PMP Study Questions Flashcards

Question

A project manager is asked by the sponsor where the processes are that explain how deliverables will be verified for accuracy and accepted are documented. Where should this be documented? A) The Scope Management Plan B) The Quality Management Plan C) The Requirements Management Plan D) The Acceptance Criteria

Answer 1

B) The Quality Management Plan Explanation: The quality management plan will have how and when inspections will occur and the remedy for non-conformance.

Answer 2

C) Begin the change request process This is a change management issue, before taking action, the project manager should refer to the plan which describes the change request process. The change request process is usually found as part of the change management plan.

Answer 3

B) Scope, Costs, and Schedules baselines. Explanation: The three baselines are scope, schedule, and cost baselines.

Answer 4

B) Monitor and Control the project's work to ensure it meets the planned scope, costs, schedule, and quality. Explanation: Monitoring and Controlling a project ensures that the project is completed according to plan. This also measures the projects performance and helps identify the need for change to get back on track.

Answer 5

C) Check with the organization's legal SME for guidance. Explanation: When a project is faced with potential legal or regulation violations it is important to dete mine the threats to compliance and determine the necessary approach and action to address compliance needs.

Answer 6

B) Political, Economic, Social, Technical, Legal, Environmental Explanation: In the same way that potential internal business environment changes can affect the project's value, external factors can also affect the value and desired outcomes of the project. Many best practice frameworks refer to these as PESTLE factors. It is critical that project managers are aware of PESTLE factors that can impact their project's business case and need to be prepared to adapt accordingly. Political Changes in the political landscape may affect governmental policies, financial models, and the viability of certain business strategies. Economic Changes in economic conditions may affect a project's ROI model, the desirability of certain solutions, and even the most basic assumptions of the project's viability. Social Changes in social behaviors, norms, and actions may affect the project’s perception and desirability. Technical Changes in technical capabilities may make newer approaches to solving business problems possible and may alter both the viability of projects and the approach the organization may use to enabling solutions. Legal Changes in legal and regulatory requirements may fundamentally alter what is needed for the project's products to meet compliance requirements, and may increase costs, reduce benefits, or both. Environmental Increasingly companies are being asked as part of their social responsibility practices to consider environmental impacts of their solutions and in many cases to alter their approaches in a way that improves the sustainability of the environment.

Answer 7

B) Work performance information because it shows the variance between planned and actual. Explanation: Work Performance Information: Analyzed #s used for decision-making like SV, SPI, CV & CPI. It looks for variance between their PM plan & actual work performance data which is the raw unanalyzed obse vations from project execution.

Answer 8

D) The PM should acknowledge the teams' concern and also analyze the impact to the project. Explanation: PM should know how to handle key personnel changes and keep the team motivated and productive. It is important that the team member's concerns are acknowledged so they know they have been heard. Whenever analyzing a problem you need to first understand the impact to the project and (if unknown) the root cause.

Answer 9

A) Be flexible when working with team members, recognize that culture is learned, and be aware of local customs. Explanation: The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust.

Answer 10

B) Schedule a team meeting to discuss the current team charter and ground rules, especially around communication and teamwork expectations. Explanation: A team meeting is the best solution because it encourages every team member to participate and results in a clear set of guidelines for the team.

Answer 11

C) The team will assess work and determine who will do the work. Explanation: In Agile, teams are self-organizing and will assess work requirements and determine who will do the work.

Answer 12

C) Yes, a lack of diversity will limit the team's adaptability. Explanation: T-shaped skills are desirable in agile team members. Having a broad set of skills enables people to work more independently and with a greater ability to adapt to changing needs.

Answer 13

A) Stakeholder analysis Explanation: Stakeholder analysis will aid in determining the information each stakeholder needs, the frequency of engagement required, and what expectations the stakeholders have.

Answer 14

D) High-quality virtual teleconferencing on a semi-weekly or weekly basis Explanation: The question states "throughout the life of the project." A kick-off meeting will help to establish and build relationships, but only at the start of the project. Face-to-face communication is preferred so verbal and non-verbal communication can be observed such as body language. If co-location cannot be achieved than virtual teleconferencing on a cyclic basis is the best alternative to help ensure interaction and establishment of relationships throughout the project.

Answer 15

B) The Stakeholder Register Explanation: The stakeholder register is a project document used to track stakeholders' point of contact info

Answer 16

D) Distributing the plan to all the stakeholders. Explanation: After a plan is complete, it is important to ensure all stakeholders have the plan to stay aligned. Distributing plans. changes, and project status is essential to ensure stakeholders expectations are managed, and timely decisions about the project can be made.

Answer 17

C) Feedback Explanation: Communication is a two-way street. Effective feedback is clear, specific, and offered in a timely manner. Feedback can be positive if received and understood as intended. Feedback can be negative because of misunderstanding. No feedback provides an implicit acceptance of the message by the receiver.

Answer 18

A) Memorandum of Understanding Explanation: Agreements help to define relationships between a service provider (internal or external) and the end user. These agreements can incorporate expectations for service utility (functional performance) and service warranty (including availability, speed, security, continuity, and other usability expectations). Can take the form of contracts, MOUs, SLAs, letters, verbal, or email correspondence. SLAs govern a service after a project is delivered and define the expected level of performance. Ideally, effective SLAs should reflect business-driven metrics, including such things as transaction processing, customer satisfaction, etc. When working with other agencies to utilize resources memorandums of understand, emails, and verbal agreements can be utilized.

Answer 19

A) Objectives and Goals C) Overall Risk D) Milestones E) Assumptions and Constraints Explanation: There are many things that can be included in a project cha ter depending on if it is a agile or predictive project. The main items that should be included in all charters though are goals, objectives, milestones, overall risk, assumptions and constraints, overall budget (or costs) and funding source, identification of the PM (Product Owner if agile) and their responsibilities.

Answer 20

B) Having all parties appreciate and align to the project's goals and overall mission helps ensure that all understand the primary aims of the project. Drawing attention to how each group is working together to strive towards a common goal push for more collaboration, support, and shared understanding. Explanation: Part of developing a lean enterprise and agile mindset is aligning on a shared vision and goal. By bringing all parties together for a shared understanding, the project manager gains commitment and accountability among the team, stakeholders, and business leaders increasing the likelihood of success.

Answer 21

B Be a servant leader. D) Use effective facilitation techniques. Explanation: Facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator ensures effective participation, so that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buy-in according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afte ward.

Answer 22

C) Explore how the team can use Tim's personal influence with the sponsor to increase the project's potential for benefits realization.  Explanation: Personal influence is a leadership skill that enables project teams and individuals to use existing relationships, building on them to further project activities and goals. In this case, Tim has an existing relationship that may help the project team to understand more quickly the needs of the project sponsor.

Answer 23

D) Select a hybrid project model; position deliverable 1 as a single waterfall phase embedded in an overall agile project. Explanation: In this project, two (2) deliverables have unknown durations or changing requirement sets—both of which are appropriate conditions for use of the agile life cycle. Deliverable 1 requires strict schedule control and external dependencies, which require a traditional or waterfall project life cycle.

Answer 24

B) Run continuous consumer usability testing on product releases. Explanation: Continuous user testing and feedback is the most effective way to align requirements to user needs and integrate them incrementally into product releases.

