PMP Wrong Questions Flashcards

Question

A team member in a hybrid organization informs the project manager of a new way to execute an activity with a shorter duration. The project manager has not used the new process before, but a trusted team member explains that their previous experience with the process validates the efficacy of the new process. Which two actions should the project manager take? (Choose two). A.Involve the team member's functional manager. B.Postpone the decision until the next sprint. C.Update the work breakdown structure (WBS). D.Assess the impact of adopting the new process. E.Communicate the impact with key stakeholders.

Answer 1

Solution: D and E. Assess the impact of adopting the new process and Communicate the impact with key stakeholders. The project manager should assess the impacts of implementing the new process and communicate the findings with key stakeholders. Assessment will help identify the opportunities and threats of implementing the new process. It is necessary that the project manager communicates the results of the analysis with key stakeholders. The other answer choices are incorrect. They may occur after the impact is assessed and the stakeholders are made aware. Involving the functional manager may not be necessary at this stage. Postponing the decision is not efficient, the project manager should assess the impact first because the new process may help execute an activity with a shorter duration, which would benefit the project. Updating the WBS is not necessary at this time because no decision has been made at this point.

Answer 2

Solution: C. Confirm the terms of the team member's contract to close their participation appropriately. The first step the project manager should take to ensure a smooth transition and minimize any disruption to the project. It is important to understand the terms of the contract, such as the notice period and any outstanding deliverables, to determine the appropriate course of action. The other answer choices are incorrect because they are not the first step the project manager should take. Modifying the contract at this point is not practical and may not be legally viable. Determining the affected packages and ensuring resources is important, but it should come after understanding the contractual obligations. Checking the contingency reserve for new resources can be a later step, but first, the project manager needs to understand the scope of the situation.

Answer 3

Solution: D. Work with the legal department and other applicable departments to review the processes that support the project delivery. As a servant leader, the project manager should work with the legal department and other applicable departments to review the processes that support the project delivery. This will help ensure that the legal requirements are met while also minimizing delays to the delivery schedule. The project manager's role as a servant leader is to facilitate collaboration and communication between different departments and stakeholders to ensure project success. The other answer choices are incorrect. Advising senior management would be a time-consuming and complex initiative that may not directly solve the issue. Continuing with organizational procedures and ignoring the issue is not proactive, will not resolve the issue, and could negatively impact the project. Informing the customer and asking them to discuss this with the organization's leadership transfers the responsibility for the issue to the customer and is inappropriate. The project manager must facilitate and remove obstacles, not other stakeholders.

Answer 4

Solution: A. Conduct a session to update the existing social agreement on how the team will work collaboratively. When new team members join an existing team, a new team is created. The project manager should conduct a session to update the existing social agreement on how the new team will work collaboratively. Setting the ground rules of the new team is a key factor and the role of the project manger in facilitating the participation of everybody to reach an agreement. The other answer choices are incorrect because they do not suggest updating the current social agreement to accommodate the new team members.

Answer 5

Solution: B. Benefits management plan The project manager should review the benefits management plan with the stakeholder as it is the best document to describe how and when the benefits will be delivered and the outcome's impact on the organization.

Answer 6

Solution: C. Facilitate the negotiation of the acceptance criteria between the customer and vendor. The best course of action for the project manager in this situation is to facilitate the negotiation of the acceptance criteria between the customer and vendor. This is because it is the most collaborative and consensus-building approach. It also allows the project manager to ensure that the rework is done in a way that meets the needs of both the customer and the vendor. The other answer choices are incorrect and are less effective. Asking the customer to permit rework as the vendor has unique knowledge of the product is a good idea, but it is important to get the customer's agreement before proceeding with the rework. Finalizing the new DoD with the customer and making the vendor bear the cost of rework could be good if the vendor is not willing to rework the deliverables at no penalty. However, it is important to be mindful of the cost of rework and the impact it will have on the project schedule. Directing the vendor to rework the deliverable since they did not meet the requirements is the most direct approach, but it could damage the relationship between the customer and vendor. Additionally, it is important to make sure that the vendor is willing and able to rework the deliverables to the customer's satisfaction.

Answer 7

Solution: C. Ask the team to re-assess their effort estimates in the iteration planning session. The team learns from previous iterations how to do things better. The actions to address any shortcomings are taken as part of the next planning session. The next action should be to assess whether the team now has sufficient experience to perform the tasks within the planned timeframe for the next iteration. The other answer choices are incorrect. The options to seek additional training and reprioritize the product backlog may not affect the team's ability to complete in the next iteration. The option to ask the sponsor to approve delayed timelines is also unnecessary if the team assesses that it now has the necessary experience to complete the next iteration within schedule.

Answer 8

Solution: A. Present a detailed analysis of the market, business plan given by the product owner, and risk management plan to investors. The project manager should present a detailed analysis of the market, business plan, and risk management plan to investors will provide the information necessary for investors to make a choice in whether to invest. The other answer choices are incorrect. Cost-benefit analysis is only part of the information needed to make an educated decision on whether to invest. Presenting a risk analysis and management plan is only part of the information needed to make an educated decision on whether to invest. Stakeholder involvement may or may not ensure continued investment in the product.

Answer 9

Solution: C. Plan an iteration directly after AI processing to analyze and prioritize the development goals. By planning an iteration immediately following the AI processing, the project team can analyze the results, prioritize the development goals based on the findings, and focus the remaining budget on the most valuable tasks. The other options are incorrect. Limiting the specification iterations to 50% of the overall project duration does not directly address the issue of maximizing the business value within the remaining budget. Additionally, it might not be feasible given the unpredictable nature of AI processing times. Limiting the AI processing to 25% of the overall project budget might not be feasible or beneficial. AI processing is a crucial part of the project, and it's unpredictable by nature, constraining it could lead to sub-optimal results. Planning the specification work as a predictive task with a fixed duration doesn't account for the unpredictability of the AI processing, and it may not necessarily maximize the business value of the remaining budget. This approach might not align well with the nature of innovative projects, which often need to be flexible and adaptive.

Answer 10

Solution: B. Assessed the internal and external regulatory environments. At the beginning of the project, understand the regulatory requirements based on the type of project and the industry will allow the team to include tasks in the plan geared to meeting the requirements, ensure enough resources are allocated to addressing the requirements and reducing the amount of rework that would result from not doing the assessment.

Answer 11

Solution: A. Ensure that the product meets the standards and requirements in Region X and plan future iterations to address the noncompliance with the standards in the other regions. An agile approach refines work items and delivers them frequently. It also assures controlling quality to comply with the requirements throughout the project. In the case of non-compliance, the project manager should plan iterations to implement other requirements and standards. The project manager should prioritize ensuring that the product meets the standards and requirements of the region where it will be launched first. Once the product is launched in Region X, the project manager can then plan future iterations to meet the standards and requirements of the other regions. This approach allows the project manager to respond to the competition threat while also ensuring that the product meets the needs of all of the target markets. The other options are incorrect because are not the most realistic and feasible solutions. Documenting this as noncompliance in the quality management plan is incorrect because it does not address the fact that the product does not meet the standards and requirements of two of the other regions. The project manager needs to take action to modify the product to meet those standards. Re-planning all iterations is incorrect because it is not feasible to re-plan all of the iterations to meet all three regions' standards within the scope of the work. This would require a significant amount of rework and could delay the launch of the product. Connecting with customers is incorrect because it does not resolve the issue of the product not meeting the standards and requirements of two of the other regions. The project manager needs to take action to modify the product to meet those standards.

Answer 12

Solution: B. Conduct procurement performance reviews on a regular basis with all contracted vendors to ensure that products and services are all delivered or will be delivered on time and as per the agreed-upon contract. By conducting procurement performance reviews on a regular basis, the project manager can proactively identify and address any potential issues with vendor performance. This will help to ensure that the project meets its procurement objectives and that the products are delivered on time and meet the quality requirements. The other answer choices are incorrect because they are not enough to ensure that the products meet the quality requirements and are delivered on time, and the project manager needs to monitor vendor performance to identify and address any potential problems.

