial planning, and the device will
be developed iteratively and incrementally. The final product must comply with
all government health and safety requirements before it can receive regulatory
compliance approval. What is the best strategy to balance the needs of the
project and the regulatory requirements?

A. Verify the deliverables during the iteration planning meetings

B. Perform the Control Quality process during each iteration
C. Request that a government representative join the project team
D. Verify the deliverables as part of the Validate Scope process
 5 A project manager hired contractors for a project. Currently, the change control
board (CCB) is reviewing a change request to update the communications
management plan to include the contractors in all project meetings, events, and
celebrations. There is a concern that treating the contractors similar to
employees might create a liability to provide employee benefits to contractors.
What is the best course of action in this situation?

A. Ask the legal department to provide their insight

B. Deny the request to avoid any liability
C. Approve the request but tell the contractors that participation is voluntary
D. Escalate to the project sponsor

12 "You are leading a project to design a car with new self-driving technology. During
project planning, existing government regulations regarding the new technology were
virtually non-existent. You identified this ambiguity risk during project planning and
developed a risk response. Now, with the car ready for production, new regulations have
been enacted. The new regulations are so complicated that you have trouble understanding
them and their implications for the project.
What should you do next?"

A. Seek the opinion of a recognized expert to validate or modify the risk response
B. Terminate the project since the new technology does not meet the new regulations
C. Submit a change request to alter the scope baseline to accommodate the new
regulations
D. Proceed with the project and implemented the risk response as originally planned

11 A project manager is implementing the quality management plan for a project to

construct a natural gas pipeline. During this process, an internal audit discovers that
while the project meets all applicable government regulations, there is a discrepancy
with ISO 9000 criteria. Which tailoring consideration did the project manager most
likely neglect earlier in the project ?

A. Continuous improvement
B. Standards and regulatory compliance
C. Project life cycle
D. Since the project meets all applicable government regulations , nothing was
missed earlier in the project
12 You have been assigned to lead a drug development project for a small
pharmaceutical company. The drug development aspect of the project is
characterized by a high degree of uncertainty. complexity , and risk . The
governmental approval process , on the other hand , is highly structured and well
defined . What project management approach would you recommend for this
project ?

A. Agile for the drug development phase , and predictive for the governmental
approval process
B. Predictive for the drug development phase , and agile for the governmental
approval process
C. Kanban to maximize WIP for compliance activities related to the
governmental approval process
D. Crystal clear for both the drug development phase and the governmental
approval process

13 You have just been assigned to an upcoming agile project. As part of pre - project
work , you review all of the organization's policies and procedures regarding
compliance . You realize that only some of them may be applicable to your project.
What should you do first ?

A. Switch the project management approach from agile to traditional

B. Incorporate all compliance policies and procedures in the implementation
strategy
C. Ensure compliance activities are included in the project schedule baseline
D. Classify the compliance categories to determine the expenditure of project
resources
3.2 Deliver Business Value
1 "You are facilitating a meeting with key stakeholders to discuss a new project that
will be conducted using an agile project management approach. One of the stakeholders is
concerned about how the project fits in with the company's overall organizational strategy.
What would you recommend to the stakeholder to address their concern?"

A. Look at the benefits management plan

B. Review the assumption log
C. Examine the work breakdown structure
D. Ask the project sponsor

2 "A project team is using a risk-adjusted backlog to compare the value of addressing
the existing project risks and the business value of the product's features. The team has
estimated dollar value for delivering the product features.
Which of the following should they use to determine the value of addressing project risks?"

A. Internal rate of return (IRR)

B. Net present value (NPV)
C. Expected monetary value (EMV)
D. Estimate at completion (EAC)

3 "A multi-phase project is moving toward the end of its first phase. The project
manager is transitioning the intermediate deliverables to the customer to operate and
maintain them. The customer says they are not going to do this now because the project is
not yet completed.
Of the following, what can be said of this situation?"

A. Customers need to maintain all deliverables after they are accepted

B. The customer is correct since project teams maintain all deliverables until the project
is complete
C. The project manager did not set proper expectations with the customer on
maintaining deliverables
D. The project manager is right, once a phase closes, all deliverables are maintained by
the customer
4 "The product owner, along with input from the project team, defines and prioritizes
the project backlog, calculates the total story points, and, based on a preliminary estimate
of velocity, determines an anticipated delivery date for a software development project.
Senior leadership is concerned that the estimated release date will not meet the urgent
business need.
What is the best course of action for the product owner?"

A. Use the WBS to determine what features have the highest value
B. Work with the project team and relevant stakeholders to determine the minimum
viable product (MVP)
C. Use a burndown chart to track progress against the required release date
D. Submit a change request to update the schedule baseline to coincide with the
desired release date

5 During a sprint review, a stakeholder suggests adding a feature to the product. A

quick analysis shows that the proposed functionality would significantly increase the project
cost. However, everyone agrees that the value of the new feature brings will be notably
greater than the cost of developing it. What should the scrum master do?

A. Thank the stakeholder for their input, but reiterated that the proposal would be out
of scope
B. Instruct the team develop the feature and cover the costs using the management
reserve
C. Confer with the relevant authority to seek approval for the additional scope and
budget
D. Apply the Cynefin framework model to evaluate the actual cost - benefit value of the
new feature

6 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. 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
7 A software development project is in planning. After applying all available schedule
compression techniques to the max, the project manager squeezes the schedule into 18
months duration and submits the project management plan for approval. However, the
client rejects the plan saying it's unacceptable that the project will not deliver any value for
18 months. What is the best course of action for the project manager?

A. Apply fast-tracking to tasks that reside on the critical path

B. Incorporate incremental product development within a predictive model
C. Crash the schedule by hiring additional software developers
D. Submit a change request to update the project management plan

1 A manufacturer has initiated a project as the result of a Lean Six Sigma value
stream mapping exercise of its production process. In this scenario, which
specific factor led to the creation of the project?

A. Market demand
B. Competitive forces
C. Business process improvements
D. Stakeholder demands

2 A company must decide between renovating an existing building or constructing

a new one. Each approach would require an initial investment of $250,000. The
renovation has a payback period of 2.5 years whereas the new construction has a
payback period of 4.5 years. Your company president would need to make the
final decision. All else being equal, which approach should you recommend as
the better investment?
A. The construction of a new office building
B. The renovation of the current office building
C. There is not enough information to make a decision
D. Both options are equal since the initial investment is the same

10 "The project must take on new requests to enhance or repair the product while
working on a long term plan to deliver a new version of the product. Both needs have
different owners or sponsors and require purchasing new materials.
How should the project manager handle the ownership of priority and purchasing of new
materials?"

A. Determine purchasing priority and ownership based on the cost of the new materials
B. Assign ownership to the requestor with the highest priority and nearest term need
C. Facilitate an agreement between stakeholders on priority, ownership, and
purchasing
D. Procure new materials in the order of how the purchasing requests come in
11 "A project to develop a new software application for a customer is midway into its
execution. According to the project management plan, the quality assurance team should
start testing the product after all work packages are completed. Suddenly, the customer's
competitor launches a similar product, and the customer goes out of business. The project is
terminated.
What could the project manager have done differently to bring value to the business and
customer?"

A. Accelerated product development using schedule compression techniques such as

crashing, fast-tracking, resource leveling, resource smoothing, and leads and lags
B. Replaced the project team members by generalizing specialists experienced in
software development, product testing, and interpretation of customer business
requirements
C. Requested additional contingency and management reserves during project planning
to cover the costs of project termination in case the customer goes out of business
D. Applied an adaptive development approach in which the product is developed
incrementally via short iterations with continuous feedback from the customer and
stakeholders

12 "You need to hire one contractor. You are leaning toward one who has an 80%
chance of delivering in one month with a cost of $5,000, and a 20% chance of delivering in
two months with a cost of $10,000. Another contractor has a 90% chance of delivering in
one month with a cost of $6,000, and a 10% chance of delivering in two months with a cost
of $12,000.
What technique would you use to select the contractor?"

A. Monte Carlo analysis

B. Sensitivity analysis
C. Decision tree analysis
D. Influence analysis
13 "A manufacturing company is considering a potential project to modernize its
production process. The sponsor is concerned that the project will require a significant
upfront investment and wants to ensure that the project, if approved, begins delivering
value in the form of efficiency gains as quickly as possible. The sponsor requests your help
with the pre-project work.
What would be your recommendation as to the first step for this initiative?"

A. Prioritize the product backlog in order to ensure that the highest value features are
developed first
B. Decompose those packages of the work breakdown structure that cover the
efficiency gains first
C. Suggest incremental delivery and update the benefits management plan with this
suggestion
D. Recommend avoiding the project since no production process can benefit from the
early value

14 "During a sprint review, the product owner rejects a key deliverable developed by
the project team during the sprint. The setback will likely cause a delay to the project's
estimated release date.
What should the scrum master do?"