Answer 25

D) During the sprint review so the product owner and team can discuss the business value of these changes for future prioritization. Explanation: In Scrum, the sprint review is utilized to show the work completed by the team from last complete sprint (iteration), and it serves and an opportunity for stakeholders to provide feedback on completed work and to ask for changes.

Answer 26

C) When there is a high need for customer feedback and a high need for incremental delivery. Explanation: Agile is best suited for projects that require significant customer feedback to get the right solution (iterative), and a desire to generate value early and consistently throughout the project (incremental)

Answer 27

A) Project A is a one that the company is familiar with and the requirements are well known. The cost for change is expensive so there is a need to control change. Explanation: Project A is the closest project that would fit in a predictive or waterfall method of development. Whenever there is a high cost to change, there is a need to control the budget. Changes to should go through a formal approval process.

Answer 28

B) Because the scope determines the project desired outcome, it must be tracked to ensure approved changes still meet objectives. Explanation: The project scope describes what needs to be accomplished to achieve the business value and serve the customer needs. Without a well defined scope, work cannot be assigned, a schedule can not be created, and a final budget can not be determined.

Answer 29

A) Document Analysis C) Observations E) Interviews F) Questionnaires Explanation: The PM Plan and Work Breakdown Structure are not techniques. The WBS is part of the scope baseline for predictive projects, and the PM Plan is the integrated plan for the project to meet the project and business objectives.

Answer 30

B) Acceptance Criteria D) Scope Description Explanation: The project scope statement should include project and product scope descriptions, alternatives, exclusions, and acceptance criteria.

Answer 31

C) Minimum Viable Product Explanation: The minimum viable product is the "bare bones" collection of features for the customer to consider it functional.

Answer 32

A) Quality Requirements, Cost Estimates, and Description of Work Explanation: The WBS dictionary can include any of the following and potentially others not listed: Code of account identifier, Description of work, assumptions and constraints, responsible organization, schedule milestones, Associated schedule activities, resources required to complete the work, cost estimations, quality requirements, acceptance criteria, technical references, and agreement information.

Answer 33

D) The product backlog is a living artifact that is finished at the end of the project. Explanation: The product backlog is a prioritized list of the product's functions and features (sometimes includes risks, and enablers) used to develop the product through a series of timeboxed intervals called iterations. Intervals are planned by determining the team's capacity for work and committing to work from the product backlog that is highest in value that can be completed in a single iteration. This process is repeated until all work is complete or the project is terminated.

Answer 34

A) As a company employee who travels for work, I want to submit my travel expense reports with little hassle, so that I may get reimbursed and get back to working on more important items. Explanation: A user story has three components As a (Role), I want (Need), So That (Value). User stories are taken from the user's perspective. A employee would normally want the simplest solution possible.

Answer 35

C) Creating and designing a new enterprise server to support a growing market in the b2b ecommerce workspace. Explanation: Projects are a temporary endeavor undertaken to create a unique product, service, or result. Ensuring employees get paid is operational. A new aircraft with multiple systems requiring development would be considered a program because each of those items are projects or programs within themselves. A business leader providing goals and objectives is strategic leadership. The only item above that fits the definition of a project is creating a new enterprise server.

Answer 36

D) A supportive PMO because it will allow for the development of best practices, and provide coaching mentoring and training along with providing templates, methodologies and standards for the company and its project managers. Explanation: Supportive: Provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. Controlling: Provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies; using specific templates, forms and tools; or conforming to governance. Directive: Take control of projects by directly managing the projects or shared resources, including project managers. A relatively small number of PMOs fall into this category.

Answer 37

C) Matix Explanation: In a matrix organization the Project Manager and Functional Manager share power. The project manager is not part of a functional area and is either assigned by the PMO or through projects directorate.

Answer 38

A) Individuals and interaction over process and tools. Explanation: Had the team recognized the value of Individuals and interaction over process and tools, they would of spoken to the customer more often to solicit feedback.

Answer 39

C) A tailored approach Explanation: Tailoring is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand.

Answer 40

D) Creating a Standard Operating Procedure for a new process. Explanation: A Project is any temporary endeavor to produce a unique product, service or result. Processing payroll, and fulfilling purchase orders would be part of everyday operations. Daily operations are not considered projects because these are the activities that you would do even in the absence of a project. Creating a new SOP would be considered a project because it creates something new, it is temporary, and unique to the process. Once complete the SOP would be used in operations to ensure the process is followed.

Answer 41

B) The project manager is responsible for ensuring governance within the project and should include other decision makers to establish a governance structure. Explanation: Appropriate project governance should involve the organization’s decision managers, who are frequently its senior managers.

Answer 42

A) They serve as decision points within the project to determine to continue, modify, or terminate the project. Explanation: 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 or program.

Answer 43

D) Non-members who use PMI processes and procedures. Explanation: PMI Code of ethics apply to the following: All PMI members, Non-members who hold a PMI certification, Non-members who apply to commence a PMI certification process, and Non-members who serve PMI in a volunteer capacity.

Answer 44

B) Storming Explanation: All phases of Tuckman's model can be repeated as new member come in and others leave. In this instance the group is going through the storming phase as each team member figures out how they fit in with the new group dynamic.

Answer 45

C) Agile Explanation: Agile embraces change and is managed throughout the project as part of each iteration.

Answer 46

C) Agile because it will allow for changing requirements and offer a viable product sooner. Explanation: Because details and requirements are not well known, and there is a need to provide a product early, agile is the best approach in this situation.

Answer 47

D) Use Surveys to solicit thoughts and opinions on the potential product features to identify requirements. Explanation: When trying to generate ideas from a large and diverse group surveys can be used to help identify requirements.

Answer 48

A) Break the work down into the work packages needed to create the deliverables. Explanation: Once the scope is defined, the work needs to be broken down into the deliverables so teams can be assigned to complete the work.

Answer 49

B) Control account is the control point where scope, budget, actual costs, and the schedule are integrated and compared against performance measures. The code of accounts serve to uniquely identify each component of the Work Breakdown Structure. Explanation: B is the correct answer. The control account is the place where project managers control the project performance and measure success form. The Code of accounts is a unique identifier assigned to work packages often times to help track of payable invoices and resource assignments against work packages.

Answer 50

A) Document Analysis to determine what regulation compliance requirements exist. Explanation: When dealing with governmental requirements such as regulations it is important to conduct document analysis to ensure that all requirements will be within the bounds of the regulation.

Answer 51

C) Include the work in the WBS, per the 100% rule, and recalculate the total project cost. Explanation: The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and deﬁnes the total scope of the project and represents the work specified in the current approved project scope statement. This must always reflect the complete and accurate scope of work.

Answer 52

A) The project manager should work with HR to terminate the team member. Explanation: Knowingly violating ethics and ground rules are grounds for termination. The team member intentionally copied code and needs to be removed from the project. If not terminated, this could encourage fu ther violations in the future by the team member and other members of the team.

Answer 53

B) A planned meeting where all team members can share their cultural experiences, viewpoints, and beliefs to gain a better understanding of each team members culture. Explanation: Understanding and being aware of the different cultural viewpoints and beliefs of the individuals on your project team can help reduce miscommunication and misunderstandings.