Answer 13

Solution: B. Review the training requirements with the team member. By reviewing the specific skills and knowledge needed for the assigned tasks, the project manager can identify any gaps and develop a plan to address them. This could involve providing additional training, mentoring, or shadowing opportunities. The other answer choices are not as effective. Review each required task with the team member when it starts: While this approach could provide the team member with some initial guidance, it does not address the underlying lack of preparation. Without proper training or support, the team member may struggle to perform the tasks efficiently and effectively. Escalate the issue to the resource's functional manager for resolution: While the functional manager may be able to provide some assistance, it is ultimately the project manager's responsibility to ensure that their team members are prepared to perform their assigned tasks. This includes identifying and addressing any training needs. Ensure training is built into the resource management plan: While this is a good long-term solution, it does not address the immediate issue of the unprepared team member. The project manager needs to take action now to ensure the team member can contribute to the project.

Answer 14

Solution: B. Schedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information. By scheduling a meeting with the stakeholder, the project manager can take a proactive approach to addressing the issue of inaccurate reporting. The meeting will provide an opportunity to identify the root cause of the problem, discuss potential solutions, and develop a plan to improve the accuracy of the stakeholder's reporting. This will help to ensure that the steering committee has the information it needs to make informed decisions and that the project is able to stay on track. The other answer choices are not as effective. Update the communications management plan to ensure that the stakeholder receives the necessary information: While this is a good long-term strategy, it will not address the immediate issue of the stakeholder providing inaccurate information. The project manager needs to first determine why the stakeholder is providing inaccurate information and then take steps to correct the situation. Send regular updates to the steering committee to keep them informed about the project: While this is important, it will not address the issue of the stakeholder providing inaccurate information. The project manager needs to ensure that the stakeholder is providing accurate information, not just that the steering committee is receiving accurate information. Escalate the issue and request that all reports be preapproved before they are sent to the steering committee: This is an extreme measure that should only be taken if all other options have been exhausted. Preapproving all reports will slow down the communication process and may not prevent the stakeholder from providing inaccurate information.

Answer 15

Solution: B. Identify the cause of the morale issue. The new project manager should first gather additional information to identify the root cause of the low morale issue. Hence this option is the correct answer. The other answer choices are incorrect. Increasing the supervisor's level of authority or modifying the role of the supervisor in the project or speaking with the supervisor and updating the project issue log will not improve the senior supervisor's morale.

Answer 16

Solution: A. Use a RACI chart to facilitate team task accountability. A RACI (responsible, accountable, consult, and inform) chart shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. The other answer choices are incorrect. A Gantt chart shows schedules without assigning responsibility; the sponsors should not need to be consulted if a RACI is in place and agreed; and the WBS does not include the decision-making authority.

Answer 17

Solution: B. Estimate the duration of each project task. Estimating task duration helps ensure the project is completed on time, within budget, and to the satisfaction of stakeholders. By estimating task durations accurately, project managers can provide stakeholders with a realistic timeline for project completion. This helps manage stakeholder expectations and reduces the likelihood of disappointment or frustration. It also helps to identify potential roadblocks and dependencies. The other answer choices are incorrect. Confirming stakeholder delivery expectations is not an effective or reliable way to estimate project duration. An industry benchmark is a standard or reference point often used to compare an organization's performance to that of its peers or competitors. A detailed release plan provides a false sense of predictability to stakeholders and requires significant effort to maintain later in the life cycle as the situation evolves. A high-level release plan is more appropriate for complex projects.

Answer 18

Solution: D. Engage the steering committee and escalate the issue. The project manager should engage the steering committee and escalate the issue. This is the best way to ensure that the project can proceed without being delayed or derailed by the increased cost of the services. The steering committee may be able to provide additional funding for the project or may be able to help the project manager find ways to reduce the cost of the services. The other answer choices are not as effective. Restarting the procurement process and selecting a new vendor is a drastic measure that should only be taken as a last resort. It is likely to delay the project and may not result in a lower cost. Reviewing the contract type that will be awarded to the vendor is not enough to address the issue of the increased cost of the services. Proceeding with the best offer as per the procurement process is not a good idea, as it will likely result in the project exceeding its budget.

Answer 19

Solution: B. Ensured that updated project information is always accessible to all stakeholders It is imperative that stakeholders have updated project information that is accessible. This transparency is necessary to ensure all involved are well aligned about the product outcome. The other answer choices are incorrect. Waiting for the stakeholders to be present or to approve, or meeting with them individually does not avoid disagreement and may cause unnecessary delays.

Answer 20

Solution: D. Track progress toward each benefit, based on the benefits management plan. In order to ensure that the intended value is being delivered or on track to be delivered, the project manager should track progress toward each benefit, based on the benefits management plan. The other answer choices are incorrect because they do not mention the benefits management plan. The benefits must be identified and measurements put in place to track progress towards the benefits.

Answer 21

Solution: C. Keep delivering iterations of the solution and show the benefit increments to the leadership team. As the team is transitioning to a hybrid predictive-agile environment, the project team will use new metrics that matter to the management team. Metrics for agile projects often provide a historical track record so project teams can use such data for improved forecasts and decision making. In the agile environment delivering business value is the responsibility of the project team, who will collaboratively produce the benefit incrementally.

Answer 22

Solution: A. Work with the vendor to understand the alternatives. The project manager should take ownership of the impediment and work with the vendor to find solutions or alternatives. The project manager can work with the vendor to identify potential alternatives that could mitigate the delay. The project manager also needs to understand the full scope and impact of the delay. The other answer choices are incorrect because before taking action, the project manager should have a thorough understanding of the issue and possible paths forward. Reviewing and updating a release date without assessing the delay and having an accurate release date is not good practice. Escalation may be necessary, but the project manager should gain insight into the issue and potential resolutions beforehand. There is also not typically a functional manager in an agile environment. The team cannot make decisions or find a solution without involving the vendor.

Answer 23

Solution: C. Remove a few items from the current sprint after getting the approval of the product owner. Removing a few items from the current sprint, with the approval of the product owner, is the most appropriate action in this situation. It allows the team to focus on completing the most critical and valuable tasks within the sprint's original time frame. The other options are incorrect because they are not as suitable for this scenario. Knowledge transfer takes time and may not be feasible given the sudden and unexpected nature of the team member's absence. Knowledge transfer is a good practice in general, but it may not be the most appropriate action for this specific situation. Adding a temporary resource to the team is not the most practical option and may not be efficient or cost-effective for such a short duration, and it could disrupt the team's workflow. Changing the sprint duration disrupts the sprint planning and review process and can lead to various issues, including reduced predictability and potential scope creep.

Answer 24

Solution: A. Qualitative risk analysis. Qualitative risk analysis evaluates the importance of each risk in order to categorize and prioritize individual risks for further attention Qualitative risk analysis is the consideration of a range of characteristics such as the probability of occurrence, degree of impact on the objectives, manageability, timing of possible impacts, relationships with other risks, and common causes or effects. The other options are incorrect because they are not the best way to evaluate the importance of each risk identified by the team. Quantitative risk analysis is incorrect because it examines the combined effect of identified risks on the desired outcome. A Monte Carlo risk analysis is a technique that computes or iterates the project cost or project schedule many times using input values, selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates. Expert judgment may be used for risk analysis, but it is not a primary technique used to evaluate the importance of individual risks. Expert judgment may be subject to biases and may only offer a limited perspective. Therefore, the correct answer is qualitative risk analysis.

Answer 25

Solution: B. Collaborate with the stakeholder and submit a change request to the Change Control Board (CCB). When a stakeholder requests a change that impacts the project's scope and schedule, it's essential to collaborate with the stakeholder to fully understand the nature and implications of the change. Following that, submitting a formal change request to the Change Control Board (CCB) is the proper approach. The CCB is responsible for evaluating changes and making informed decisions about their approval or rejection. By submitting a change request, the project manager can ensure that the impact of the change is assessed and that the stakeholders are informed of the potential consequences. The other options are incorrect because they do not address the fundamental need to properly evaluate and manage the requested change through a formal process. Advising the stakeholder that the request was not part of the exit criteria is not enough, as the legislation requires the additional deliverable. Escalating the issue to the sponsor may not be necessary, as the CCB is already empowered to approve changes. The sponsor's involvement should come after a thorough assessment and formal change request submission. Adding the new risk to the risk register and monitoring it is not enough, as it does not address the need to approve the change request. Treating this situation solely as a risk may not be sufficient to manage the change effectively.