A. Confer with the project team to replace the rejected deliverable with new
functionality
B. Escalate the issue to the project sponsor for further consideration
C. Submit a change request to remove the deliverable from the scope baseline
D. Work with the product owner to clarify the definition of done (DoD)

15 "A project will use an adaptive approach to prepare plans, develop the product, and
monitor progress. Initiating and closing processes, however, will have to be managed
traditionally due to the constraints imposed by the organization. In this hybrid environment,
the project manager decides to use information radiators.
What is the most likely reason behind the project manager's decision?"

A. To inform project stakeholders about the progress the team made during the latest
iteration retrospective meeting
B. To communicate progress, share issues, drive continuous improvement activities,
and manage stakeholder expectations
C. To share information with prospective sellers and explain the roles and
responsibilities of the team and project stakeholders
D. To document lessons learned throughout the project while preparing plans,
developing the product, and monitoring progress
16 "A project manager is about to start the processes associated with the Initiating
Process Group. The project manager needs to know who will be responsible for ensuring
that the value to the project is preserved a year after the project deliverables are handed
over to the customer.
Where will the project manager find this information?"

A. Business case
B. Benefits management plan
C. Stakeholder register
D. Project charter

17 "The first sprint of a project is about to begin, but the team struggles with the
ambiguous requirements and the subjective nature of project goals, most of which are
qualitative.
While leading the team under these circumstances, what is the most important thing for the
agile leader to focus on throughout the project?"

A. Maximizing the delivery of value

B. Completing all of the project's deliverables
C. Achieving the goal of the first sprint
D. Rigidly adhering to all agile best practices

18 A project manager has compiled a list of key deliverables , which include the working
software , employee training materials , user manuals , etc. When is the first time
that these key deliverables would have been identified ?

A. During the Define Scope process .

B. When processes of the Executing Process Group are performed
C. During the Develop Project Charter process
D. When processes of the Planning Process Group are performed

19 The deliverables of a two - year - long project have just been accepted . It is four
months late, but the customer is pleased to have it. The project manager is glad to
be done with the deliverables but is concerned about the cost and schedule
overruns. He decides to re - run the initial cost - benefit analysis using the actual
project costs . Where should the project manager obtain the initial cost - benefit
analysis ?

A. From the customer

B. The project charter
C. The business case
D. The benefits management plan
20 A senior executive suggests initiating a project to replace a significant portion of the
company's labor force with an automated production line. Other company
executives are skeptical that this approach is the best way to increase profit margins
and wonder if they are ready to sponsor such an effort. What is the first thing that
should be done in this scenario ?

A. Performing a needs assessment

B. Consulting with the project management office
C. Appointing a project sponsor to create a project charter
D. Providing a project manager with the authority to apply organizational
resources
 3.3 Manage Environmental Changes
1 A project to bring a new model of a product to market is in execution when a
competitor files a lawsuit claiming that the product violates several of their patents. The
courts have sided with the competitor and issued a cease and desist order. What should the
project manager do first?

A. Seek approval to terminate the project

B. Resort to alternative dispute resolution
C. Terminate the project for legal cause
D. Update the business case as necessary

2 "In the middle of the construction of a new water treatment plant, the government
established more stringent water quality requirements for treatment plants.
What should the project manager do next?"

A. Update the quality management plan due to the legal requirement

B. Submit a change request to update the quality management plan
C. Ask the project sponsor to update the project charter
D. Update the scope baseline to reflect the changes

3 "During a sprint, a scrum team is running ahead of schedule but encounters an issue
that might delay the completion of a particular deliverable. Another project needs the
deliverable completed on time to meet its scheduled release date.
What might the scrum master do to resolve the issue?"

A. Suggest that the other project submit a change request to revise its schedule
baseline
B. Schedule overtime so that the work can be completed on time
C. Check with the product owner if the deliverable can be reprioritized to be completed
sooner
D. Address the issue during the project retrospective

4 "During one of the sprint planning meetings, the product owner raises a concern that
emerging technologies might impact the project during one of the upcoming sprints. If this
happens, project complexity will significantly increase, negatively affecting project
objectives.
What is the best strategy for the scrum master to employ regarding this project
complexity?"

A. Regularly review the state of emerging technologies and evaluate the impact
B. Provide the team members with training on all emerging technologies
C. Use the critical path method to increase flexibility in the project schedule
D. Adopt an iterative and incremental project management framework
5 "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

6 "During the execution of a project to renovate one floor of their office building, the
company has decided to renovate the office building entirely. An analysis reveals that it
would be less costly and more efficient to include the scope of the current project within a
larger renovation project rather than managing both projects separately.
What should be done with the current project?"

A. Canceled for a legal cause

B. Completed as planned
C. Excluded from a program
D. Terminated for convenience

7 The project you are leading is supposed to upgrade the application developed by
your company on desktop computers and mobile devices . Last week, a major supplier of
electronics unexpectedly released a new mobile device. You realize that your application ,
with a little bit of modification , can run much faster and more securely on the new device .
What should you do next in regards to this opportunity ?

A. Create a cost forecast and communicate it to stakeholders

B. Submit a change request to modify the application
C. Update project funding requirements in consideration for the unexpected work
D. Conduct variance analysis for an appropriate reserve amount
3.4 Organizational Changes
1 A project manager wants to ensure that communications are properly managed
on her project. Which of the following enterprise environmental factors should
the project manager consider?

A. Political climate
B. Active listening
C. Risk report
D. Change log

2 A company has been merged with a former competitor. The merger undergoes a
major reorganization. As a result, an agile team is assigned to a new manager who
announces that the project has dropped in priority and will lose two of its ten members, but
would still need to deliver on time.
What is the best course of action for the project manager?"

A. Work with all project stakeholders to reprioritize the remaining features preparing a
new product roadmap and backlog to meet the original project completion date
B. Continue working with the current product roadmap and backlog and have the
remaining team members work overtime to meet the original project completion
date
C. Evaluate the skill sets of the remaining team members and redistribute the team
members where they will be most effective at bridging the gaps caused by the staff
reduction
D. Continue working with the current product roadmap and backlog, and create a risk
register to track instances where planned work is not completed due to reduced
resources

3 "Your enterprise software integration project has just begun execution when your
organization acquires a new subsidiary and involves them in the project. The new subsidiary
recently finished a similar integration project using a compatible tool. Using the tool may
accelerate both your project and the new subsidiary's assimilation into the organization.
However, the schedule and cost variances to take this opportunity do not quite meet
agreed-upon risk thresholds.
What should you do?"

A. Do nothing, because the opportunity does not meet your existing stakeholders' risk
thresholds as documented in your risk management plan.
B. Ask your project sponsor for permission to switch to the tool that has been used by
the new subsidiary in their recently completed project.
C. Submit a change request to adjust the risk thresholds that consider the new
stakeholders' risk appetite and to update the baselines.
D. Train your team to use the new tool based on the expert judgment of your new
subsidiary's integration project team members.
4. A project manager has been assigned to a project that will transform a large organization
from a predictive environment to agile methodologies. In its current state, the work in the
organization is decomposed into departmental silos, and the employees are best described
as specialized contributors.
What is the best strategy for this agile transformation?"

A. Use hybrid life cycles as a transition strategy from predictive to agile

B. Establish a fixed date for all projects to transition from predictive to agile
C. Introduce some agile techniques on a large and complex project
D. Tailor projects so that the scope is fixed with time and cost being variable

5 As a project manager, you just completed planning a corporate restructuring project.

Before project execution can begin, the project sponsor notifies you that the project is being
terminated immediately. You are told that the organization has just announced a merger
which renders the project obsolete. With the project canceled before the execution stage,
what should you do next?

A. Obtain financial and administrative closure of the project

B. Stop all project work and release the project team
C. Transfer ownership of deliverables to the appropriate stakeholders
D. Place the project on hold until it can be reauthorized after the merger is finalized

6 "Senior management has changed direction on the products and features to roll out
this quarter. Your agile project is impacted.
What is your best next action as the project manager?"

A. Add the new features requested by senior management to the product backlog
B. Evaluate the delta between the current product backlog and the new features
C. Await directives from senior management as to what features exactly should be
added
D. Complete the development of the current backlog as fast as possible to avoid
changes

7 You are leading a hybrid project with an agile team developing the web application
and a traditional engineering team to design the servers that will host the application . You
want to determine what your company says about the use of social media tools to
communicate and work with the stakeholders to meet their needs and expectations. What
is your best course of action?