Answer 54

A) 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. 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.

Answer 55

B) A desired end-state with key objectives and outcomes. Explanation: A vision is a desired end-state—a set of desired objectives and outcomes. Vision statement might include: Product or solution description Intended users or consumers of the solution Key desired objectives Differentiators from competitive approaches Key features and benefits

Answer 56

C) During the Sprint Review so you can demonstrate functionality for the customer and the customer can provide feedback. Explanation: A sprint review is done at the end of each iteration with the product owner and customer/stakeholders to review the progress of the product and receive feedback for that iteration. It often includes a demonstration of the product's completed functionality and features.

Answer 57

C) Minimum Business Increment Explanation: Because the product's future features are useful to the marketplace and can be released they would be considered a Minimum Business Increments.

Answer 58

A) To develop the team by improving trust to raise team morale, reduce conflict, and improve teamwork. Explanation: Project managers are often asked to work on projects with a global scope, or at least a broadly diverse project team, with members from different cultural backgrounds, industry experiences, or who even speak in different languages. The project team may adopt a project "team language" that is different from their native language. The project manager should seek to create an environment that takes advantage of this diversity and builds a team climate of mutual trust. Team development objectives might include: * Improving team knowledge and skills to reduce cost and time and improve quality. * Improving t ust to raise team morale, reduce conflict, and improve teamwork. * Creating a collaborative culture to improve individual and team pe fo mance and facilitate cross-training and mento ing. * Empowering the team to participate in decision making and own the solutions they create

Answer 59

C) Develop a scope management plan Explanation: Developing a scope management plan is the first step in the Plan and Manage Scope process. This plan outlines how the project scope will be defined, validated, and controlled throughout the project. It also includes information on how changes to the scope will be managed.

Answer 60

A) Add a spike item to the backlog Explanation: Project spikes allow for investigation and experimentation. By allowing the team to conduct a spike, it will provide an opportunity to better size the backlog item and provide for the right solution.

Answer 61

C) Reviewing benchmarks and historical data from past projects Explanation: When you begin a new effort, it is a good idea to leverage OPAs such as benchmarks and historical data from prior projects. This makes sure you know how past projects were set up and what you learned from them. It can also give you a good starting point for estimating before a detailed analysis is done.

Answer 62

B) Negotiate with the other project manager to use resources during planned float and free float times to stay on track. Explanation: The PM does not want to affect items on the critical path so both fast tracking and crashing are not options. Hiring new resources takes time and items on the critical path may be negatively impacted. The best thing to try to do is negotiate with the other project manager and use resource smoothing techniques such as using resources during planned float and free float times.

Answer 63

B) A definition of ready Explanation: The definition of ready is a team’s checklist for a user-centric requirement that has all the information team needs to be able to begin working on it.

Answer 64

D) Help the product owner in utilizing story mapping Explanation: When planning a release, it is a good idea to utilize story mapping to better understand the related features needed for the release. No matter how hard a team tries, some user stories may be dependent on prior user stories. By applying story mapping, the product owner can identify those dependent user stories with the team and avoid changing the priority of those items as it will affect the sprint goals and release plan.

Answer 65

B) Fixed-price contract Explanation: The service and time are well known. Because the conditions are unlikely to change a fixed-price term contract best fits the requirements stated above.

Answer 66

A) Procurement Statement of Work Explanation: A statement of work describes the work or service to be performed to include any specific requirements needed. It is needed before for a vendor to determine the needs of the procurement.

Answer 67

A) Past performance of company that owns the space D) References from previous renters Explanation: Past performance and references are typical items used to evaluate the viability of rented space. There is little to no warranty needed for a temporary space, the size of the company does not demonstrate the capabilities or competency of the company. If the requirement is for 5,000sqft of space, a company with two smaller spaces would not be considered.

Answer 68

D) You are responsible for the activity's execution Explanation: RACI stands for "Responsible, Accountable, Consulted, and Info

Answer 69

A) Working days C) Availability of physical resource Explanation: The primary purpose of a resource calendar is to help identify availability of resources along with when work can be performed.

Answer 70

C) The product owner Explanation: The product owner is empowered by the sponsor in agile projects to set priorities and determine project viability, and therefore has the authority to decide if conditions warrant termination of a project. If sponsor is an option for questions like this, select sponsor.

Answer 71

B) Consider crashing the project. Explanation: When the schedule is behind and there are available funds, the project manager should consider crashing the project. Crashing increases the number of resources for activities so they can be completed faster.

Answer 72

A) Ask the team to re-estimate costs using bottom-up estimating Explanation: When cost or schedule estimates are inaccurate, the team can conduct bottom-up estimate to re-baseline the project with more accurate estimates.

Answer 73

C) Conduct funding limit reconciliation by extending one of the activities into the following month. Explanation: The project manager should conduct funding limit reconciliation by extending the activity into the following month. If this can not be performed then the PM could seek financing. The sub-contracts must be paid based on the terms of the contract, contingency reserves are for risks, and 3-point estimating will not make the estimates more accurate or change the need for funds in month 4.

Answer 74

A) After determining the scope of the project, utilize past projects with similar scopes. Explanation: Using past projects that are similar in nature is a good starting point for gaining estimates and determining an initial budget. Schedule, Resources, and Costs are planned together. The project charter provides a high-level budget, but requires more detailed planning to determine the budget needs. The contingency reserve is to address risks; however, the scope needs to be determined before budgeting can take place. In predictive projects this is done through the development of the scope baseline. In agile, this is done through the development of the Agile roadmap and release plan which identify what features need to be completed.

Answer 75

C) A risk is future focused and can either be an opportunity or a threat while an issue is present focused and is always negative. Explanation: Risks are focused on the future and can either be positive (opportunities) or negative (threats) when looking at project success. Issues are focused on the present and are always looked at as negative.

Answer 76

B) Qualitative Risk Analysis Explanation: A Qualitative Risk Analysis is done on every identified risk using the Probability and Impact Matrix. This analysis helps the team prioritize the risks and focus on the risks with the highest probability or impact on the project for further analysis.

Answer 77

D) Risk Register Explanation: The Risk Register is where the team will capture all identified risks to include the trigger, who is responsible, the analysis of the risk, and the risk response.

Answer 78

A) Transfer Explanation: Transfer – If the level of overall project risk is high but the organization is unable to address it effectively, a third party may be involved to manage the risk on behalf of the organization. Where overall project risk is negative, a transfer strategy is required, which may involve payment of a risk premium.

Answer 79

C) Contingency Reserve Explanation: The Contingency Reserve is the money set aside to handle all of the known-unknowns (identified risks). It is under the control of the project manager and is part of the budget baseline.

Answer 80

A) Referencing industry standards B) Referencing company standards C) Referencing standards researched and set by the Quality Department D) Referencing standards set by senior leadership E) Referencing standards set by SMEs F) Benchmarking against other projects, products or competitors Explanation: All of these items listed are ways the team can determine quality standards.

Answer 81

C) Cost of conformance

Answer 82

A) By observing the amount of chocolate in the mold B) By using an electronic measuring tool Explanation: Observation and measurement are ways to "measure conformance." Cleaning the assembly line may increase the chances of conformance but it does not serve as a way to measure conformance. Waiting for the customer to find the defect is also NOT a measurement but an external failure cost which is a cost of non-conformance.