Answer 26

Solution: D. Arrange a virtual team kickoff meeting with the stakeholders. A virtual team kickoff meeting allows the project manager to engage with all stakeholders, regardless of their location or vacation schedule. This ensures that all stakeholders receive the same information and have an opportunity to ask questions. Additionally, virtual team kickoff meetings can be recorded and shared with stakeholders who are unable to attend live. The other answer choices are incorrect. Holding the kickoff meeting with only some stakeholders present can lead to a lack of alignment and understanding among stakeholders. Additionally, updating stakeholders who were not present can be time-consuming and may not be as effective as providing them with the information in person. Postponing the kickoff meeting can delay the start of the project and may not be feasible if the project has a tight deadline. While one-on-one sessions with stakeholders can be helpful for gathering input and addressing concerns, they do not provide the same level of engagement and interaction as a group meeting.

Answer 27

Solution: A. Ask the product owner to create a user story for the next sprint. A crucial feature is missing, so the appropriate action is to work with the product owner to capture it as a user story and prioritize it for inclusion in the next sprint. By creating a user story for the missing feature, the product owner can prioritize it in the backlog and ensure that it is developed and delivered quickly and efficiently. The other options are incorrect because they are not as effective. Meeting with the project team to reevaluate the product roadmap may not be necessary and should not be the most immediate action to address the missing feature. The product roadmap is typically not reevaluated in response to a single missing feature. Drafting a project termination report and documenting the lessons learned is premature. It would only be necessary if the project could not be completed successfully. Continuing delivery and updating the DoD does not address the missing feature. Continuing with the delivery without addressing the missing feature could lead to non-compliance and other issues. While updating the DoD is important for future sprints, it doesn't immediately address the issue at hand.

Answer 28

Solution: B. Conduct a workshop with the project steering committee to review the new regulation and find a resolution. The project manager needs to work with the project steering committee to find a resolution and ensure compliance with the new regulation The other answer choices are incorrect. Proceeding without addressing the new regulation will result in non-compliance upon project completion. The project manager should not ask for new funds or leverage the contingency reserve without getting the approval of the change control board.

Answer 29

Solution: B. Included the transition plan as a deliverable in the project closing process. By including the transition plan as a deliverable in the project closing process, the project manager can proactively prevent the issue of ongoing business operations and ensure that the project is successfully handed over to the business operations team. This will help to free up the project manager's time so that they can focus on other projects. The other answer choices are not as effective. While a revision to the organizational structure may be a necessary step in setting up a new business function, it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement. A RACI chart is a useful tool for clarifying roles and responsibilities, but it does not address the specific issue of handing over the project to the business operations team. The project manager needs to develop a transition plan that specifically outlines the steps for handing over the project. The recruitment process may be a necessary step in setting up a new business function, but it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement.

Answer 30

Solution: A. A hybrid life cycle including a prioritized product backlog approved by the sponsor A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Considering that the project is complex and will need to go through multiple stages, the team is unable to predict when tasks will occur, or their duration, but the project needs to be completed by a fixed due date, the project manager would best be advised to choose a hybrid approach that would include working with the project sponsor to prioritize the functionalities or deliverables in the backlog. The other answer choices are incorrect. A predictive life cycle is incorrect because it is a development approach in which the project scope, time, and cost are determined in the early phases of the life cycle. A predictive life cycle should be applied to projects with a clearly defined scope, which is not the case here. An agile life cycle is incorrect because it should be applied to projects with unknown scope/timeline, such as proof of concepts (POC) or technology projects. In addition "detailed schedule in agreement with all business units" is not yet possible. An iterative life cycle is a small chuck or interaction of the agile methodology. In addition, as stated in the there is no information on task durations, and the budget cannot be estimated/approved by the sponsor at this point.

Answer 31

Solution: C. Flexibility and predictability Flexibility and predictability are the most important things in the organization's culture for the project manager to determine the appropriate hybrid approach. When assessing organizational culture to determine a new hybrid approach for a project, the project manager should consider balancing flexibility and predictability. The other answer choices are incorrect. Exploration and stability may be helpful, but it does not directly address the need for balancing flexibility and predictability. Speed and traditional models may be helpful, but it does not directly address the need for balancing flexibility and predictability. Disruption and conformity may be important factors to consider, but they do not directly address the need for balancing flexibility and predictability.

Answer 32

Solution: A. Closely monitor these stakeholders Stakeholders who have no interest or influence in the project may not be actively involved in the project, but they may still be affected by the project's outcome. It is important to keep these stakeholders informed of the project's progress and address any concerns. By closely monitoring these stakeholders, the project manager can ensure that they are not negatively impacted by the project and that they are aware of the project's progress. The other answer choices are incorrect. Highly encouraging these stakeholders is not necessary because they are not interested in the project, so they are unlikely to be persuaded to become more involved. Attentively focusing on these stakeholders is not necessary because they are not influential, so they do not need to be given a lot of attention. Visibly harnessing these stakeholders is not necessary. These stakeholders are not interested in the project, so they are unlikely to be willing to help the project succeed.

Answer 33

Solution: C. Negotiate for the resource's availability The project manager should negotiate for the resource's availability first. The project manager should explain to the project sponsor the impact of the customer's request on the project and the need to have the specialist available to make the change. The project sponsor may be able to negotiate with the other project manager to have the specialist temporarily assigned to the current project. The other answers are incorrect. If the project sponsor is unable to get the specialist's availability, then the project manager can request a new resource from HR. The project manager should not tell the customer that the new change is not possible without first trying to negotiate for the resource's availability or requesting a new resource from HR.

Answer 34

Solution: D. Share a draft copy of the Resource Breakdown Structure (RBS) with the sponsor. The RBS is a document that outlines the project's resources, including the types of resources, the quantities of resources, and the costs of resources. The RBS visualizes how resources are allocated across employees and teams at every stage of the project. This information would be more relevant to the sponsor's request than the BES, WBS, and WBS dictionary for reviewing the early resource estimates. The other answer choices are incorrect. WBS Dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. Work Breakdown Structure (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. Statement of work (SOW) is the all-encompassing scope to be carried out by the project team to accomplish the project objectives.

Answer 35

Solution: B. Crashing If the scope increases without increasing the schedule, the crashing technique achieves compression by adding more resources.

Answer 36

Solution: A, C and E. Cost, Schedule and Quality planning Data gathering techniques that can be used but are not limited: Brainstorming Interviews Focus groups Questionnaires and surveys Benchmarking

Answer 37

Solution: C. Adapt and tailor existing assets. The project team will need to tailor existing assets to meet the project’s needs. The team should take advantage of the organization’s existing assets, when appropriate, rather than procuring new ones. The most effective strategy, in general, is to use existing assets that are already in use within the organization. Procuring new assets isn't the best strategy, and building a WBS and signing off come after.

Answer 38

Solution: B. Add it to the issue log and include it in the project report PMBoK Sixth Edition in chapter 4 states,: "4.3.3.3 ISSUE LOG Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked. Data on issues may include: Issue type, Who raised the issue and when, Description, Priority, Who is assigned to the issue, Target resolution date, Status, and Final solution. The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is created for the first time as an output of this process, although issues may happen at any time during the project. The issue log is updated as a result of the monitoring and control activities throughout the project's life cycle" The question identifies that there can be delays in the project schedule as planned due to delivery issues. Therefore, the correct procedure for the project manager is to record the issue in the Issue Log. The Distractors are correctly written and are valid distractions

Answer 39

Solution: A. Recommend that the team include risky stories in early iterations rather than later ones Risk management should be iterative in agile projects. Any risk items or stories that are identified as higher risks should be addressed earlier by adding them in appropriate sprints rather than to wait for the risks to hit the project. The other answer choices are incorrect. Focusing on low risk stories will leave out the high risk stories that should be prioritized; the team, not the product owner, should determine the stories; Pareto analysis is not the right tool to use.