A. Review the stakeholder register

B. Check the organizational process assets
C. Consult with the project sponsor
D. Check the lessons learned repository
8 Your company has been contracted by a client for a software development project.
The project will use agile methods to deliver product increments. For the client, however,
this project will be their first experience with agile. You want to make sure that the client
gains the full benefit of early and continuous delivery of software. What is your best course
of action?

A. Develop a change management plan to address the inevitable changes

B. Request the client to take part in product testing to speed up delivery
C. Gain alignment with the client on the timing of project deliverables
D. Instruct the project team to develop all features in a single release

9 A PMO steeped in traditional waterfall project management has hired you , as an

agile practitioner , to guide the organization's transformation to agile . After completing an
initial assessment of the organizational culture , you have realized that many of the
stakeholders are resistant to the change .What is your best course of action ?

A. Provide training to ensure the employees are more highly specialized

B. Transition all projects to agile at the same time
C. Seek a high - level executive willing to champion the cause
D. Ensure the work is decomposed into silos
Business Environment Domain Answers

Q. No. 3.1 3.2 3.3 3.4

1 C A A A
2 C C B A
3 C C C C
4 A B B A
5 C C B A
6 C A D B
7 D B B B
8 D C C
9 A B C
10 B C
11 A D
12 A C
13 B C
14 A D
15 D B
16 B
17 A
18 C
19 C
20 A
Business Environment Domain- Explanations
3.1 Manage Project compliance

1 A project manager is in the process of creating a document that formally

authorizes a building renovation project. The renovation requires the removal of
asbestos insulation, which is a known carcinogen. How might this situation
influence the process currently underway?

A. A contingency reserve needs to be assigned and recorded in the document

B. The document needs to include a detailed risk response plan for this
identified risk
C. The document needs to incorporate compliance with any applicable
government and industry standards
D. A detailed timeline for the removal of the asbestos should be included in the
document

C The question implies that the project charter is the document that is under
development since the project charter is the document issued by the project initiator or
sponsor to formally authorize the existence of a project. The question indicates that the
execution of the project requires the removal of asbestos insulation, which suggests that
the project needs to adhere to stringent safety standards for the handling of a known
carcinogen. Government and industry standards, which include safety standards, are
enterprise environmental factors, which may influence the creation of the project charter.
The incorrect answer choices contain details of the project, which are unlikely to be
reflected in the project charter. Therefore, in this scenario, the project charter will need to
incorporate compliance with any applicable government and industry standards.

2 "As the last sprint of the project is about to end, the company realizes that the
product does not comply with the data privacy laws of the country where the product is to
be deployed. Due to budget constraints, the company has to decide on whether to pay the
incompliance fines or do rework. Rework would involve significant changes to the
performance baseline.
In this situation, which of the following is most likely to help?"

A. Stacey matrix
B. Personas
C. A phase gate
D. Fast tracking

C "The scenario indicates that the project team is using agile elements, such as sprints
along with the performance baseline, which is typically used with projects that are carried
out using the
model. A phase gate is typically used on projects managed traditionally. A phase gate is a
review at the end of a phase in which a decision is made to continue to the next phase, to
continue with modification, or to end a project. The introduction of the phase gate provides
the company with the possibility to evaluate the results of the cost analysis and decide on
whether to pay penalties for being incompliant with the local data privacy laws or rework
some of the product components to comply with the laws."

3 "A new startup is running a project to design and build a website for families to share
solutions to problems encountered when raising children. The resulting knowledge base
aims to identify trends in issues, help families identify common problems, and find solutions
that work best for parents and kids.
Which of the following should be considered the highest priority when planning and
designing how the project team works with the information collected about the children?"

A. Prevalence of COVID-19 outbreaks

B. Parents' knowledge of problems that exist in their families
C. Confidentiality of personal data
D. User interface requirements

C This question is slightly tricky, as it takes the concepts of knowledge management

that you need in your project and extends it to the product of the project, which also
requires knowledge management. In other words, the objective of the project is to build a
website used to manage knowledge. The overarching issue in any knowledge management
solution (physical or electronic) is the segregation of information based on the need to know
and legal restrictions. Therefore, confidentiality will be a major concern with the website
under development. Although there may be requirements for handling peak loads that
could be caused by flu outbreaks and other requirements for the system, these other
requirements are not critical to the system design Therefore, ensuring the confidentiality of
personal data will be the highest priority.

4 "You are preparing the plan for the acquisition of the team, which will manufacture
product prototypes. Given the highly regulated nature of the work, you will need assistance
in ensuring compliance with all the various government and union regulations. What tool or
technique is most useful in this situation?

A. Expert judgment
B. Project management information systems ( PMIS )
C. Variance analysis
D. Analogous estimating

A The question suggests that the Plan Resource Management process is

underway , and expert judgment is one of the tools and techniques that can be useful in this
process . Expert judgment is judgment provided based upon expertise in an applicable area
of the activity being performed. Expertise should be considered from individuals or groups
with specialized knowledge or training in complying with the applicable government and
union regulations. Of the available answer choices, expert judgment is the most useful in
the scenario described by the question.
5. Supposed to resolve and A project manager is given a business case with very little
information about the upcoming project. The document only describes the problem the
project anticipated revenue streams . Very few requirements are known upfront. What is
the best course i fact for the project manager to go ahead with the project ?

A. Amend the business case with the work breakdown structure

B. Prepare stakeholders to accept deliverables of low quality
C. Discover requirements as part of performing the project work
D. Refuse to accept the project due to the lack of requirements .

C Having requirements defined upfront makes it generally easy for project teams to
develop the product , service , or result . When requirements are known upfront, the best
approach to manage the project is predictive ( waterfall ). However , when only high - level
requirements are available or , as the scenario puts it , very few requirements are known
upfront , adaptive ( agile ) projects have the advantage . These projects embrace change
and thrive on evolving requirements. In extreme cases , like the one described in the
scenario , when only the problem the project is supposed to resolve and anticipated
revenue streams are known , discovering requirements as the project unfolds could be the
only viable and likely the best course of action to take .

5. A software development project in transitioning from its first phase that was camied
out using a traditional project management approach to the second phase, which
will be implemented using XP Since the software created by the project will process
personal data, cyber security to comply with regulations will be paramount. What
modifications will need to be made to the Control Quality process to ensure
regulatory compliance?

A. Responsibility for the Control Quality activities will transition from the entire
team to specified team members
B. Tasks of the Control Quality process will be performed at specified times, as
indicated in the project schedule.
C. Responsibility for the Control Quality activities will transition from specified
team members to the entire team
D. Tasks of the Control Quality process will be performed towards the end of the
second project phase.

C The scenario indicates that the project is transitioning from a waterfall model to
agile with an emphasis on extreme Programming with a predictive approach, tasks
associated with the Control Quality process are typically assigned to specific team members
and performed at specified times throughout the project or phase. When an agile approach
is used, the Control Quality activities may be performed by any or all of the project team
member throughout the project lifecycle For example, one of the tenants of XP includes the
concept collective code ownership, which means that the entire team responsible for the
code and any team member can modify the code an needed regardless of who wrote it.
Therefore, in this scenario responsibility tor controlling quality will likely transition from
specified team members to the entire development team. It is worth noting that just
because the entire team in responsible for controlling quality when using an agile
framework, this does not mean to suggest that al quality assurance task will be performed
by every member of the team Obviously, specific individuals might accept ownership of
certain task. But anyone can perform the tasks and the responsibility resides with the entire
team regardless of who actually performs the tasks

6. A pharmaceutical company is about to begin planning a large project to perform

human trials as part of the development of a new chemotherapy drug. The
compliance categories, including legal, regulatory, statutory, and corporate, will be a
significant consideration for this project. Thus, the company has just hired a project
management consultant that is skilled with the crystal family of project management
methodologies. What is the best course of action for the consultant?

A. Recommend the use of crystal clear as the project will require the highest
degree of transparency
B. Prescribe the use of crystal yellow since the project is of a large size
C. Advise the company to avoid crystal as it is not well-suited for highly
regulated life-critical projects
D. Suggest the project utilize crystal red due to the criticality of the project

D Crystal is a family of methodologies. Crystal methodologies are scalable and suitable

for projects of various sizes and criticalities. The family of methodologies uses different
colors based on "weight" to determine which methodology to use. The selection criteria are
based upon the staff size and criticality of the project. Projects of small size and low
criticality can use lighter weight project management methodologies such as crystal clear.
Larger projects with high criticality, including projects that might be life-critical, will require
a heavier weight methodology such as crystal red. The question describes a large life-critical
project that will operate within various compliance categories. As such, the project will
require a heavyweight project management methodology such as crystal red.

7. A surgical device development project is underway. The product requirements for

the device itself are unclear and expected to change frequently. However, gaining
regulatory approval for the device will follow a predefined, highly structured
process. Seventy-five people work on the project, and everyone must comply with a
myriad of regulatory requirements. What is the best strategy to mitigate potential
threats to compliance?