Answer 83

A) Acceptance Criteria D) Experiments F) Lessons Learned Register Explanation: Lessons Learned Register is an important component of each project. We use it as a source to improve our projects' processes as well as other projects. Avoid filing it away at the end of a project and not referring to it. A retrospective is common in agile projects at the end of each iteration. It helps the team look back at an iteration and plan improvements for the next one. Experiments are also used in agile to provide a way to improve team efficiency and effectiveness. Perfotm experiments one at a time to isolate the results.

Answer 84

B) Kaizen Explanation: Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees.

Answer 85

A) As part of the Risk Register Explanation: The risk register would enable the project manager to track and monitor the risks associated with violations of policies and regulations. A quality management plan with well documented procedures and processes could also be used to mitigate those risks along with audits, but the only option provided out of these is the Risk Register. The compliance management plan could provide instructions on how compliance issues should be managed but it would not be used to track the compliance requirements.

Answer 86

A) W. Edwards Deming Explanation: Deming is considered the father of total quality management. His philosophy was that improving quality would reduce expenses, increase productivity, and thus increase market share.

Answer 87

B) A Story Point is a relative measure for the level of difficulty or complexity of a feature, individuals assign story points, which are numbers in a Fibonacci sequence. Explanation: A Story Point is a relative measure for the level of difficulty or complexity of a feature, individuals assign story points, which are numbers in a Fibonacci sequence.

Answer 88

C) Bottom-up because it ensures the time is given to provide the most accurate estimates by team members. Explanation: When projects need accurate estimations and have the time to complete the work, the best estimating technique is bottom-up estimation. It also very accurate and gives lower-level managers more responsibility.

Answer 89

A) The best option is to use crashing for schedule compression. It will increase costs because crashing will utilize additional resources for different activities. Explanation: In this instance the utilization of crashing for schedule compression is your best option. The project is currently under budget, and crashing will cost additional money but carries less risk than fast tracking. Reducing scope when requirements have already been determined and agreed upon is not a good choice, and if the schedule needs to be re-estimated then bottom-up estimation is the best technique to be accurate about how long it will take to complete the activities.

Answer 90

A) Cost of Conformance Explanation: Taking the time to do it right includes collecting requirements. This is a cost of conformance.

Answer 91

B) The relationship is a finish to start, because Edward is dependent on the code being finished before he can begin. Explanation: The relationship for the two activities is a finish to start relationship. Jill must complete the code for John to start acceptance testing.

Answer 92

B) There is no legal issue, the contract outlined penalties for failing to perform different aspects of the terms of agreement. Explanation: There is no legal issue, the contract outlined penalties for failing to perform different aspects of the terms of agreement. There is only a legal issue if the foreman decides to dispute the charge

Answer 93

A) To ensure activities start when they are suppose to and to inspect the deliverables outsourced to ensure they meet quality standards and contractual requirements while assessing performance and customer satisfaction. Explanation: Although a project where a large portion of the work is outsourced removes the project manager of some control, they still need to ensure that the project activities are happening on time and the items being outsourced are completed to standard so the customer is satisfied.

Answer 94

B) The project manager forgot to include the responsibility assignment matrix which shows the involvement of team members for different tasks and events. Explanation: Part of the resource management plan includes a responsibility assignment matrix (RAM). A common version is called a RACI that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.

Answer 95

C) The current schedule performance index of the project because it is a measure of how efficient the project has been with their time to date. Explanation: Because this is a negotiation of a new project, there has been no work performed. All other items are considerations that could be discussed as part of the project.

Answer 96

A) 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. 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.

Answer 97

C) It enables the organization to focus on core competencies. Explanation: Outsourcing allows a business to focus on their core competencies.

Answer 98

A) Establishing ground rules C) Taking the time for everyone to get to know each other Explanation: During the forming stage there is a lack of trust. To help establish trust among the team you should allow time for the team to get to know each other by sharing their experience and backgrounds. It is also important to establish team norms and ground rules so everyone knows the expected conduct within the project. These items are often done during a kick-off meeting. Establishing goals and vision are to aid a team in getting through the storming phase because it helps the team focus on the big picture instead of internally. Challenging the status quo is something that should be considered primarily during the performing stage to help avoid complacency within the team. Business leaders are not the only ones who provide requirements.

Answer 99

A) Timebox meetings B) Establish short term goals C) Hold the team accountable for commitments Explanation: Having timeboxed events, holding the team accountable, and establishing short-term goals are all ways to help create a sense of urgency. The team is the one who sizes user stories (it is not done by yourself), we want to hold individuals accountable, but the focus should be on the team and their commitments, and we want to work at a sustainable pace. Continuous overtime can negatively affect team morale and make determining team capacity more difficult. Continued overtime will cause burnout and overcommitment by the team.

Answer 100

D) She takes care of the administrative reporting when the team is focused and on a roll. Explanation: A servant leader is focused on team performance. Servant leaders do not provide solutions or difficult questions, but encourage the team to develop the best solution possible. Servant leaders provide coaching and mentoring, while removing impediments and obstacles so the team can complete their work. Completing administrative tasks that do not contribute to the technical solution development the team is working on is the best example of a servant leader.

Answer 101

A) Challenging the status quo will allow for a focus on value and eliminating waste will help remove inefficiencies. Explanation: Questioning and challenging the way things are done may validate its importance and value in which case the project can produce or enable more value. Or the status quo may be continuing unnecessary effort that produces no value (waste), in which case the project can remove inefficiencies or non-value efforts.

Answer 102

B) Encourage the team to establish agreed upon rules and social norms. Explanation: Teams in the forming stage have a lack of trust. A project manager should encourage the team to establish ground rules early, to help build a trusting working relationship.

Answer 103

B) A formal plan with thorough and detailed documentation to ensure that the multiple stakeholders understand the requirements, deliverables, and how integration and coordination will take place. Explanation: The best answer is the creation of a fotmal plan with thorough and detailed documentation. As projects become more complex, and involve a larger number of stakeholders, more ceremony is necessaty to ensure the work is better defined and stakeholders’ expectations can be managed.

Answer 104

D) The Procurement Management Plan because it identifies what types of contracts there will be, how they will be managed, and what the process is for closure. Explanation: Procurements generally produce a type of contract. A procurement management plan is the best answer.

Answer 105

C) The Configuration Management Plan Explanation: A Configuration Management Plan explains the processes and systems used to conduct version changes to documents, files, and artifacts related to and including the product or project.

Answer 106

A) Compliance Management Plan Explanation: The compliance manage plan is an optional plan that can be part of the project management plan. It serves as a "How to" guide to deal with internal and external governance related items to include quality, law adherence, and governmental or industry standards.

Answer 107

B) It includes all the features and functionality that were part of the original release plan, along with any new additions. Explanation: An updated release plan includes all the features and functionality that were part of the original release plan, along with any new additions. The updated release plan is created by the development team and communicated to stakeholders, including the project sponsor, who provides feedback on the changes. Stakeholders need to be kept informed of any changes to the release plan to ensure they are aware of any updates and can plan accordingly. The other options listed are incorrect. An updated release plan cannot only include new features and functionality, as it needs to reflect the changes made to the original plan. The project sponsor may be involved in providing feedback on the updated release plan, but it is created by the development team. Finally, stakeholders must be informed about any changes to the release plan to ensure they have a clear understanding of what will be delivered in the release.