Answer 40

Solution: C. Developed communications plan. By developing a communications plan, the project manager can ensure that the stakeholders are kept informed of the project's progress and that they have a way to communicate their concerns. This can help to avoid the situation where stakeholders are complaining and declining meetings. The other options are incorrect. Creating the project charter is a good idea, but it is not the most important thing to do in this situation. The project manager needs to address the issue of stakeholder communication first. Conducting a kick-off meeting is a good way to communicate with stakeholders, but it is not enough on its own. The project manager needs to have a plan for ongoing communication with stakeholders. Distributing a RACI matrix is a tool that can be used to clarify the roles and responsibilities of the stakeholders. However, it is not a substitute for a comprehensive communications plan.

Answer 41

Solution: C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies The Project Manager should take this opportunity to mentor the Product owner on the role of the team[Product Owner being a part of the team] in Agile projects, which appears to have been missed earlier. Hence this is the correct answer. The team is not concerned with the budgetary aspects in Agile projects. Hence the remaining options are incorrect.

Answer 42

Solution: D. Implement communication channels to announce task completion. In this situation, the project manager has a directive behavioral orientation and is task-oriented and results-driven. Directive orientation is characterized by a focus on results, a willingness to take charge, and a preference for clear and concise communication. These qualities are essential for a project manager who is responsible for ensuring that a complex project with a tight deadline is completed successfully. The other answer choices are incorrect. Building rapport and relationships is aligned with affiliation orientation, motivating team members is aligned with achievement orientation, and influencing and controlling team members is aligned with power orientation.

Answer 43

Solution: B. Qualitative Risk Analysis The choices list four processes within Risk Management. They are done in the order of 1) Plan Risk Management, 2) Identify Risks, 3) Qualitative Risk Analysis, 4) Quantitative Risk Analysis. Qualitative Risk Analysis prioritizes identified risks by assessing their probability and impact, and is relatively simple, compared to Quantitative Risk Analysis. Quantitative analysis uses mathematical models to calculate risk responses, and can be time consuming and expensive. Therefore, only the highest priority risks are advanced to quantitative analysis.

Answer 44

Solution: A. Risk register PMBoK Sixth Edition Chapter 4 and 11 states: " 11.2.3.1 RISK REGISTER The risk register captures details of identified individual project risks. The results of Perform Qualitative Risk Analysis, Plan Risk Responses, Implement Risk Responses, and Monitor Risks are recorded in the risk register as those processes are conducted throughout the project. The risk register may contain limited or extensive risk information depending on project variables such as size and complexity. On completion of the Identify Risks process, the content of the risk register may include but is not limited to: List of identified risks. Each individual project risk is given a unique identifier in the risk register. Identified risks are described in as much detail as required to ensure unambiguous understanding. A structured risk statement may be used to distinguish risks from their cause(s) and their effect(s). Potential risk owners. Where a potential risk owner has been identified during the Identify Risks process, the risk owner is recorded in the risk register. This will be confirmed during the Perform Qualitative Risk Analysis process. List of potential risk responses. Where a potential risk response has been identified during the Identify Risks process, it is recorded in the risk register. This will be confirmed during the Plan Risk Responses process. Additional data may be recorded for each identified risk, depending on the risk register format specified in the risk management plan. This may include: a short risk title, risk category, current risk status, one or more causes, one or more effects on objectives, risk triggers (events or conditions that indicate that a risk is about to occur), WBS reference of affected activities, and timing information (when was the risk identified, when might the risk occur, when might it no longer be relevant, and what is the deadline for taking action). 4.4.3.1 LESSONS LEARNED REGISTER The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register is created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured. At the end of a project or phase, the information is transferred to an organizational process asset called a lessons learned repository" Therefore, the correct answer is: "Risk Register", because that is where all the risks related to the project should be recorded. The Distractors are correctly worded and accepted This question and rationale were developed in reference to:

Answer 45

Solution: B. Expectancy theory Expectancy theory proposes that employees are motivated when they are given assignments they feel confident they can achieve, when they value the compensation you offer and when they believe you will compensate them as promised. The aim of need achievement theory is to explain why certain individuals are more motivated to achieve than others. Maslow's hierarchy of needs is a theory of motivation which states that five categories of human needs dictate an individual's behavior. Those needs are physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs. The contingency theory emphasizes the importance of both the leader's personality and the situation in which that leader operates.

Answer 46

Solution: A. Honesty Honesty is a leadership quality that a project manager must possess. Project managers must report the realities of the project and should be transparent. Aggression and power are to forceful, and servant leadership is more for agile practices.

Answer 47

Solution: D. Inform the customer and management immediately, launch an investigation, update the risk register, and take action based on the outcome The correct answer is to inform the customer and management immediately, launch an investigation, update the risk register, and take action based on the outcome. Risk management is everyone's job. Without an investigation, it may be difficult to accurately identify where the failures were, who is responsible, how to respond, and how to prevent this from happening again. Choosing not to inform the customer and management is inappropriate because all risk owners and risk action owners must be briefed on any changes that may affect their responsibilities. Updating the risk register is imperative as this is an incident that may be repeated and may trigger corrective actions to avoid a repeat. There are a lot of unknowns here that rule out the other options. Risk responses should be appropriate for the significance of the risk, cost-effective in meeting the challenge, realistic within the project context, agreed upon by all parties involved, and owned by a responsible person. Projects that are performed under contract may have contract terms that specify how these types of situations should be handled. Requesting that the team member purchase the replacement is incorrect because there should be an investigation before making that decision. Further, the project manager is the custodian of the assets, so the team member may not be considered financially responsible at all. We do not know if there is an insurance policy associated with the asset or the extent of coverage, so that is not necessarily an option.

Answer 48

Solution: C. Advise management to purchase insurance coverage to transfer the risk and include it in the budget. Transferring a risk involves shifting ownership of a threat to a third party to manage the risk and to bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking on the threat. Transfer can be achieved by a range of actions including, but not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Agreements may be used to transfer ownership and liability for specified risks to another party. Transferring the risk is a preferable strategy for average risk threshold takers. Increasing the quote for this project may lead to not getting this project, especially when the bidding process is attractive for the vendor/supplier with an average risk threshold. Avoiding the risk solely based on penalty charges is incorrect because the project can't be eliminated, especially when it is attractive for the vendor/supplier with an average risk threshold. Recording the penalty charge as a risk in the risk register alone is not going to help.

Answer 49

Solution: B. Risk identification Tools like checklists, brainstorming, SWOT analysis, and assumption analysis, are used to identify risks. The other options are incorrect because they do not typically use the tools listed. Risk sharing is a risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit of that opportunity. Risk analysis involves the activities related to defining the characteristics of a risk and the degree to which it can impact objectives. Risk enhancement is a risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity.

Answer 50

Solution: A. All identified risks The correct answer is all identified risks. Risk management allows organizations and teams to increase the predictability of outcomes, both qualitatively and quantitatively. The project manager should assess and categorize all possible risks. Project team members should proactively identify risks throughout the project to avoid or minimize the impacts of threats and trigger or maximize the impacts of opportunities. Both threats and opportunities have a set of possible response strategies that can be planned for implementation should the risk occur. The remaining options are incorrect because failing to assess and categorize all risks leaves the team unprepared and vulnerable.

Answer 51

Solution: A. Secondary risk A secondary risk can be defined as a risk created by the response to another risk. In other words, the secondary risk is a consequence of dealing with the original risk.