A. Utilize an agile project management approach for all project activities

B. Use waterfall for the regulatory approval and Crystal orange for the product
development
C. Utilize a predictive project management approach for all project activities
D. Use waterfall for the regulatory approval and Crystal red for the product
development

D
 8. You are initiating a project to construct a potable water system for a developing
country. You have reviewed the business case, benefits management plan and the
memorandum of understanding for the project. During a meeting with stakeholders,
the project's objectives, success criteria, and high-level requirements have been
determined. What else will assist you the most in completing this process?

A. Understanding labor rules and regulations in the target country

B. Creating a detailed description of the project deliverables
C. Creating a document that describes how requirements will be analyzed,
documented, and managed
D. Creating a document that describes how and when the benefits of the project
will be delivered and how the benefits will be measured

9. A project to develop a medical device has an aggressive timeline. The project scope
will be decomposed into a WBS during initial planning, and the device will be
developed iteratively and incrementally. The final product must comply with all
government health and safety requirements before it can receive regulatory
compliance approval. What is the best strategy to balance the needs of the project
and the regulatory requirements?

A. Verify the deliverables during the iteration planning meetings

B. Perform the Control Quality process during each iteration
C. Request that a government representative join the project team
D. Verify the deliverables as part of the Validate Scope process

B The scenario describes a project that will combine elements of predictive and agile
methodologies, making this a hybrid project. The output of each iteration will be an
increment of the product. The project team will need to ensure that the product meets all of
the requirements for regulatory approval. While the governmental regulatory body is only
concerned with the final product, the project team should still verify that each product
increment meets any requirements specific to that product increment. Deliverables (even
interim deliverables) are verified as part of the Control Quality process. If the Control
Quality process uncovers a nonconformance issue, it is best to discover that issue during the
iteration so that steps can be taken to avoid the issue in future product increments. Waiting
until after the complete product has been developed to verify it meets requirements will
increase the risk of rework and may delay the project.

10. A project manager hired contractors for a project. Currently, the change control
board (CCB) is reviewing a change request to update the communications
management plan to include the contractors in all project meetings, events, and
celebrations. There is a concern that treating the contractors similar to employees
 might create a liability to provide employee benefits to contractors. What is the best
course of action in this situation?

A. Ask the legal department to provide their insight

B. Deny the request to avoid any liability
C. Approve the request but tell the contractors that participation is voluntary
D. Escalate to the project sponsor

A It cannot be determined from the question if the proposed changes will create a
liability for the performing organization to provide employee benefits to the contractors.
Expert judgment should be sought to address changes which may have legal implications for
procurement. Asking the legal department to provide their insight is an example of expert
judgment. Therefore, of the available options, the best course of action is to ask the legal
department to provide their insight before approving the request.

12 "You are leading a project to design a car with new self-driving technology. During
project planning, existing government regulations regarding the new technology were
virtually non-existent. You identified this ambiguity risk during project planning and
developed a risk response. Now, with the car ready for production, new regulations have
been enacted. The new regulations are so complicated that you have trouble understanding
them and their implications for the project.
What should you do next?"

A. Seek the opinion of a recognized expert to validate or modify the risk response
B. Terminate the project since the new technology does not meet the new regulations
C. Submit a change request to alter the scope baseline to accommodate the new
regulations
D. Proceed with the project and implemented the risk response as originally planned

A The question suggests that you, as the project manager, are performing the
implement Risk Responses process to address the ambiguity risk presented by the new
regulations. Expertise should be considered from individuals or groups with specialized
knowledge to validate or modify risk responses if necessary and decide how to implement
them in the most efficient and effective manner. Expert judgment will be vital in
understanding the new regulations before the risk response plan can be modified to ensure
compliance with the new regulatory environment. According to the scenario described, the
new regulations are so complicated that you have trouble understanding them and their
implications for the project. Therefore, among the available choices, the next step for you
before taking action is to seek the opinion of a recognized expert to understand the new
regulations in order to implement the risk response to ensure compliance.

13. A project manager is implementing the quality management plan for a project to
construct a natural gas pipeline. During this process, an internal audit discovers that
while the project meets all applicable government regulations, there is a discrepancy
 with ISO 9000 criteria. Which tailoring consideration did the project manager most
likely neglect earlier in the project ?

A. Continuous improvement
B. Standards and regulatory compliance
C. Project life cycle
D. Since the project meets all applicable government regulations , nothing was
missed earlier in the project

B The question implies that the project manager is performing the Manage Quality
process by implementing the quality management plan. Tailoring considerations for the
quality management processes include standards and regulatory compliance, among others.
The question states that an internal audit uncovered a discrepancy with International
Organization for Standardization (ISO) 9000 standards. ISO 9000 represents a set of industry
standards, which are widely followed by organizations. Many organizations have policies
requiring adherence to ISO quality standards as an ISO certified organization. The tailoring
consideration of standards and regulatory compliance includes industry standards of which
ISO 9000 is an example. The fact that the discrepancy was uncovered during an internal
audit implies that the performing organization complies with ISO 9000 standards, otherwise
there would be no reason to include this review in an audit. Therefore, of the available
choices, the project manager most likely neglected the tailoring consideration of standards
and regulatory compliance earlier in the project.

14. You have been assigned to lead a drug development project for a small
pharmaceutical company. The drug development aspect of the project is
characterized by a high degree of uncertainty. complexity , and risk . The
governmental approval process , on the other hand , is highly structured and well
defined . What project management approach would you recommend for this
project ?

A. Agile for the drug development phase , and predictive for the governmental
approval process
B. Predictive for the drug development phase , and agile for the governmental
approval process
C. Kanban to maximize WIP for compliance activities related to the
governmental approval process
D. Crystal clear for both the drug development phase and the governmental
approval process

A "The question suggests that the project manager is performing the Acquire
Resources process. Pre-assignment is one of the tools and techniques that may be used in
this process. When es for a project are determined in advance, they are considered pre-
assigned. This situation can occur if the project is the result of specific
an occur if the project is the result of specific resources being identified as part of a
competitive proposal or if the project is dependent upon the expertise of a particular
person. Had the qualified agile coach employed by the company been pre-assigned, the
resource may have been available for the other project and the situation described by the
question may have been avoided."

15. You have just been assigned to an upcoming agile project. As part of pre - project
work , you review all of the organization's policies and procedures regarding
compliance . You realize that only some of them may be applicable to your project.
What should you do first ?

A. Switch the project management approach from agile to traditional

B. Incorporate all compliance policies and procedures in the implementation
strategy
C. Ensure compliance activities are included in the project schedule baseline
D. Classify the compliance categories to determine the expenditure of project
resources

D The scenario describes a situation where only some compliance-related policies and
procedures for an agile project will be applicable. One of the principles outlined in the Agile
Manifesto states, "Simplicity - the art of maximizing the amount of work not done - is
essential." Compliance activities represent overhead, which does not directly provide value.
In keeping with an agile mindset, the project manager should minimize the overhead and
only include those compliance activities that are necessary. Classifying the compliance
categories is one of the tasks associated with the Business Environment domain of the
Project Management Professional (PMP) Examination Content Outline. Classifying the
compliance categories that have been captured in the organization's policies and
procedures may be helpful in differentiating those that require the expenditure of resources
and those that do not. For example, the organization may have specific guidelines for
complying with union rules and activities. However, if the project underway will not have
union involvement, then that entire compliance category can be disregarded
3.2 Deliver Business Value

1 "You are facilitating a meeting with key stakeholders to discuss a new project that
will be conducted using an agile project management approach. One of the stakeholders is
concerned about how the project fits in with the company's overall organizational strategy.
What would you recommend to the stakeholder to address their concern?"

A. Look at the benefits management plan

B. Review the assumption log
C. Examine the work breakdown structure
D. Ask the project sponsor

A The project benefits management plan is the document that describes how and
when the benefits of the project will be delivered. It also describes the mechanisms that
should be in place to measure those benefits. For example, on projects conducted using an
agile project management approach, the benefits could be realized as the project
progresses. This is possible because on agile projects, the product is typically developed
incrementally and is delivered with each consecutive iteration, thus providing value to the
customer and a revenue stream (realized benefits) to the organization. A properly prepared
benefits management plan describes the key elements of the benefits, including how well
the project benefits align with the business strategies of the organization. Among the
available choices, only the benefits management plan specifically addresses the concern
raised by the stakeholder. Business Environment

2 "A project team is using a risk-adjusted backlog to compare the value of addressing
the existing project risks and the business value of the product's features. The team has
estimated dollar value for delivering the product features.
Which of the following should they use to determine the value of addressing project risks?"