Answer 108

B) Release Plan Explanation: This project is being conducted using a predictive life cycle. A release plan is part of an adaptive or hybrid life cycle and not in predictive life cycles.

Answer 109

C) To ensure that all artifacts are reviewed, approved, and updated throughout the project lifecycle Explanation: The main reason why artifact management is important in project management is to ensure that all artifacts are reviewed, approved, and updated throughout the project lifecycle. This involves establishing a process for creating, storing, maintaining, and distributing project artifacts, including version control, approval workflows, and access control. By implementing a comprehensive artifact management process, project teams can ensure that all artifacts are up to date and accurate, reducing the risk of delays or errors in the project. In addition, having a central repository where all artifacts are stored and accessible to all team members can improve collaboration and communication. To ensure that all artifacts are stored in a central repository, accessible by all team members is partially correct but it does not address the need for artifacts to be reviewed approved and updated throughout the lifecycle of the project.

Answer 110

B) Configuration management Explanation: When implementing an approved change, configuration management is the best tool to use to ensure all items affected by the change related to the product or service are updated and tracked.

Answer 111

A) Artifacts management system Explanation: Artifact Management system is a system for creating, storing, retrieving and distributing project documents.

Answer 112

C) If items discussed will have a significant impact on the project or product. Explanation: Project artifacts are continuously updated and reflect the changes to documentation that affect the project or product. If there are no impacts to the project or product then documenting and tracking the meeting minutes is optional.

Answer 113

A) Groupthink B) Reduced innovation Explanation: By not taking advantage of diversity, equity, and inclusion a company risks the chances of groupthink and reduced innovation. It takes a diversity of people from different backgrounds, experiences, and walks of life to allow a team to come up with the "best" ideas. A failure to do this could result in top down decision making rather than an ability to empower the team to make decisions.

Answer 114

A) McClelland’s Achievement Motivation Theory Explanation: McClelland’s Achievement Motivation Theory includes the use of achievement, affiliation, and power to influence others and keep them motivated.

Answer 115

B) Safety Explanation: Safety needs include things such as personal security, employment, pay, resources, health, and shelter. Since the company is threatening employees with termination and they are not being compensated properly these are indications that their safety needs are not being met.

Answer 116

A) Motivators Explanation: The employee has been in the same position for 3 years. It is likely that there is a sense of a lack of advancement or recognition for her efforts. Since there was no discussion about pay, it is likely that she is lacking motivators to stay in the position.

Answer 117

D) Autocratic Explanation: Ways of reaching consensus are First of Five, Dot Voting, Roman Voting, and Polling. Decisions can be reached by established ground rules and may be made by the use of Unanimity (everyone has to agree), Majority wins (more than 50% agree), or Plurality (the most votes wins when there are more than two options).

Answer 118

B) Listen to the team member's concerns and find a solution together Explanation: Emotional intelligence involves active listening and understanding. By listening to the team member's concerns and finding a solution together, you demonstrate empathy and create a positive work environment where team members feel valued and heard. Ignoring the situation or telling the team member to stop complaining will only worsen the situation and negatively impact the success of the project.

Answer 119

C) Use objective data and measurements to assess team member performance against KPIs Explanation: Using objective data and measurements ensures that the appraisals are fair and impartial, and reduces the risk of subjectivity and bias. Comparing team members against each other or using a personal opinion of each team member's performance can lead to inaccurate appraisals and create a negative work environment.

Answer 120

C) Improved communication and collaboration among team members Explanation: The MBTI provides insights into individual behavior and communication preferences, which can help project managers understand how to effectively communicate and collaborate with team members. This can lead to improved team dynamics, increased productivity, and a more positive work environment. Decreased team morale and motivation, increased conflict, and a lack of actionable insights would negatively impact the success of the project and should be avoided.

Answer 121

B) Improved understanding and appreciation of each team member's unique strengths and weaknesses Explanation: The DiSC behavior model provides a framework for understanding individual behavior, which can lead to improved communication, collaboration, and overall team dynamics. By understanding each team member's unique strengths and weaknesses, project managers can assign tasks and responsibilities that are best suited to each team member's behavior style, leading to improved performance and satisfaction. Increased efficiency in completing tasks, increased productivity, and improved team morale are also potential benefits of using the DiSC behavior model, but improved understanding and appreciation of each team member's unique strengths and weaknesses is the most significant benefit.

Answer 122

C) The OCEAN model helps project managers understand and manage team behavior in a comprehensive and systematic way Explanation: The OCEAN behavior model, also known as the Big Five personality traits model, provides a comprehensive and systematic way of understanding and managing team behavior. The model identifies five key dimensions of personality: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. By using the OCEAN model, project managers can gain a deeper understanding of the strengths and weaknesses of team members, and tailor their management style to best support each team member. The OCEAN model is widely recognized and used in various fields, including project management, to improve team performance and effectiveness.

Answer 123

C) Conduct a face-to-face meeting with a clear agenda targeting their specific concerns. Explanation: Face to face communication is the preferred method to address concerns and reduce gain common understanding. Documenting lessons learned, justifying your position and taking corrective action DO NOT help understand or address the root cause of the problem.

Answer 124

B) Use video conferencing. C) Hold a brief summarization meeting. Explanation: Both of these methods allow for interactive communication the others do not.

Answer 125

B) Based on her body language and it indicates that she is uncomfortable with the information you are providing to the group. Explanation: The BEST answer is that she is uncomfortable as those are all indications of discomfort with the topic being discussed.

Answer 126

B) Speak with her privately to see what her concerns are so they can be addressed. Explanation: When addressing disruptive behavior or indications of being unhappy with what is being discussed; it is best to talk to the individual one-on-one. If there was a concern that was for the entire audience, then the stakeholder would address it there on their own.

Answer 127

C) Throughout the project in both predictive, iterative, and agile life cycles Explanation: Lessons Learned are collected as they are learned in predictive projects, and documented on the Lessons Learned Register, they become part of organizational knowledge base once inputted into the Lessons Learned Repository. For agile and hybrid projects incremental improvement is encouraged and done du ing the ceremony called the Retrospective.

Answer 128

A) Kaizen involves making small, continuous improvements to the process, while PDSA involves testing and analyzing the process to identify areas for improvement. Explanation: The main difference between Kaizen and PDSA in the context of process improvement is that Kaizen involves making small, continuous improvements to the process, while PDSA involves testing and analyzing the process to identify areas for improvement. Kaizen is a Japanese te m that means "continuous improvement," and it involves making incremental improvements to the process over time, typically through the use of employee suggestions and involvement. PDSA, on the other hand, is a four-step process that involves planning a change, testing the change, analyzing the results, and implementing the change. PDSA is often used in quality improvement initiatives and is a st uctured approach to making improvements.

Answer 129

D) Deming Explanation: William Edwards Deming (1900-1993) is widely acknowledged as the leading management thinker in the field of quality. He was a statistician and business consultant whose methods helped hasten Japan's recovery after the Second World War and beyond. Deming’s 14 Points on Quality Management, or the Deming Model of Quality Management, a core concept on implementing total quality management (TQM), is a set of management practices to help companies increase their quality and productivity.