Answer 52

Solution: D. None of the above

Answer 53

Solution: C. It is suitable to conduct a risk management plan before preparing the risk register The risk management plan may be developed as part of the project kick-off meeting, or a specific planning meeting may be held. Attendees may include the project manager, project team members, key stakeholders, or other team members who are responsible for the risk management process for the project. Others outside the organization may also be invited, as needed, including customers, sellers, and regulators. A skilled facilitator can help participants remain focused on the task, agree on key aspects of the risk approach, identify and overcome sources of bias, and resolve any disagreements that may arise. Additionally, as part of the risk plan, monitoring the risk process should be conducted periodically to ensure that the risk plan and risk register are properly updated. The other options are incorrect. It is not a matter of having the right template to secure updated registers. Project managers should comply with the risk plan to have an updated risk register, and reviewing it periodically is part of the monitoring risk process. Reactive actions do not guarantee to avoid the problem again.

Answer 54

Solution: C. The Delphi technique The correct answer is the Delphi technique. The Delphi technique uses facilitated anonymous polling to identify risks. The facilitator gathers the initial poll responses and circulates them without attribution to the entire group. The group members may then revise their contributions based on those of others. The process often generates a consensus after a few iterations. This makes it an appropriate method to use when participants can’t meet in one place, like the team members in 6 different countries. The other answers are incorrect because they are not risk identification techniques, they are risk analysis techniques. Monte Carlo analysis is a quantitative risk analysis technique that computes or iterates the project cost or project schedule many times using input values, selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project costs or completion dates. Decision tree analysis is a quantitative risk analysis technique used to determine partial and global probabilities of occurrence An affinity diagram is a qualitative risk analysis technique used to organize specific ideas or factors that contribute to a risk. It helps to sort risks by similarities or generic risk categories.

Answer 55

Solution: D. Review the scope management plan to determine how new functionality requests are to be accommodated The scope management plan documents how the project and product scope will be deﬁned, validated, and controlled. The key benefit of this document is that it provides guidance and direction on how scope will be managed throughout the project. The other choices are incorrect, as they have nothing to do with handling NEW changes to project scope.

Answer 56

Solution: B. Work with the stakeholder and the product owner to try and find alignment but support the product owner as they are ultimately responsible for the product "Work with the stakeholders..." (Correct option) On agile projects, teams are empowered to make decisions. It is important to support the team through the process. In Agile, a product owner is responsible for refining and prioritizing the items in the back log. "Review the positives..." This option is not correct because the product owner must be involved to resolve the issue and assist with the decision. "Schedule a meeting..." A Pareto chart is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. Reviewing Pareto chart is not going to help us in this scenario "Empower the project team..." The project team would not prioritize the items in the back log.

Answer 57

Solution: B. Empowered team members to self-organize specific tasks to meet the objectives. For agile projects, rather than a project manager prioritizing, selecting, and sequencing work, they should ensure that higher-level objectives are explained and the team members are empowered to self-organize specific tasks as a group to best meet those objectives. This leads to the creation of practical plans with high levels of buy-in from the team members. The other answer choices are incorrect. The project manager does not prioritize work or select and sequence the work. The agile team prioritizes work after the product manager has decided on a Minimum Viable Product (MVP). Working with the team to understand expectations does not address prioritizing work.

Answer 58

Solution: A. Invoke the project's change management procedure "Invoke the..." (Correct option). Any changes to baseline requirements must be done using the change management procedure. "Re-estimating..." this option is not the first option that is followed. "Validation..." this option forms part of the change management procedure. "Root..." This is not a problem therefore there is no need for RCA.

Answer 59

Solution: A. Mentor the team about how to use the project iteration board "Mentor the team..." (Correct option). The project iteration board shows the project's status. All project members should know how the iteration board can assist in their tasks. "Assign a project team..."This approach does not assist the individual team members to learn how to find the project status on their own. "Coach the team..."The project backlog report is generally used for stakeholder communication whereas the project iteration board is used by the team. "Establish a process..." Establishing a new process when existing best practice processes exist will confuse the team.

Answer 60

Solution: C. Update the project plan to allow the project team to focus on the project deliverables The project manager should look at resolving any impediments, such as updating the project plan manually, and protecting the team in needing to be engaged in project deliverables. Assigning a team member to update the project plan will take them away from their other project tasks. Implementing a new project management application is a whole separate project. The project manager may inform the PMO and ask for the issue to be resolved but the main priority is to get the plan updated and keep the project team focused.

Answer 61

Solution: D. Close this project and request a new project from the project sponsor "Close this project...(Correct option)"Since there have been issues in the past and major scope changes are anticipated, its better to close this project and charter a new project. "Change the earned value management..." Changing the performance measurement technique will not affect the project performance and there is no issue with the adopted performance measurement technique i.e.; Earned Value Management. "Change the contract..." Change the contract is incorrect as the changes are yet to be evaluated and finalized. "Negotiate scope changes..." with stakeholders is incorrect as it will not rectify the issues that have occurred in the past and may lead to stakeholders disengagement.

Answer 62

Solution: B. A better understanding of team members' priorities would create a common language that would foster cooperation The question is asking how meeting with the team will enable the project manager to facilitate better teamwork. "A better..." is the correct answer as it speaks to how, with a developing better understanding from where each of the team members is coming from helps to develop a shared vision and enhance teamwork "An official team..." is an approach to improve project performance, however, the question is asking about factors that will enable the project manager to facilitate better teamwork. "Understanding each team..." may be an appropriate course of action to define necessary training, however that does not answer the question. "By developing..." may help the team to gain confidence, however does not answer the question

Answer 63

Solution: A. Implement the change as approved "Implement the change..." (Correct option). This is the only viable option as in approving the change the CCB board would have taken all possible implications into consideration. The other options are incorrect as only a portion of the question is answered.

Answer 64

Solution: D. Meet with the change control board (CCB) to review change requests The correct answer is "Meet...". If there are critical business requirements that failed to be included, a change request must be submitted to begin the process of review to see if they need to be. "Interview..." is not valid because, interviewing team that conducted requirements analysis is not going to help in this scenario "Modify..." is not valid because, requirements management plan can't be changed just like that and publish it to the stakeholder without CCB review and approval. "Schedule..." is not valid because, meeting a project sponsor and report the end user's concern is not going to help address the current situation without bringing to the notice of CCB

Answer 65

Solution: D. Establish formal change approval processes to guide teams to deliver essential features first Having formal change approval processes is the best way to ensure compliance with the project plan and minimize scope creep. The key benefit of this process is that the scope baseline is maintained throughout the project and any changes are formally recognized along with impact on the budget and schedule. The other answer choices are incorrect because they do not minimize the chances of scope creep. Controlling scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.

Answer 66

Solution: C. Request a risk audit Periodic risk audits help to identify the strengths and weaknesses in handling risks. This entails identifying any barriers to the effectiveness of the risk management process. Risk audits evaluate whether or not the risk management rules are being carried out as specified and whether or not they are adequate. These audits can help to determine whether or not the process is still relevant and is being used effectively. The other options are incorrect because they do not address the core issue. Transferring the risks may not be appropriate and does not solve any process-based issues or weaknesses. Updating the risk register is not applicable at this stage because it has not yet been determined why the project seems to be in trouble. Risk analysis defines the characteristics of a risk and the degree to which it can impact objectives. In this case, there is no clear indication as to why the project appears to be in trouble, so risk analysis is not an effective way to identify the weaknesses of the risk management process.

Answer 67

Solution: C. Conducted a Monte Carlo analysis which will determine potential outcomes and responses Variability risks are uncertainties about the characteristics of a planned event to a decision. The number of errors found during testing may be higher or lower than expected, this is a variability risk. They can't be identified and managed because they are non-event-related. The project manager can use a Monte Carlo analysis, with the range of variation as probability distributions, and actions to reduce the impact of this risk on the outcome. Since variability risks cannot be identified and managed, they would not have a mitigation strategy, or be in the risk register. Since the project is completed and the deliverables met the parameters, there is no need to understand the testing methods further.

Answer 68

Solution: A. Hospital radiology team The project manager should consult with the hospital radiology team to obtain their insights and expertise regarding the implementation of the magnetic resonance units. They can provide valuable input on the specific requirements, technical aspects, and potential challenges involved in the implementation process. By involving the radiology team, the project manager can gather realistic information and identify opportunities for reducing the implementation time without compromising the quality or safety of the project. The other answer choices are incorrect. In this scenario, the project team, project sponsor, and hospital procurement officer may not have all the relevant information to reduce the implementation time for the magnetic resonance units.