A. Internal rate of return (IRR)

B. Net present value (NPV)
C. Expected monetary value (EMV)
D. Estimate at completion (EAC)

C "Creating a risk-adjusted backlog is a common agile approach used to address the

potential issues and threats to a project. In order to create a risk-adjusted backlog, the
project team must determine the business value of completing each user story as well as
the business value of addressing each project risk. Once a value has been associated with
the delivery of each user story and addressing each risk, the project team can compare
them and determine the priority for each activity. Depending on the value, it may be of
greater business benefit to address a particular risk than it would be to implement one of
the user stories that deliver product features. In this question, the team has determined the
value of each user story but needs to 'monetize or determine the value of addressing each
risk. Calculating the Expected Monetary Value (EMV) for each risk identified allows the
project team to then prioritize one activity over another.
For example, if a risk is estimated to have a 70% probability of occurring and its financial
impact on the project would be $10,000, its EMV can be calculated by multiplying the
probability by the impact or 0.70 x $10,000 = $7,000. If a user story is only expected to
provide $5,000 of business benefit, then it makes more sense to address the risk."

3 "A multi-phase project is moving toward the end of its first phase. The project
manager is transitioning the intermediate deliverables to the customer to operate and
maintain them. The customer says they are not going to do this now because the project is
not yet completed.
Of the following, what can be said of this situation?"

A. Customers need to maintain all deliverables after they are accepted

B. The customer is correct since project teams maintain all deliverables until the project
is complete
C. The project manager did not set proper expectations with the customer on
maintaining deliverables
D. The project manager is right, once a phase closes, all deliverables are maintained by
the customer

C The project phase is being closed out, and there should not be these types of
disconnects. The question suggests that the project manager did not set proper
expectations with the customer on maintaining deliverables. The rules on who maintains
deliverables, and when the project team transfers such responsibility, should be clearly
called out in the contract. It is the project manager's responsibility to ensure these
conditions are clearly understood. The incorrect options suggest specific potential
arrangements on who is responsible and when for maintaining the deliverables, but the
question did not state a specific arrangement. The arrangement is project-specific and
dependent on what is set out in the contract or SOW. Business Environment

4 "The product owner, along with input from the project team, defines and prioritizes
the project backlog, calculates the total story points, and, based on a preliminary estimate
of velocity, determines an anticipated delivery date for a software development project.
Senior leadership is concerned that the estimated release date will not meet the urgent
business need.
What is the best course of action for the product owner?"

A. Use the WBS to determine what features have the highest value
B. Work with the project team and relevant stakeholders to determine the minimum
viable product (MVP)
C. Use a burndown chart to track progress against the required release date
D. Submit a change request to update the schedule baseline to coincide with the
desired release date

B "Project teams need to focus on delivering value. The question indicates that it is
unlikely that the entire project backlog can be completed in time to meet that need. Thus,
the project team will need to develop a strategy to deliver value in time to meet the urgent
business need. One strategy might be to add resources to increase velocity, but this option
was not offered among the answer choices. Without adding resources, the only realistic
option would be to reduce the project scope for the initial release. A minimum viable
product (MVP) would contain only the essential features that meet the urgent business
need. Delivering the MVP in alignment with the required release date may help address that
need. If the entire feature suite is still desired after the release of the MVP, additional
features can be delivered on later dates. Hence, under the circumstances provided in the
scenario, working with the project team and relevant stakeholders to determine the MVP is
the best course of action for the product owner.
Note, the question asks about the best course of action for the product owner. While a
project manager would be a better ""main character"" for such a question, this option is not
provided. Therefore, one should assume the question refers to a generic project leader role
rather than a specific one, such as the product owner. The role would not affect the
selection of the correct answer." Business Environment

5 During a sprint review, a stakeholder suggests adding a feature to the product. A

quick analysis shows that the proposed functionality would significantly increase the project
cost. However, everyone agrees that the value of the new feature brings will be notably
greater than the cost of developing it. What should the scrum master do?

A. Thank the stakeholder for their input, but reiterated that the proposal would be out
of scope
B. Instruct the team develop the feature and cover the costs using the management
reserve
C. Confer with the relevant authority to seek approval for the additional scope and
budget
D. Apply the Cynefin framework model to evaluate the actual cost - benefit value of the
new feature

C "Project teams should focus on maximizing the delivery of value . However, even
agile projects operate within time and budget constraints. The scenario indicates that the
new feature will significantly increase the project cost. This implies that the project is likely
to exceed the existing budget. The scrum master would need to seek approval from the
appropriate authority to increase the project budget. When the project operates within a
predictive framework, an increase to the project scope, time, or budget would be addressed
via a formal change request. Agile projects do not typically have a formal change control
process, but the resources beyond what has already been allocated for the project are often
controlled by senior leadership. Senior leadership must be convinced that the value derived
from the added functionality would be worth the required investment. Thus, the scrum
master would need to confer with the relevant authority (e.g., senior leadership, the
sponsor, etc.) before taking action to add functionality.
6 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. 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

A 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. Business Environment

7 A software development project is in planning. After applying all available schedule

compression techniques to the max, the project manager squeezes the schedule into 18
months duration and submits the project management plan for approval. However, the
client rejects the plan saying it's unacceptable that the project will not deliver any value for
18 months. What is the best course of action for the project manager?

A. Apply fast-tracking to tasks that reside on the critical path

B. Incorporate incremental product development within a predictive model
C. Crash the schedule by hiring additional software developers
D. Submit a change request to update the project management plan

B "Incorporating an incremental product development approach would permit the

project team to deliver product increments as they are developed. The requesting
organization (client) can begin receiving benefits as soon as the first product increment is
completed, accepted, and deployed. Thus, the requesting organization would not have to
wait the full 18 months of the project term to begin receiving value. Creating a minimum
viable product (MVP) is common practice with software development projects, as is the case
in the scenario described. The MVP can be developed and released while the project is still
in execution, and the benefits associated with the MVP can begin being realized. Additional
features can then be developed and released as they are completed until a fully functional
product with all required features is delivered. Note, the question implies that the project
will be managed using a traditional waterfall framework. However, by blending an
incremental lifecycle with the waterfall model, the framework changes to hybrid.
Incorporating an incremental lifecycle will require changes to the proposed project
management plan. For example, the development approach portion of the project
management plan will have to be updated along with other components.
 1 A manufacturer has initiated a project as the result of a Lean Six Sigma value
stream mapping exercise of its production process. In this scenario, which
specific factor led to the creation of the project?

A. Market demand
B. Competitive forces
C. Business process improvements
D. Stakeholder demands

C Value stream mapping is a lean enterprise technique used to document, analyze, and
improve the flow of information or materials required to produce a product or service for a
customer. The question describes a situation where the company has analyzed its
production process and recommended improvements, which can be made with the
initiation of a project to realize greater efficiency. Even though the scenario describes a
manufacturing process, the value stream mapping technique is often used on knowledge
projects carried out using the agile framework. An argument can be made that any of the
answer choices represent factors that may have played a role in the decision to move
forward with the project. However, a Lean Six Sigma value stream exercise as it relates to a
production process is specifically related to process improvements to gain greater
efficiencies in capital, labor, and/or materials. Therefore, of the available choices, business
process improvements provide the best answer to the question asked. Business
Environment

2 A company must decide between renovating an existing building or constructing

a new one. Each approach would require an initial investment of $250,000. The
renovation has a payback period of 2.5 years whereas the new construction has a
payback period of 4.5 years. Your company president would need to make the
final decision. All else being equal, which approach should you recommend as
the better investment?
A. The construction of a new office building
B. The renovation of the current office building
C. There is not enough information to make a decision
D. Both options are equal since the initial investment is the same

B The payback period refers to the period of time required to recoup the funds
expended in an investment or to reach the break-even point. The shorter the payback
period, the more attractive the project because the money is free to be used elsewhere. In
this scenario, renovating the current office building is the better investment because it has a
shorter payback period than building a new office building. Therefore, provided everything
else is the same for both projects, the full renovation of the current office building should be
the approach you recommend.
10 "The project must take on new requests to enhance or repair the product while
working on a long term plan to deliver a new version of the product. Both needs have
different owners or sponsors and require purchasing new materials.
How should the project manager handle the ownership of priority and purchasing of new
materials?"

A. Determine purchasing priority and ownership based on the cost of the new materials
B. Assign ownership to the requestor with the highest priority and nearest term need
C. Facilitate an agreement between stakeholders on priority, ownership, and
purchasing
D. Procure new materials in the order of how the purchasing requests come in

C The scenario describes a hybrid project that is dealing with ongoing new requests to
manage while progressing towards its primary project plan to update the product to a new
version. This seemingly conflicting environment requires an agreement between the various
stakeholders regarding the procurement of new materials. The competing demands and
priorities may make conducting procurement activities difficult and imbalanced.
Documenting an agreement on ownership of the costs and the priorities to ensure ongoing
benefit realization of the product better equips the project team to more appropriately
handle the procurement needs and deliver value throughout the project life cycle.
Business Environment

11 "A project to develop a new software application for a customer is midway into its
execution. According to the project management plan, the quality assurance team should
start testing the product after all work packages are completed. Suddenly, the customer's
competitor launches a similar product, and the customer goes out of business. The project is
terminated.
What could the project manager have done differently to bring value to the business and
customer?"