Answer 130

C) Lessons Learned Registers from prior projects can be used as a start point for process improvement ideas

Answer 131

B) PDSA Explanation: PDSA - Plan, Do, Study, Act is a continuous improvement methodology, involves systematically testing possible solutions, assessing the results, and implementing those that work. The cycle is then repeated to further improve a process or product. The four steps in this methodology are: 1. Plan - Define objectives and processes to deliver a set of desired results. 2. Do - Execute the plan and collect data to dete mine the effectiveness of the processes. 3. Study - Evaluate the data and compare the results to expected outcomes. 4. Act - Identify issues with the process, determine their root causes and modify the process to improve it. Planning for the next cycle can then proceed.

Answer 132

C) Pareto Chart Explanation: Pareto Chart - A histogram that is used to rank causes of problems in a hierarchical format. Also referred to as the “80/20 Rule” A general guideline with many applications; in terms of controlling processes, it contends that a relatively large number of problems or defects, typically 80%, are commonly due to a relatively small number of causes, typically 20%.

Answer 133

A) Where necessary, implement training, and design a checklist for all team members. Explanation: Project Managers should attempt to resolve issues via the tools and techniques available to them prior to changing the plan or escalating the issue. Providing training to those who need it will improve team performance and implementing a checklist ensures each team member is checking only what needs to be checked.

Answer 134

B) Ask current team members to provide training and support, and hold a second kick-off meeting for new team members. Explanation: It is the PM's responsibility to make sure that the new members are adequately trained. This approach provides that training.

Answer 135

D) Identify and provide the most cost-effective agile training for team members. Explanation: Providing training to project team members can result in added skills that can be useful for future phases or projects. Training lessons and related costs could be evaluated to be included in the resource management and cost management plans.

Answer 136

A) Ensure the training calendar is posted C) Conduct a gap analysis to determine required skills or knowledge F) Ensure participants are made aware of the training Explanation: Training can be a great way to empower team members to grow their skillsets. This would also create consistency in story point estimation techniques. It is important to ensure that eve yone is aware of the training, the training fits the knowledge or skill gap of the team, and that a calendar is made available for the team. Self-Paced training should not be the only option considered, burndown charts are not used for training, instead consider a pre-assessment and post-course assessment to evaluate the effectiveness of the training. Adding members to the team with certification will not resolve the issue in the near term, and in agile projects we try to create a long standing team with "T" shaped people. Because "T" shaped people are desired it would be best if all members of the team participate in the training to ensure knowledge transfer.

Answer 137

A) Determine which certifications would help the project B) Performing a gap analysis E) Determining the time and costs for the training Explanation: All answers are correct except for Ensuring training is completed as early as possible and choosing only one preferred delivery method for training. Training should be conducted as close to when it will be used as possible. If you provide training too early the information will not be retained for practical application. When choosing delivery methods for training you should look for a variety of options based on the level of understanding needed by the audience, the affordability, and the time needed to conduct the training.

Answer 138

C) Closely monitor Kevin's work to assess any possible risk. Explanation: As a project manager it is important not to take over things items that are assigned to others. Requiring decisions go through you would delegitimize Kevin's authority. Projects have a schedule so delaying the project or providing extra time are not options.

Answer 139

A) Remind stakeholders of the vision and objectives of the project. C) Make certain there is clarity on how the transition activities fit within the overall purpose of the system upgrade project, as well as how short- and long-term transition activities fit within the project plans. D) Enable the team to support Kevin to get a handle on the tasks and work as a team to be self organized and address the project needs. G) You as a project manager can mentor Kevin in the project management best practices that Sarah was performing so well, plus some other tips. Explanation: Choices that take over the work for Kevin, or allow Kevin to not deal with the issues are poor choices. As a leader your job is to keep everyone aligned on the shared vision and objectives, clarify things that are not well understood, support Kevin in his role, and mentor Kevin where needed.

Answer 140

B) Avoid involving yourself as a decision maker. Explanation: As a servant leader you should facilitate the team to collaborate and achieve consensus. Injecting yourself by taking sides would increase the likelihood of group think and would reduce innovation within the group to find the best solutions.

Answer 141

A) Team values B) Team agreements D) Team operating guidelines Explanation: Motivation is something that a Leader provides by providing vision, directions, and other factors. Personality assessments are ways that a project manager can determine which members fit together best, but are not always best shared with the team. All other items should be included in a team charter.

Answer 142

C) Avoidance Explanation: In this instance it is best to avoid involving yourself. The team members are still at a level 1 conflict and are simply focused on finding the best solution. For the best ideas to move forward it is important to allow for divergence to reach ultimate convergence. If the disagreement escalates and stops becoming about the best possible solution, then other strategies may be more appropriate.

Answer 143

D) Change Management Plan Explanation: Management Plans are "how to guides." In this case the Change Management Plan, a subsidiary plan of the Project Management Plan, tells your team how the change process works and who can request a project change.

Answer 144

B) The Change Control Board Explanation: Change requests go to the Change Control Board for approval or disapproval when they exceed the authority of the project manager. if the change exceeds the CCBs authority then it would be escalated by them to the approval authority. Only approved changes will be implemented into the project.

Answer 145

C) PESTLE Explanation: PESTLE is a way to look at the external business environment. It looks at it from the Political; Economic; Social; Technical; Legal; and Environmental areas.

Answer 146

B) Product Owner Explanation: The Product Owner is the voice of the customer. They are responsible for the Product Backlog to include what is included (or not included) and priorities. The Product Owner would be the decision maker for any changes within the Product Backlog.

Answer 147

A) Review the risk register to see if this was an identified threat to the project. Explanation: When reviewing the need for change, you should look to see if the issue was an identified threat that has an associated planned risk response. If there is not, then it is an issue and a workaround needs to be created which will result in beginning the change management process that is in your change management plan.

Answer 148

A) The change was never implemented or the team inspecting the deliverables did not know what to inspect. Explanation: Approved changes need to be documented and the project management plan needs to be kept up to date and instructions on how the change will be implemented needs to be provided to the team to include the inspectors.

Answer 149

C) The team identified dependencies that are needed to produce a potentially releasable deliverable that brings the most business value. Explanation: Ensuring dependencies are completed in the same iteration improves the business value by providing a usable product at each iteration.

Answer 150

C) Knowledge that is difficult to capture or express, such as beliefs, experiences, and “know-how” Explanation: Tacit knowledge- Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.

Answer 151

B) The processes are not documented well or the team is not following them. Explanation: Inconsistency is an indication of a lack of process, lack of training for the team, or lack following of the process.

Answer 152

B) Schedule time to chat with the new resource to assess their skills and understand their strength level. Explanation: A project manager should not take action by just listening to other membe ’s feedback. He should talk to the new member to find out about his strength and make some evaluation later.

Answer 153

A) The product roadmap serves as a high-level visual summary of the products of the project. Explanation: Product Roadmap: Serves as a high-level visual summary of the product or products of the project. Vary in appearance and presentation. Objective is to display the strategy and direction of the product being built and value to be delivered. Roadmaps start with the overarching vision of the product. Over time, the roadmap is progressively elaborated Themes, which equate to goals, emerge to provide structure and associations. Product roadmaps provide short-term and long-term visualization of the product.