Answer 69

Solution: A. Meet with the project sponsor to discuss and develop a revised project plan. The most important thing for the project manager to do is meet with the project sponsor to discuss the situation and develop a revised project plan. The project manager should be transparent with the project sponsor about the team's progress and challenges. The project manager should also work with the project sponsor to develop a revised plan that is realistic and achievable. The other answer choices are incorrect as they are last-resort options. Requesting a project deadline extension, using the forcing method, and escalating the issue to the functional manager should be a last resort. The project manager should work with the project sponsor to develop a revised plan and motivate the team before escalating the issue.

Answer 70

Solution: B. Setup meetings with the team members to discuss the project’s status and risks. An understanding of agile and it's marriage to risk is important to effectively get an overview from the entire team of the risks a project will face. Project manager should understand the project status and risks first from the team members. This is the right choice scheduling meeting with stake holders is the second step after understanding the project status and risk Conducting pareto analysis is the fourth step after understanding the project status and deliverables Without understanding project status, it is difficult to understand the risk register

Answer 71

Solution: C. Meet with the scrum master to discuss what occurred and how it has affected productivity. The scrum master's role is to remove obstacles and impediments from the team. In this case, the stakeholder approaching a team member is interfering with the team. The scrum master should talk with the stakeholder to understand their concerns and ensure they know the correct process for handling disputes with the team. The choices relating to the team member communicating directly with the stakeholder are not likely to be productive, as the question indicates that there already is a conflict between them that needs to be addressed by a third party. Requesting reassignment to a different project does not address the underlying problem.

Answer 72

Solution: A, C and D. Managing risks, Escalating impediments and Coaching on global continual improvement. The Release Train Engineer is a Program Level role who facilitates program level processes and execution, drives continuous development, manages risks and escalates impediments The following can be done by Project Manager as well: Managing Risk Escalating impediments Coaching on global continual improvement.

Answer 73

Solution: B. One of the competitors announced the imminent release of a new version of their product. The competitor launch does not prohibit the team from doing work and does not impact team velocity. Thus, it would not be considered an impediment.

Answer 74

Solution: A. Project vision The Project Vision describes why the project is initiated, and any change would change all other parameters. The other listed parameters are more likely to change than Project Vision.

Answer 75

Solution: A. Review the project vision. The Project Vision describes the overall purpose of the project and potentially its key benefits. Project objectives without a vision may describe the desired end result and time frame, but they do not form an underlying meaning for the work. Sharing a common project vision and having the same understanding about tracking the progress towards this vision is one of the key factors in the success of a project and team.

Answer 76

Solution: B and C. Help establish cooperation and trust and Let the team decide and evolve their roles and responsibilities. In Agile, the team is "self-organized" so the project manager should build trust and let individuals get comfortable taking responsibility in their roles in a virtual setting instead of providing directions, as suggested in answer choice A. Neglecting face time and check-ins will reduce communication and negatively impact the project.

Answer 77

Solution: D. Ask team members to find a way to complete the missing developer's work in this iteration. The best choice is to find a way to complete the absent developer's work as originally scheduled (in this iteration) by relying on other team members. The other choices involve waiting for the developer to return from leave, and while they are possible, nothing in the question states that other team members do not have the skills to fill in and maintain the project schedule as much as possible.

Answer 78

Solution: D. Review the task progress with the team and decide the course of action The project manager is responsible for timely delivery, if task not completed on time, it can be reviewed and rescheduled after impact analysis on whole project. The team may already have made some progress, or have plans in place to finish the task. The PM should understand the progress and then decide course of action. Other team members may not have the correct skills for the task, and asking them to help may jeopardize other tasks. There is no need to talk to the team member privately. The PM can check the dependency, priority, and impact to the project, after they understand the current progress and plan for the delayed task.

Answer 79

Solution: C. Discuss with the project team to reduce the use of support resources by the project. Resource sharing is one of the key approaches to optimize costs. To manage the project budget, the project manager should discuss with the project team to reduce the use of support resources by the project. The other answer choices are incorrect. These options are more for a predictive approach. A change review board is not common practice in agile; the project is not plan driven so there is no cost constraint.

Answer 80

Solution: D. Oversee a single document registry and change control system that both teams use. Document control is an important part of project change control. A single document registry will ensure that there is version control and all the documents are accessible to all the stakeholders from a single repository. The project manager should oversee a single document registry and change control system that both teams use. The other answer choices are incorrect. Multiple document registry systems will cause inconsistency, confusion, and delays. It is not the sponsor's role to maintain a document registry.

Answer 81

Solution: A. Demonstrate support for the team by discussing their goals and beliefs. The primary goal of a project manager in relation to the project team is to ensure that the team has the time and resources to do their job and to remove any barriers they may encounter. By standing up for the team's beliefs the project manager is demonstrating their support for the team. Breaking the remaining work into smaller task, dividing the tasks and asking the team to prioritize the task will not solve the frustration the team members are facing. Discussing with team's concerns with the functional manager may not help to resolve the motivation of the team members to focus and complete the remainder of the project.

Answer 82

Solution: C. Norming Following the conflict of the storming phase, the team learns to work more effectively in the norming phase, including resolving conflicts. Norming is the correct choice. Norming is the stage at which the project team starts to function as a collective body. At this point, project team members know their places on the team and how they relate to and interface with all the other members. They are starting to work together. There might be some challenges as work progresses, but these issues are resolved quickly, and the project team moves into action. Effective team conflict resolution skills are not present in the forming and storming stages. They are well developed in the performing stage, but the question asks at which stage they begin to arise. The other options are incorrect. The forming stage is when the project team first comes together. Members get to know each other’s names, position on the project team, skill sets, and other pertinent background information. This might occur in the kickoff meeting. During the storming stage, project team members jockey for positions on the team. This phase is where people’s personalities, strengths, and weaknesses start to come out. There might be some conflict or struggle as people figure out how to work together. Storming might go on for some time or pass relatively quickly. At the performing stage, the project team becomes operationally efficient. This is the mature project team stage. Project teams that have been together for a while are able to develop synergy. By working together, project team members accomplish more and produce a high-quality product.

Answer 83

Solution: A. Attend cultural sensitivity training to understand and respect cultural differences. When working with team members from different countries, it's crucial for a project manager to be culturally sensitive and aware. Cultural sensitivity training can help project managers understand and navigate the nuances of working with a multicultural team, promoting effective communication, collaboration, and respect for cultural differences. The other options are incorrect. Brushing up on language skills is incorrect because it may not be feasible or unilaterally effective. Effective communication involves more than just language; it also encompasses cultural nuances, customs, and non-verbal communication. Even if the project manager speaks the languages of all of their team members, it is still important to be aware of cultural differences in communication. In this scenario, the project manager is seeking to prepare themselves to manage a multinational project, which they have never done. Conducting team-building exercises should come after cultural sensitivity training, as it's important to first establish an understanding of cultural differences and build a foundation of respect and effective communication. Developing an awareness of local customs is always a good idea, but the project manager will be working with team members from different countries, learning local customs is not the most effective way for the project manager to understand and respect the different cultural backgrounds of their team members. Cultural sensitivity training offers a more comprehensive and structured approach to understanding and respecting different cultural backgrounds.

Answer 84

Solution: C. Meet with subject matter experts (SMEs) and the project sponsor to set expectations If a project timeline is not realistic, then the project manager needs to provide the proof to the sponsor so that a realistic expectation can be set. The SMEs can provide that information and allow the sponsor to decide on a course of action. The Change Control Board evaluates and approves additions or deletions of scope. A written request for additional resources and negotiating a new timeline could be an approach, but not the first thing one would do.

Answer 85

Solution: D. Work to identify and align performance indicators with the deliverable. In order to measure the successful delivery and completion of any initiative, it is critical to determine the performance indicators beforehand. The Project Manager can ensure project success by identifying & aligning the performance indicators with the deliverable. Implementing a detailed communications management plan is incorrect as that is not the issue. Also, the stakeholder continues to receive communications. A project manager would not escalate to the project sponsor. All of the stakeholders do not attend the daily standups.