A. Accelerated product development using schedule compression techniques such as

crashing, fast-tracking, resource leveling, resource smoothing, and leads and lags
B. Replaced the project team members by generalizing specialists experienced in
software development, product testing, and interpretation of customer business
requirements
C. Requested additional contingency and management reserves during project planning
to cover the costs of project termination in case the customer goes out of business
D. Applied an adaptive development approach in which the product is developed
incrementally via short iterations with continuous feedback from the customer and
stakeholders

D Based on the scenario, the project is carried out using a mainly traditional approach
as evident from the project management plan specifying the use of the quality assurance
team that waits for all work packages to be completed before testing can begin. With this
approach, the product will be ready for the customer only at the end of the project. The way
agile methods address product development differ from the traditional approach. In agile,
the product is developed incrementally via short iterations with continuous feedback from
the customer and stakeholders. Each iteration results in a working product increment that
can be used by the customer, thus providing business value to both the customer and the
performing organization. If the project closes prematurely, there is a chance that some
useful business value will already have been generated. This allows premature closure to be
less of a failure due to sunk costs and more of an early benefits realization, quick win, or
proof of concept for the business. By incorporating agile methods into a traditionally
managed project, the project would become hybrid. Business Environment

12 "You need to hire one contractor. You are leaning toward one who has an 80%
chance of delivering in one month with a cost of $5,000, and a 20% chance of delivering in
two months with a cost of $10,000. Another contractor has a 90% chance of delivering in
one month with a cost of $6,000, and a 10% chance of delivering in two months with a cost
of $12,000.
What technique would you use to select the contractor?"

A. Monte Carlo analysis

B. Sensitivity analysis
C. Decision tree analysis
D. Influence analysis

C "Of the data analysis techniques used for the Perform Quantitative Risk Analysis
process, only decision trees are used to support the selection of several different courses of
action, each of which has potential opportunities and threats. The decision tree is evaluated
by calculating the expected monetary value of each branch, which involves multiplying the
probability by the impact of each chance and adding the results together.
In this scenario, you have the quantified probabilities and impacts of the chances that two
different vendors will deliver in one month or two. You can calculate the expected monetary
value (EMV) of each vendor's risks, and select the vendor with the highest EMV." Business
Environment

13 "A manufacturing company is considering a potential project to modernize its

production process. The sponsor is concerned that the project will require a significant
upfront investment and wants to ensure that the project, if approved, begins delivering
value in the form of efficiency gains as quickly as possible. The sponsor requests your help
with the pre-project work.
What would be your recommendation as to the first step for this initiative?"

A. Prioritize the product backlog in order to ensure that the highest value features are
developed first
B. Decompose those packages of the work breakdown structure that cover the
efficiency gains first
C. Suggest incremental delivery and update the benefits management plan with this
suggestion
 D. Recommend avoiding the project since no production process can benefit from the
early value

C It is unclear from the scenario what is your role in the project. It can be assumed you
are the intended project manager if the project gets approved. However, this information is
not required to answer this question. The key to correctly answering this question is
identifying that the question stipulates that pre-project work is being done for a potential
project. The project artifacts that might be created as part of pre-project work include the
needs assessment, business case, and benefits management plan. The benefits
management plan is the documented explanation defining the processes for creating,
maximizing, and sustaining the benefits provided by a project or program. One element of
the benefits management plan is the timeframe for benefits realization. Incorporating
incremental delivery of project deliverables will allow the project to benefit from the early
realization of value as opposed to completing all of the project deliverables before
implementation. In this scenario, that might include modernizing components of the
production line incrementally so benefits can be realized faster. Incorporating agile
elements into a predictive project makes the project life cycle hybrid. Business
Environment

14 "During a sprint review, the product owner rejects a key deliverable developed by
the project team during the sprint. The setback will likely cause a delay to the project's
estimated release date.
What should the scrum master do?"

A. Confer with the project team to replace the rejected deliverable with new
functionality
B. Escalate the issue to the project sponsor for further consideration
C. Submit a change request to remove the deliverable from the scope baseline
D. Work with the product owner to clarify the definition of done (DoD)

D Project teams must focus on the delivery of value. A rejected deliverable represents
no business value. Deliverables are likely to be rejected when there is a misalignment
between the development team and the product owner regarding how the deliverable
satisfies a project requirement. In projects carried out using an adaptive approach, like the
one implied by the scenario, this alignment is often called the definition of done (DoD). The
scenario does not provide enough information to determine the appropriate path forward
for the scrum master, product owner, and the team. However, it can be reasonably assumed
that to maximize the delivery of value going forward, the parties will need to collaborate
among them and any other relevant stakeholders regarding project objectives and the
criteria that constitute the DoD. Business Environment

15 "A project will use an adaptive approach to prepare plans, develop the product, and
monitor progress. Initiating and closing processes, however, will have to be managed
traditionally due to the constraints imposed by the organization. In this hybrid environment,
the project manager decides to use information radiators.
What is the most likely reason behind the project manager's decision?"

A. To inform project stakeholders about the progress the team made during the latest
iteration retrospective meeting
B. To communicate progress, share issues, drive continuous improvement activities,
and manage stakeholder expectations
C. To share information with prospective sellers and explain the roles and
responsibilities of the team and project stakeholders
D. To document lessons learned throughout the project while preparing plans,
developing the product, and monitoring progress

B The scenario describes a hybrid project in which processes of three out of five
Process Groups will be using an adaptive project management approach. When such an
approach is applied, planning processes, executing processes, and monitoring and
controlling processes are carried out periodically with every iteration. These processes are
implemented via various events, such as an iteration planning meeting, daily standup,
iteration review, and iteration retrospective. Plans, progress, results, and metrics are shared
with project stakeholders via trend graphs, known as information radiators, to communicate
progress, share issues, drive continuous improvement activities, and manage stakeholder
expectations. Business Environment

16 "A project manager is about to start the processes associated with the Initiating
Process Group. The project manager needs to know who will be responsible for ensuring
that the value to the project is preserved a year after the project deliverables are handed
over to the customer.
Where will the project manager find this information?"

A. Business case
B. Benefits management plan
C. Stakeholder register
D. Project charter

B The question states that the project is about to start the processes associated with
the Initiating Process Group. Hence, the only project artifacts that likely exist at this point
are the business documents, which include the business case and the benefits management
plan. To find out who will be responsible for value and benefits monitoring a year after the
project provides the deliverables, the project manager needs to turn to the benefits
management plan. The benefits management plan contains the details of the process for
creating, maximizing, and sustaining the benefits provided by a project. Therefore, of the
available responses, the benefits management plan is the best answer to the question
asked. Business Environment

17 "The first sprint of a project is about to begin, but the team struggles with the
ambiguous requirements and the subjective nature of project goals, most of which are
qualitative.
While leading the team under these circumstances, what is the most important thing for the
agile leader to focus on throughout the project?"

A. Maximizing the delivery of value

B. Completing all of the project's deliverables
C. Achieving the goal of the first sprint
D. Rigidly adhering to all agile best practices

A Value is considered the ultimate indicator of project success, and project teams need
to focus on delivering value. Project objectives can be quantitative, qualitative, or a
combination of both. The value of a project might be expressed in financial terms, social
good, or some other perceived benefit to the organization. Regardless of the project's
stated goals and defined constraints, the project team's most important objective is to
maximize the delivery of value, however that value is defined by the organization. In this
case, all of the answer choices represent important factors for the project team. Still, the
delivery of value will ultimately determine the relative success or failure of the project.
Therefore, of the available choices, keeping the project team focused on maximizing the
delivery of value will be the most important approach for the agile leader. Business
Environment

3. A project manager has compiled a list of key deliverables , which include the working
software , employee training materials , user manuals , etc. When is the first time
that these key deliverables would have been identified ?

A. During the Define Scope process .

B. When processes of the Executing Process Group are performed
C. During the Develop Project Charter process
D. When processes of the Planning Process Group are performed
"

C The key deliverables are identified during the Develop Project Charter process as
part of the pre-project work. The identified key deliverables are then included in the project
charter as one of its elements. Of the available choices, the Develop Project Charter process
occurs earliest in the project life cycle, and it is when key deliverables are first identified.
Business Environment

4. The deliverables of a two - year - long project have just been accepted . It is four
months late, but the customer is pleased to have it. The project manager is glad to
be done with the deliverables but is concerned about the cost and schedule
overruns. He decides to re - run the initial cost - benefit analysis using the actual
project costs . Where should the project manager obtain the initial cost - benefit
analysis ?