Answer 154

A) The level of risk tolerance for each stakeholder. Explanation: Understanding stakeholder's risk tolerance to different risk will assist in development of the risk response and risk strategy.

Answer 155

C) Offer to complete the administrative tasks so the team member can meet commitments. Explanation: Teams completing Agile projects should focus on technical solutions and work. Administrative requirements that can be done by anyone should be reassigned to someone outside the team or be taken on by the ScrumMaster or Project Manager so the team can focus on delivering value.

Answer 156

D) Conduct audits on compliance related requirements to ensure the procedures and processes were being followed. Explanation: Audits are an effective way of ensuring that compliance requirements are met and the team is following the established processes to meet compliance objectives.

Answer 157

D) Charter a change control board with those stakeholders who are needed to help make decisions so they can approve, deny, or defer changes. Explanation: A Change control board is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.

Answer 158

B) Audits Explanation: Training will teach the team how to perform the processes and procedures, but not ensure they are being followed, inspections are done on deliverables. A deliverable can be correct, but the processes and procedures to create the deliverable but a correct deliverable does not prove the team is following the processes or procedures. Continuous improvement is the identification of of ways to improve processes and procedure and how to implement those changes. Audits are used to ensure your team is following the processes and procedures as outlined in the quality management plan and other documentation provided for the creation of deliverables.

Answer 159

C) Investigating the cause of non-conforming deliverables and implementing a new process to correct the defects. Explanation: Continuous improvement is an ongoing effort to improve products, services or processes.

Answer 160

C) Refer to the change management plan. Explanation: The change management plan will provide information on who can propose changes, and the process for making changes within the project.

Answer 161

C) The closing out of outstanding contracts with sub-contractors. Explanation: Closure of outstanding contracts that are satisfied at the end of the project is a legal closure.

Answer 162

D) Cause and Effect Diagram Explanation: A cause and effect diagram can be utilized to identify the potential causes of a problem. It is often times used with the asking 5 whys to isolate the most likely of the potential causes. This method helps ensure you are not correcting symptom but actual problem.

Answer 163

B) Pareto Chart Explanation: A Pareto chart is a type of histogram used to rank causes of problems in a hierarchical format. Uses 80/20 rule to help determine the most frequent defects, complaints, or other factors that affect quality. Demonstrates the frequency of occurrence. Analyzes data sets related to a specific problem or issue but does not define the root cause of a problem.

Answer 164

D) The project is behind of schedule and under budget. Explanation: A negative Schedule Variance (SV) indicates a project is behind schedule. A Cost Performance Index (CPI) greater than 1.0 indicates a project is under budget.

Answer 165

B) Meet with the product owner and team to reprioritize the backlog, so that it does not impact other teams or obligations. Explanation: The Product Owner and the team should prioritize the tasks they know will or might impact other teams.

Answer 166

B) Daily standups Explanation: The Daily Stand-up is an opportunity for team members to say what was done yesterday, what they are doing today, and what impediments are keeping them from meeting the iteration goals.

Answer 167

C) Check with the technical resource manager to see if there is an available technical resource. Explanation: The Project Manager should first confirm with the technical resource manager whether a resource is available.

Answer 168

B) Discuss the situation with the team member, and work with them to identify a workable solution. Explanation: Adding a new resource - No - This is premature and will most likely take longer than attempting to rectify the situation. Discuss with team member - Yes - A Project Manager also has the ability to be a coach. Servant Leadership encourages listening and serving, and therefore it may be possible to compromise with the team member. Work quickly - This does not address the situation and is in direct contradiction to the coaching role of a Project Manager. Getting new resource from functional manager - No - This does not address the situation directly and offsets blame to a third party.

Answer 169

C) Avoid adding to team distraction by fixing the issue independently. Explanation: In an Agile approach, the Project Manager should work to protect the team against impediments around building the product. This question addresses administrative work that doesn't require technical knowledge and should be handled by the PM.

Answer 170

C) A risk register identifies risks to the project (positive and negative), their impact and the planned risk response. The issue log is focused on the present events that are having a negative effect on the project, and it documents the workaround created for the issue. Explanation: Risks can be positive and negative events that may impact the project and are tracked in the risk register. Issues are ALWAYS negative and if not addressed may affect the project.

Answer 171

A) Issues should be a regular topic of every status meeting, with the goal to keep the number of open issues to a manageable number. Explanation: Issues should be a regular topic of every status meeting, with the goal to keep the number of open issues to a manageable number. Don’t hesitate to escalate an issue to the project sponsor if it begins to have a major effect on the project.

Answer 172

D) Refer to the risk register to see if the quality issue was an identified risk. Explanation: Risks can become issues but not all issues are risks. In this instance, before creating a workaround it is a good idea to review the risk register to see if the risk was identified and a planned risk response was documented. If the issue was not on the risk register then after logging the issue, you would create a workaround. Checking the risk register first will ensure the planned response is utilized instead of a new workaround.

Answer 173

D) Setting up a project dashboard Explanation: Setting up a project dashboard is generally a task that is done at the beginning of a project, not at the end of a phase. A lessons learned review, archiving project documents, and updating the project charter are all appropriate actions to take when closing a project phase.

Answer 174

D) Completing the final budget report Explanation: While completing the final budget report is an important step in project management, it is not necessary for the closure of a phase. The other three options - conducting a final review, updating the project schedule, and requesting approval to move on to the next phase - are all necessary steps in the project management closure process.

Answer 175

A) Conduct a post-project review to identify successes and areas for improvement Explanation: The next step in the project closure process is to conduct a post-project review to identify any successes and areas for improvement. This review will help to inform future projects and ensure that any lessons learned are properly documented. Only after the review is complete should the final report be generated, and the project handed over to the client. Planning for the next phase should also be put on hold until the closure process is fully completed.

Answer 176

A) Conduct a final review of the project to ensure all deliverables have been met Explanation: It is important to conduct a final review of the project to ensure that all deliverables have been met before proceeding with any other closure activities. This will help ensure that the project has been successful, and that the client is satisfied with the results. Only after this review is complete should you proceed with communicating the closure to stakeholders, obtaining final sign-off from the client, and updating the project documentation.

Answer 177

C) Review and document the final deliverables and project results. Explanation: During the project closure phase, it is important to review and document the final deliverables and project results. This helps to ensure that the client is satisfied with the work that has been completed and that all aspects of the contract have been fulfilled.

Answer 178

D) Request a final report from the sub-contractor and review their work before closing out the contract Explanation: As the project manager, it is your responsibility to ensure that the sub-contractor has completed their work to the agreed upon terms and that all necessary documents and reports have been submitted. This includes requesting a final report and reviewing their work before closing out the contract.

Answer 179

C) Identify specific areas for improvement and create actionable steps for the future Explanation: The purpose of a retrospective is to identify and address areas for improvement in order to improve future projects. Blaming team members or ignoring negative feedback will not help the team grow and improve. It is important to acknowledge both the positive and negative aspects of the project in order to identify opportunities for growth and improvement.

Answer 180

D) Throughout the project in both predictive, iterative, and agile life cycles Explanation: Lessons Learned are collected as they are learned in predictive projects, and documented on the Lessons Learned Register, they become part of organizational knowledge base once inputted into the Lessons Learned Repository. For agile and hybrid projects incremental improvement is encouraged and done during the ceremony called the Retrospective.