Answer 86

Solution: C. Integrate skills development activities. When a project manager needs to assign new resources to an existing project team, it is important to integrate skills development activities into the project execution phase. This will help to ensure that all team members have the skills and knowledge they need to do their jobs effectively and meet project requirements on time. A highly skilled and capable team is more likely to work effectively and meet project requirements on time. Skills development activities ensure that team members are equipped to handle their roles and responsibilities competently. The other options are incorrect because they are not the most immediate actions to ensure the team's effectiveness during the execution phase of the project. Creating accessible library services is incorrect because it does not directly address the team's skills and capabilities and does not ensure effectiveness in the execution phase. Conducting brainstorming sessions is incorrect because they are not directly related to skills development or ensuring the team's effectiveness. Monitoring team cohesiveness is important for assessing team dynamics and collaboration, but it is not a proactive way to ensure the team works effectively and meets project requirements on time. The project manager should focus on helping the new resources integrate into the team and develop the skills they need.

Answer 87

Solution: B. Review the contract terms and the Procurement Management Plan. The procurement management plan describes how a project team will acquire goods and services from outside of the performing organization. The contract's terms and conditions will specify how changes will be handled. Thus, the contract and Procurement Management Plan will define how to proceed, and should be reviewed first. The other answer choices are incorrect because the contract terms must be followed and therefore must come first.

Answer 88

Solution: A. Update the issue log and notify the other stakeholders. The FIRST thing the PM needs to do is to capture this as an issue and communicate this to the other stakeholders. Until then, no action can or should be taken. This question and rationale were developed in reference to:

Answer 89

Solution: B. Initiate integrated change control process. The product not meeting project scope is a "Risk" that needs to be managed. This is managed through Integrated Change Control Process. Project scope may change to include this particular scenario after the CCP is initiated. There is no baseline review nor renegotiation with the customer until after the CCP is initiated.

Answer 90

Solution: C. Meet with the project team to identify if further agile methodologies training is necessary. It is important for the project manager to meet with the team and analyze the issue before proceeding. This will help identify gaps in training to ensure user story due dates are met. Then, the project manager and team members can review the time allotted to iterations and sprints, adjusting them as needed. Working with the sponsor to push delivery dates will be unnecessary when the issue is resolved and a reward system may not work for a team with differing preferences.

Answer 91

Solution: A. 1-2-3-4 The critical path refers to the longest sequence of dependent tasks that must be completed on time for the entire project to finish on schedule. Since there are no external dependencies between Path A and Path B, analyze their individual durations. Path A: Tasks 1-2-3-4 (all with a duration of 5 days each) has a total duration of 20 days (5 days/task * 4 tasks = 20). Path B: Tasks 5-6-7 (durations of 3, 7, and 2 days respectively) has a total duration of 12 days (3 days + 7 days + 2 days = 12). Because Path A has a longer total duration (20 days) compared to Path B (12 days), it represents the critical path for this project. The other answer choices are incorrect. The combination of both paths is not necessary since the paths are independent, thus there's no dependency between tasks 1-2-3-4 and 5-6-7, nor tasks 1-2 and 6-7.

Answer 92

Solution: B. Conduct an analysis of how incorporating agile methodologies will impact the project. The project should first conduct an analysis of how incorporating agile methodologies will impact the project requirement before making other changes to the approach. Using budget reserves to add vendors is not the correct action for this scenario. The Project Manager should do the due diligence on why the project should be changed to agile before presenting the request to the PMO and project sponsor. The Project Manager shouldn't be implementing the request and training the project team on agile methodologies without first getting approval from the stakeholder.

Answer 93

Solution: A. Hold a session with the stakeholders explaining the business value of prioritization, mindset, accountability, and improved quality. The project manager is responsible for educating and engaging the stakeholders. The project manager should hold a session with the stakeholders explaining the business value of prioritization, agile mindset, accountability, and improved quality. The other answer choices are incorrect. Conducting a cost benefit analysis may not show results in favor of the agile approach; inviting stakeholders to instill understanding of the benefits of agile is not the objective of a backlog grooming session; holding a session shows more dedication to the stakeholders as opposed to sending a video lesson link.

Answer 94

Solution: A. Measurable objectives of critical success factors The project sponsor is generally responsible for the development of the business case for the project. That person would be the logical source of the objectives for project success. Detailed deliverable requirements, WBS, and performance management baseline are all lower level documents that the project manager should develop based on the criteria provided by the sponsor.

Answer 95

Solution: A. Ideation 2.0 Ideation 2.0 is about using new approaches to ideate solutions to the problems you encounter in your daily routine, helping you to design collaboratively while keeping in mind the necessary outputs to inform the initial prototype. The other answer choices are incorrect because they are not designed to address problems that are encountered on a daily basis.

Answer 96

Solution: D. Projects are used to develop and modify products, processes, or services. Business value is added by projects to develop new products or modify existing products, processes, or services. Projects should deliver unique features, and do not deliver day-to-day activities.

Answer 97

Solution: B. Hybrid Hybrid is correct as the team needs to adopt the hybrid approach as their projects require agile benefits such as being more customer centric, responding faster to change as well as predictive benefits of clear stages and documents. Hence a blend is recommended in this instance. Agile is incorrect as the defined stages with specific documents are required in order to meet industry regulatory standards. Predictive is incorrect as the project requires frequent requirement changes, incremental and iterative changes whereas predictive methodology is applied when when the scope of work and requirements for the project are clear and justify the detailed upfront planning. Waterfall is incorrect as the waterfall project management is a sequential, linear process of project management whereas this project requires frequent requirement changes, incremental and iterative changes

Answer 98

Solution: D. Steering committee Steering committee is the correct answer. The project steering committee has authority for decisions at the organizational level, including assigning the project sponsor and approving starting or stopping a project. Other options are not correct per the explanation provided about the steering committee.

Answer 99

Solution: A. Escalate the project risk to a higher level. If there are potential conflicts between strategic goals and the portfolio of work, then the risk is escalated to the proper level of management. The project benefits haven't changed, there is no indication yet that a contingency plan is needed, and there would be nothing to substantiate a change request.

Answer 100

Solution: C. Record, prioritize, publish, address and communicate The correct order is record, prioritize, publish, address, and communicate. Process Description Record The Daily Standup Meeting is the best time to document impediments in the Impediments Log as each team member reveals them. After the brief meeting, the Scrum Master will gather additional information so that the impediments can be prioritized. Prioritize Impediments should be prioritized based on their levels of importance and in relation to those on that are already on the log. Publish The Impediments Log should be made visible to everyone and posted for all to view. Address The Scrum Master should address the highest priority impediments from the log and ensure that it is removed so that the team can continue to reach the Sprint’s objective. Communicate When the impediment is removed, this information should be communicated to the involved parties and the Impediments Log is updated.

Answer 101

Solution: C. Support the team’s choices and project decisions. The best way for the project manager to proceed is to support the project team’s choices and allow them to assume control of project decisions. The project team has successfully made important decisions for previous projects, and they are comfortable with the hybrid approach. They are also familiar with the project plan, so they are well-positioned to make decisions that are aligned with the project's goals and objectives. The other answer choices are incorrect. The project manager taking control of the decision-making process would be a top-down approach that could stifle innovation and creativity. Providing the team with a detailed process would be rigid and could prevent the team from adapting to changes in the project's scope or requirements. Training the team members on decision-making would not be enough to ensure that the project team is successful.

Answer 102

Solution: A. Work closely with the marketing team to promote the product and adapt to market changes. The best answer is Work closely with the marketing team to promote the product and adapt to market changes. This is because the stakeholders have identified market adaptation as one of the key factors for success. The project manager can work with the marketing team to develop a marketing plan that will reach the target market and adapt the plan as needed to respond to changes in the market. The other answer choices are also important, but they are not as critical as market adaptation. Ensure that the project has sufficient budget and resources to address any challenges is important, but the project manager can still work with the marketing team to develop a marketing plan even if the budget is limited. Be actively involved in the project by monitoring progress, making necessary changes, and capturing data is also important, but the project manager can still do this even if they are not invited to all standups. Invite the stakeholders to attend all standups to ensure they are actively involved in the project’s success is important, but it is not as important as market adaptation.