A. From the customer

B. The project charter
 C. The business case
D. The benefits management plan

C A business case contains a documented economic feasibility study used to establish

the validity of the benefits of a selected component lacking sufficient definition, and that is
used as a basis for the authorization of further project management activities. The business
case has a complete cost-benefit analysis for the project. It can provide the project manager
with all the initial information used to justify the project, allowing the project manager to
re-run the cost-benefit analysis substituting the initial costs with the actual costs. Business
Environment

5. A senior executive suggests initiating a project to replace a significant portion of the

company's labor force with an automated production line. Other company
executives are skeptical that this approach is the best way to increase profit margins
and wonder if they are ready to sponsor such an effort. What is the first thing that
should be done in this scenario ?

A. Performing a needs assessment

B. Consulting with the project management office
C. Appointing a project sponsor to create a project charter
D. Providing a project manager with the authority to apply organizational
resources

A In this scenario, the skepticism of the other executives suggests that the proposed
solution only partially, if at all, addresses the need to increase profit margins. The executive
team thinks other alternatives and additional solutions should be considered to increase
margins. In other words, the needs assessment should be performed first. The needs
assessment involves understanding business goals and objectives, issues, and opportunities
and recommending proposals to address them. Therefore, the first thing for the company to
do in this situation before taking any action is to perform a needs assessment to evaluate
options to address the competitive issues faced by the company, and only then provide
recommendations. Business Environment
3.3 Manage Environmental Changes

1 A project to bring a new model of a product to market is in execution when a

competitor files a lawsuit claiming that the product violates several of their patents. The
courts have sided with the competitor and issued a cease and desist order. What should the
project manager do first? Seek approval to terminate the project Resort to
alternative dispute resolution Terminate the project for legal causeUpdate the
business case as necessary

A A project may be terminated for legal cause. In this case, compliance with the cease
and desist order requires the termination of the project. Even though the project should be
terminated, the project manager lacks the authority to terminate a project. The decision to
terminate a project requires approval and authorization by an appropriate authority, such as
the project sponsor. Therefore, of the choices provided, seeking approval to terminate the
project from the appropriate authority is what the project manager should do first in this
situation.

2 "In the middle of the construction of a new water treatment plant, the government
established more stringent water quality requirements for treatment plants.
What should the project manager do next?"

A. Update the quality management plan due to the legal requirement

B. Submit a change request to update the quality management plan
C. Ask the project sponsor to update the project charter
D. Update the scope baseline to reflect the changes

B The question indicates that the quality standards of the project deliverable must be
updated to meet new regulatory requirements. Quality standards are a component of the
quality management plan. The quality management plan is a component of the project
management plan. If changes that impact any of the components of the project
management plan occur during project execution, the project manager should submit a
change request and follow the Perform Integrated Change Control process.

3 "During a sprint, a scrum team is running ahead of schedule but encounters an issue
that might delay the completion of a particular deliverable. Another project needs the
deliverable completed on time to meet its scheduled release date.
What might the scrum master do to resolve the issue?"

A. Suggest that the other project submit a change request to revise its schedule
baseline
B. Schedule overtime so that the work can be completed on time
C. Check with the product owner if the deliverable can be reprioritized to be completed
sooner
D. Address the issue during the project retrospective
C Successful project leaders need to recognize, evaluate, and respond to system
interactions. When interdependencies exist, the project might impact and be impacted by
other projects within the same organization. To maximize the delivery of value for the
performing organization, teams and project leaders should apply systems thinking. Systems
thinking refers to addressing the dynamic circumstances (both internal and external) under
which the project operates in a holistic way to influence project performance positively.
Although the deliverable described in the scenario might not be a top priority for the scrum
team, it is clearly a critical component for another project. To account for interdependencies
with other projects carried out by the performing organization, the scrum master and
product owner need to reevaluate the prioritization of deliverables in the project backlog.
Since the team is ahead of schedule, placing a higher priority on the deliverable in question
might allow it to be completed sooner without having a significant impact on the scrum
team.

4 "During one of the sprint planning meetings, the product owner raises a concern that
emerging technologies might impact the project during one of the upcoming sprints. If this
happens, project complexity will significantly increase, negatively affecting project
objectives.
What is the best strategy for the scrum master to employ regarding this project
complexity?"

A. Regularly review the state of emerging technologies and evaluate the impact
B. Provide the team members with training on all emerging technologies
C. Use the critical path method to increase flexibility in the project schedule
D. Adopt an iterative and incremental project management framework

B Project leaders need to continually evaluate and navigate project complexity, as

complexity can emerge at any point in a project. One common source of complexity is
technical innovation. The scenario does not say that new technology is already available on
the market and will negatively affect the project. All the product owner did was raise a
concern. Hence, taking any action without knowing the potential impact of the
technology(s) would be premature. However, the project team should be proactive and
monitor the market for any emerging technology that might potentially impact the project.
If technological innovation that might impact the project is identified, the team should
evaluate the new technology and adapt the project to the new environment accordingly.

5 "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

B "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 W indows 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."

6 "During the execution of a project to renovate one floor of their office building, the
company has decided to renovate the office building entirely. An analysis reveals that it
would be less costly and more efficient to include the scope of the current project within a
larger renovation project rather than managing both projects separately.
What should be done with the current project?"

A. Canceled for a legal cause

B. Completed as planned
C. Excluded from a program
D. Terminated for convenience

D The question implies that the project scope will be accomplished within a new larger
project. This situation suggests that the current project should be terminated for
convenience. In this scenario, the performing organization has determined that it would be
easier to include the current project scope within the larger renovation project rather than
managing both projects separately. Thus, the existing project must first be terminated, and
then the project scope can be incorporated into the larger project. Note, the project
manager does not have the authority to terminate a project. Rather, an approval from the
appropriate authority, such as the project sponsor, should be obtained. However, this
option is not provided. Therefore, of the available options, terminating the current project
for convenience is the best answer to the question asked. Obviously, an approval from an
individual or group authorized to make such a decision will be required to terminate the
project.

7 The project you are leading is supposed to upgrade the application developed by
your company on desktop computers and mobile devices . Last week, a major supplier of
electronics unexpectedly released a new mobile device. You realize that your application ,
with a little bit of modification , can run much faster and more securely on the new device .
What should you do next in regards to this opportunity ?

A. Create a cost forecast and communicate it to stakeholders

B. Submit a change request to modify the application
C. Update project funding requirements in consideration for the unexpected work
D. Conduct variance analysis for an appropriate reserve amount

B In this question, an unexpected opportunity presents itself. The modification of the

application to be upgraded on the new mobile device could have a significant impact on
multiple project constraints, including project scope, schedule, cost, quality,
communications, risk, etc. Therefore, a change request should be submitted and analyzed
first before any decision is made. The change request will have to go thru the organization's
change control process established for the project.
3.4 Organizational Changes

1 A project manager wants to ensure that communications are properly managed

on her project. Which of the following enterprise environmental factors should
the project manager consider?

A. Political climate
B. Active listening
C. Risk report
D. Change log

A "Enterprise environmental factors (EEFs) are conditions, not under the control of the
project team, that influence, constrain, or direct the project. EEFs can be either internal or
external to the performing organization. Social and cultural influences and issues are
considered external EEFs. The political climate, codes of conduct, ethics, and perceptions
are examples of the social and cultural influences and issues. In the context of the Manage
Communications process described by the scenario, organizational culture, political climate,
and governance framework are among the EEFs that can influence this process. Therefore,
the political climate is the enterprise environmental factor that the project manager should
consider to ensure that communications are properly managed on her project.
The incorrect answer choices are not considered EEFS."

2 "A company has been merged with a former competitor. The merger undergoes a
major reorganization. As a result, an agile team is assigned to a new manager who
announces that the project has dropped in priority and will lose two of its ten members, but
would still need to deliver on time.
What is the best course of action for the project manager?"

A. Work with all project stakeholders to reprioritize the remaining features preparing a
new product roadmap and backlog to meet the original project completion date
B. Continue working with the current product roadmap and backlog and have the
remaining team members work overtime to meet the original project completion
date
C. Evaluate the skill sets of the remaining team members and redistribute the team
members where they will be most effective at bridging the gaps caused by the staff
reduction
D. Continue working with the current product roadmap and backlog, and create a risk
register to track instances where planned work is not completed due to reduced
resources

A Agile Manifesto Value #4 states that responding to change is valued more than
following a plan. Although all of the answer choices are possible responses to the changes
introduced to the project described in the scenario, only one actually follows agile best
practices. Working with all project stakeholders to reprioritize the remaining features on the
project and preparing a new product roadmap and product backlog to meet the original
project completion date is the best response in this situation. Collaboration increases the
chances of getting the needed buy-in from the stakeholders. This approach helps to ensure
that the reduced and reprioritized project backlog is accepted by all those who are involved
in the project. Implementing this response to the organizational change will give the new
company owners and other relevant stakeholders confidence that the team will meet the
re-defined project objectives.