Answer 181

B) The project manager forgot to include the responsibility assignment matrix which shows the involvement of team members for different tasks and events. Explanation: Part of the resource management plan includes a responsibility assignment matrix (RAM). A common version is called a RACI that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.

Answer 182

B) Schedule time to chat with the new resource to assess their skills and understand their strength level. Explanation: A project manager should not take action by just listening to other member’s feedback. He should talk to the new member to find out about his strength and make some evaluation later.

Answer 183

C) The current schedule performance index of the project because it is a measure of how efficient the project has been with their time to date. Explanation: Because this is a negotiation of a new project, there has been no work performed. All other items are considerations that could be discussed as part of the project.

Answer 184

C) It enables the organization to focus on core competencies. Explanation: Outsourcing allows a business to focus on their core competencies.

Answer 185

D) Modify the project schedule to account for the training delay. Explanation: If training is needed the project schedule needs to account for the training requirements to ensure that the project can move forward.

Answer 186

D) Throughout the project Explanation: The transfer of explicit and tacit knowledge should continuously take place throughout a project. It is key to provide an environment of trust and experimentation so knowledge can be gained and shared with the team to improve the outcomes of projects.

Answer 187

A) Beliefs, experiences, and insights Explanation: Tacit knowledge is not something that can be quantified exactly, it is a qualitative item that is shared by individuals and organizations to improve understanding for the overall success of teams, organizations and projects' performance.

Answer 188

B) Individual, project, and organization Explanation: Individual * Each team member needs to know how to perform their work * Research * Collaborate with team members * Examine project’s or organization’s knowledge repository Project * Focus on achieving the goals of the current project. * Solicits knowledge about other projects that can be applied to the current project. * Project Management Office (PMO) is an excellent source of knowledge, as it exists for the purpose of defining and maintaining standards for project management within an organization. Organization * Focus on managing programs or portfolios. * The program manager or portfolio manager seeks info mation from peers who manage other programs or portfolios, to adapt this knowledge to their specific need.

Answer 189

D) At the beginning of the project Explanation: The lessons learned register is created at the beginning of a project and updated with lessons learned throughout the project.

Answer 190

B) Project manager Explanation: The project manager is responsible for ensuring that knowledge learned on a project is transferred to the organization and team so they can improve and continue to be competitive.

Answer 191

A) Firm Fixed Price

Answer 192

F) Cost Plus Fixed Fee

Answer 193

B) Cost Plus Incentive Fee

Answer 194

E) Time & Materials

Answer 195

C) Fixed Price with Economic Price Adjustment

Answer 196

D) Fixed Price Incentive Fee

Answer 197

A) Artifact Management System

Answer 198

E) Project Artifact

Answer 199

B) Configuration Management System

Answer 200

C) Version Control

Answer 201

C) Version Control

Answer 202

Living, Changes

Answer 203

B) Release Plan D) Sprint Backlog E) Product Backlog

Answer 204

A) An artifact is any document related to the management of the project. Explanation: A project artifact is any document related to the management of the project. The project team will create and maintain many artifacts during the life of the project, to allow reconstruction of the history of the project and to benefit other projects. Artifacts are normally living documents, and are formally updated to reflect changes in project requirements and scope.

Answer 205

B) Configuration Management Plan Explanation: The Configuration Management Plan is the component of the PM Plan that specifies how artifact versions will be tracked for changes

Answer 206

A) Iterative Explanation: Projects where learning and correction is expected to eventually get to the ideal solution should use an iterative lifecycle.

Answer 207

C) Incremental Explanation: In projects where deliveries will be frequent and the customers or business is wanting or expecting to see outputs or partial outputs early and often, you should use an incremental project lifecycle.

Answer 208

A) Adaptive/Agile Explanation: In projects where the environment is complex and change is expected, but inexpensive, you should use an adaptive/agile method to control the project.

Answer 209

B) Lessons learned E) Earned Value Management (EVM) F) Risk identification and analysis H) Stakeholder identification

Answer 210

D) Predictive/Waterfall Explanation: This project is likely to have a well-defined scope at the beginning of the project. You will be able to plan the work early in the project and use the project plan to drive the project. You should use a predictive/waterfall methodology.

Answer 211

C) Reference and apply appropriate project governance to this point in the project lifecycle to determine if the project should be terminated or not. Explanation: Project governance framework should defined criteria and actions to apply at kill points. The PM's role is to ensure that governance is followed.

Answer 212

A) Keep the process transparent to the project stakeholders C) Select a group of experienced individuals to be responsible for all governance activities D) Choose the most appropriate goals and try to keep them simple E) Remember this will be an evolutionary process and we should take advantage of the lessons you we learn during it

Answer 213

D) Creation of mutually agreed to project success and deliverable acceptance criteria Explanation: The problem here is project success was not well defined in the governance framework

Answer 214

D) Overlapping Relationship Explanation: An overlapping relationship contains phases that start prior to the previous phase ending. This relationship increases the level of risk and may cause rework if something from the previous phase directly affects the next phase.

Answer 215

D) Immediately collaborate with the product owner, team leader, and client to determine the best approach to resolve the issue Explanation: This is clearly an agile project and changes to product functionality are expected. This does not require a scope change request as it is the normal flow of work in an agile project. The important thing in this question is that an issue exists that must be dealt with

Answer 216

A) Update the Issue Log and consider how to compress the schedule Explanation: While you may document the project variance, there is no need to submit a change request before determining how to compress the schedule

Answer 217

B) This is an issue that needs further clarification on severity before an optimal action can be determined Explanation: This is an issue and there is disagreement on the severity and impact to the project. This severity disagreement must be clarified as a first step in determining appropriate action

Answer 218

A) Response is called a "workaround". B) Will always be negative. D) Focused on the present.

Answer 219

C) Lessons learned should be collected by everyone throughout the project when it is fresh in their minds. Explanation: Lessons learned should be captured throughout the project by everyone involved in the project. It is not the role of one specific person. If you wait until the end of the project you will miss things and you will forget the details that make the lessons learned important for the organization’s knowledge base.

Answer 220

D) Alisha must create an atmosphere of trust so her engineer is motivated to share this information. This is tacit knowledge (know how) is very difficult to codify but very important too. Explanation: The engineer has tacit knowledge. Having a trusting environment and building that within her team is the best way to ensure the knowledge transfer gets done.

Answer 221

A) Tacit Knowledge Explanation: Tacit knowledge is knowledge based on beliefs, experiences and insights that are hard to articulate and share with others.

Answer 222

B) Lessons Learned Register Explanation: The Lessons Learned Register records knowledge gained during a project so that it can be used in the current project and entered into the lessons learned repository.

Answer 223

B) Have your team members collaborate with the new team member to fill in the knowledge gap. C) Have the new member research the topic to gain more knowledge before the next iteration. E) Have the new member examine the project’s and organization’s knowledge repository.

Answer 224

B) Follow the communication management plan for conveying knowledge to stakeholders. Explanation: The Communications Management Plan is the component of the Project Management Plan that describes how, when and by whom information about the project will be administered and disseminated.

PMP Study Questions Flashcards

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