3 "Your enterprise software integration project has just begun execution when your
organization acquires a new subsidiary and involves them in the project. The new subsidiary
recently finished a similar integration project using a compatible tool. Using the tool may
accelerate both your project and the new subsidiary's assimilation into the organization.
However, the schedule and cost variances to take this opportunity do not quite meet
agreed-upon risk thresholds.
What should you do?"

A. Do nothing, because the opportunity does not meet your existing stakeholders' risk
thresholds as documented in your risk management plan.
B. Ask your project sponsor for permission to switch to the tool that has been used by
the new subsidiary in their recently completed project.
C. Submit a change request to adjust the risk thresholds that consider the new
stakeholders' risk appetite and to update the baselines.
D. Train your team to use the new tool based on the expert judgment of your new
subsidiary's integration project team members.

C "As you are considering an opportunity to take advantage of a new tool for a project
that has just gotten underway, the scenario indicates you are in the Implement Risk
hesponses process. You have five strategies to consider for dealing with specific
opportunities: escalate, exploit, share, enhance, and accept. Considering that your
organization has just acquired a new subsidiary, you should exploit opportunities to capture
the benefits of assimilating them into the organization. Using new technologies to reduce
cost and duration are a key example of exploiting an opportunity.
When it comes to overall project risk, there is a similar set of five strategies to consider:
avoid, exploit, transfer/share, mitigate/enhance, and accept. Where the level of overall
project risk is significantly positive and outside the agreed-upon risk thresholds for the
project, an exploit strategy may be adopted. An example of exploiting at the overall project
level would include the W indows addition of high-benefit elements of scope to the project
to add value or benefits to stakeholders. Alternatively, to embrace the opportunity, the risk
thresholds for the project may be modified if the key stakeholders are in agreement.Note,
the risk thresholds are recorded in the risk management plan to reflect the acceptable level
of overall project risk exposure. Since the risk management plan is a component of the
project management plan, a change request is required to modify any information included
in the plan, such as the risk thresholds.
"

4. A project manager has been assigned to a project that will transform a large organization
from a predictive environment to agile methodologies. In its current state, the work in the
organization is decomposed into departmental silos, and the employees are best described
as specialized contributors.
What is the best strategy for this agile transformation?"

A. Use hybrid life cycles as a transition strategy from predictive to agile

B. Establish a fixed date for all projects to transition from predictive to agile
C. Introduce some agile techniques on a large and complex project
D. Tailor projects so that the scope is fixed with time and cost being variable

A The scenario describes a large organization with departmental silos and with
specialized contributors. With the work decomposed in departmental silos, the organization
is not structured to facilitate agile methodologies. Additionally, the employees will require
training, not only in agile best practices but also to become generalizing specialists to better
support agility. This type of transformation will not happen overnight, and attempting to do
so will likely result in the failure of the transition. A more appropriate approach would be to
begin introducing agile practices gradually within the existing predictive model. Over time,
projects can include more agile elements and less predictive until the organization can
adopt agile exclusively. When agile practices are incorporated into a predictive model, the
project becomes a hybrid framework.

5 As a project manager, you just completed planning a corporate restructuring project.

Before project execution can begin, the project sponsor notifies you that the project is being
terminated immediately. You are told that the organization has just announced a merger
which renders the project obsolete. With the project canceled before the execution stage,
what should you do next?

A. Obtain financial and administrative closure of the project

B. Stop all project work and release the project team
C. Transfer ownership of deliverables to the appropriate stakeholders
D. Place the project on hold until it can be reauthorized after the merger is finalized

A The question states that the project has been terminated. Even though at this stage
of the project, only the project management plan and project documents exist, there are
still activities associated with the Close Project or Phase process that must be performed.
Therefore, the next action is to obtain financial and administrative closure of the project.

6 "Senior management has changed direction on the products and features to roll out
this quarter. Your agile project is impacted.
What is your best next action as the project manager?"

A. Add the new features requested by senior management to the product backlog
B. Evaluate the delta between the current product backlog and the new features
C. Await directives from senior management as to what features exactly should be
added
 D. Complete the development of the current backlog as fast as possible to avoid
changes

B When senior management, project sponsors, and others directing business strategy
alter the business strategy, the projects within their domain may be affected. The number
of projects affected and the degree of impact is going to vary. Hence, before any changes to
the project and the product backlog are made, the project manager and project team must
assess the differences between the current project plans and completed product increments
to the proposed new plans. Controlling the scope may take on different forms depending on
the project management approach (predictive, agile, hybrid) as well as evaluations and
discussions amongst all stakeholders. It may be determined that the changes are so grand
that it is better to cancel the current project and start a new one. So before any work is
added to the current project, assessment of the business strategy and what the current
project has done and can do is the first action to take.

7 You are leading a hybrid project with an agile team developing the web application
and a traditional engineering team to design the servers that will host the application . You
want to determine what your company says about the use of social media tools to
communicate and work with the stakeholders to meet their needs and expectations. What
is your best course of action?

A. Review the stakeholder register

B. Check the organizational process assets
C. Consult with the project sponsor
D. Check the lessons learned repository

B "Communicating and working with stakeholders to meet their needs and

expectations, address issues, and foster appropriate stakeholder involvement is essentially
the definition of the Stakeholder Engagement process. According to the scenario, you want
to determine what your company says about the use of social media tools to communicate
and work with the stakeholders to meet their needs and expectations. This implies you are
looking for inputs to the Manage Stakeholder Engagement process. Organizational process
assets (OPAs) are one of the inputs to this process. Corporate policies and procedures for
social media are an example of OPAs. It is typical for organizations to prohibit or provide
guidelines on the use of social media when done on behalf of the business. You should first
check the corporate policies and procedures before encouraging employees to use social
media as a business tool.
Note, the scenario describes a hybrid project which involves an agile team developing the
software and a traditional engineering team designing the hardware. This information,
however, does not change the correct answer. Regardless of whether the project is
predictive, agile, or hybrid, organizational process assets are the best place to find the
corporate policies and procedures for the use of social media on projects performed by the
organization."
8 Your company has been contracted by a client for a software development project.
The project will use agile methods to deliver product increments. For the client, however,
this project will be their first experience with agile. You want to make sure that the client
gains the full benefit of early and continuous delivery of software. What is your best course
of action?

A. Develop a change management plan to address the inevitable changes

B. Request the client to take part in product testing to speed up delivery
C. Gain alignment with the client on the timing of project deliverables
D. Instruct the project team to develop all features in a single release

C Agile approaches emphasize delivering project outputs early and often. This
sentiment is captured in one of the Agile Manifesto's principles. An organization that has
been structured around a predictive project management framework (the "client" in the
scenario described) may not be prepared to implement the rapid and incremental delivery
that an agile approach not enough for the organization that develops the product/service
("your company in the scenario described) to successfully deliver the project outputs. If the
client is not prepared to accept the deliverables when they are deployable, then the return
on investment will be delayed. Therefore, in this scenario, it will be important for your
company to gain alignment with the client on the timing of the deliverables, so the full
benefits of the project's output can be realized,

9 APMO steeped in traditional waterfall project management has hired you , as an

agile practitioner , to guide the organization's transformation to agile . After completing an
initial assessment of the organizational culture , you have realized that many of the
stakeholders are resistant to the change .What is your best course of action ?

A. Provide training to ensure the employees are more highly specialized

B. Transition all projects to agile at the same time
C. Seek a high - level executive willing to champion the cause
D. Ensure the work is decomposed into silos

C Transitioning an organization from traditional project management to an agile

approach can be very challenging as it will likely involve significant organizational and
cultural change and may take years to accomplish. For example, a functional organizational
type that is structured in silos may need to undergo a major restructuring to adopt a matrix
organizational structure to support cross-functional teams. The organization may at first opt
to gradually transition from waterfall to hybrid and finally to an agile approach.
Alternatively, the organization may want to stop at the hybrid stage, thus benefitting from
both worlds, assuming the hybrid project management approach will meet the needs of the
future projects undertaken by the organization. In any case, executive management's
willingness to change will be a significant factor in the transition from waterfall to hybrid to
agile. Visible and active executive sponsorship will be crucial to support the significant
changes that will be required for the transition to successful. The incorrect answer choices
all represent agile antipatterns.