Answer 103

Solution: C. Use a hybrid approach and showcase each successful completion of each module. Waterfall Plan – Agile Execution many organizations seek the security of waterfall planning and a more deliberate approach to project initiation while also seeking the agility and opportunities for incremental and rapid value realization that exist with agile execution. These organizations recognize that there is value in planning, but that the plans themselves are less valuable and, in most projects, will change. They therefore embrace change by executing their planned projects using agile tactics. This is a fixed time and cost project with a clear scope. The PM needs to use the hybrid approach to provide the customer with details of completion ofeach module The customer wants to monitor the progress regularly NOT receive daily status reports nor wants to analyze the completion of each successful story

Answer 104

Solution: A. Develop a proof of concept plan to assess the feasibility and impact of the change and present it to the project sponsor. Predictive projects typically have a fixed scope, schedule, and budget. Changing any of these elements can have a significant impact on the project. Predictive projects may use proof-of-concept developments to explore options. A proof of concept is a small-scale experiment that can be used to test the feasibility of a proposed change. It ensures that any alterations to the project align with its objectives, scope, and timeline. Presenting the plan to the project sponsor for approval maintains proper project governance and change control processes. The other options are not suitable responses. Immediately authorizing the change without evaluating it can lead to unforeseen issues and could disrupt the project's ongoing execution. Telling the functional manager that changes are not permitted during the execution phase is overly restrictive and does not align with effective project management. The project manager should be willing to work with the functional manager to find a solution that meets the needs of the project and the environment. Change requests should be accompanied by an evaluation of any new risks that are introduced due to the addition to or change in scope. The project manager should work with the change control board and the change requestor to guide change requests through the change control process.

Answer 105

Solution: B. Update the risk register. The first action to take is to update the risk register. The project manager is perceiving a risk that project performance may deteriorate in the future, and will record it in the register, potentially with a response plan. There is no indication that team member performance reviews are warranted, nor that project processes need to be reviewed in the management plan. The stakeholders may or may not need to be notified, but even if they are, the risk register would be updated first.

Answer 106

Solution: C. Theory Y Theory Y is the correct answer. Theory Y assumes that the team members want to contribute and reinforces team motivation by seeking input and assistance to obtain the best results. Theory X believe that the team members dislike their work and have little motivation, and an authoritarian style of management should be implemented. Theory Q and Theory T are distractors. There is no Theory Q or T.

Answer 107

Solution: B. To assess the conformance and non-conformance cost during the life of this product. Cost of Quality (COQ) helps identify and quantify the financial impact of quality-related activities throughout the project lifecycle. In this scenario, estimating COQ provides valuable insights to identify savings. The other answer choices are incorrect. While COQ might inform future prevention strategies, the primary focus is analyzing costs associated with the current product. COQ analysis helps understand both prevention and appraisal costs, but cost minimization isn't the sole objective. It's about finding the optimal balance. COQ analysis considers all quality costs throughout the product lifecycle, not just project execution.

Answer 108

Solution: C. Meet with the project sponsor to understand the project's purpose and high level requirements. The first steps in initiating a project are to understand the goal, the requirements and to create a charter. So meeting the project sponsor to understand the project's purpose and high level requirements is the first step. If the requirements and goal of the project are not yet known, the skill set of resources is not known, so it is too early to meet with functional managers or with stakeholders. The requirements documentation and charter must be completed before a requirements management plan can be drafted.

Answer 109

Solution: D. Meet with the team to ensure they understand that attendance at status meetings is required. Meet with the Team is the correct answer. It speaks to the setting of expectations and communication with the project team members. By being open and transparent, the PM ensures the message has been clarified with the team members. Reassign and document options may be steps the PM may take if the behavior continues after the expectations have been clarified with the team Encourage contradicts what the PM is observing and needing to communicate to the team.

Answer 110

Solution: A. Issue log The issue log should be updated. This document helps the project manager track and manage issues throughout the project lifecycle, ensuring that they are investigated and resolved. In this case, the project has new information on an issue that should be captured on the issue log. The risk management plan is not correct, as it specifies how a project manages risk, and does not list identified risks or their response plans. The assumption log contains details about the assumptions and limitations that could affect the project. The stakeholder register records identified stakeholders and their expectations from the project. Nothing in the question indicates that changes to these documents is necessary.

Answer 111

Solution: D. Identified the risks early and developed a mitigation plan. The project manager should have created a mitigation plan and identified risks like the loss of key team members. The other answer choices are incorrect. Replacing the key member may not be possible, or it may be time-consuming to find a replacement. Reassigning the key member's tasks to other team members may not be feasible, as it can add workload and stress to team members, potentially impacting overall productivity and efficiency. Motivating the team may not be enough to overcome the loss of a key team member and ensure milestones are met.

Answer 112

Solution: C. Work closely with the project team to develop and clearly define the project vision. The project manager should work closely with the project team to develop and clearly define the project vision. This will help to ensure that everyone on the team understands and agrees to the project goals. The project manager should also work with the project team to define a DoD for each backlog item. This will help to ensure that everyone on the team is working towards the same goal and that the project delivers the expected results. The other answer choices are not as relevant or effective. Setting up a meeting with the project stakeholders to ensure the communication management plan is clearly defined is important but will not address the root cause of the problem, which is the vague project objective and no clear DoD. Ensuring the sponsor allows the project team to include the most technical resources to better ensure project success is important but it is not a guarantee of success. The project manager needs to make sure that the team has a clear understanding of the project goals and requirements. Working with the project stakeholders to ensure that the project charter and deliverables are clearly defined is not enough to ensure success. The project manager also needs to make sure that the team has a clear understanding of the project vision and DoD.

Answer 113

Solution: A. The focus shifts towards discussing issues instead of identifying ways to improve for future projects. In this scenario, the most likely outcome of the sponsor's directive is that the focus shifts toward discussing issues instead of identifying ways to improve future projects. Removing or reducing retrospectives can hinder the project team's ability to learn, adapt, and continuously improve its processes. The other answer choices are incorrect. One suggests that the removal or significant shortening of retrospectives would improve team processes based on specific project observations. reality, retrospectives are intended to reflect on the project as a whole and identify areas for improvement, not just based on specific project observations. While stakeholder observations are valuable, retrospectives primarily focus on internal team reflection and improvement. The time management plan itself is not directly dependent on retrospectives. Failing to update the time management plan would be a separate issue that should be addressed through effective project management practices, regardless of the presence or absence of retrospectives.

Answer 114

Solution: D. Set up a meeting with the product owner and the customer to discuss the criteria for an acceptable deliverable. To align the customer expectations with the upcoming deliveries the product owner should work with the customer to describe functional behavior as acceptance criteria (definition of Done).

Answer 115

Solution: A. Monitoring the budget throughout the project and demonstrating the value of the project to the company. Given the limited budget and unavailable additional funds, the primary focus for the project manager should be proactive monitoring, budget tracking, and communicating the value of the project. The other answer choices are incorrect. Expressing concerns about a budget increase is not the initial priority given the sponsor's clear statement about the budget. Removing deliverables might impact the project's scope and functionality, potentially compromising its success. Requesting funds from the next fiscal year contradicts the sponsor's statement and isn't a viable solution at this stage. It's essential to work within the approved budget and explore alternative solutions within the current fiscal year.

Answer 116

Solution: A. Question the expert privately about their reluctance or biases and insist on an inclusive attitude The project manager should understand the reason or root cause on why the expert resource is avoiding assignment before doing any disciplinary warning or other action to replace the expert resource.

Answer 117

Solution: D. Final report and project document updates When closing the project, the project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives. The project documents are updated accordingly. The other documents - SOW, Work Performance Report, Requirements Management Plan, Change Management Plan, Procurement Management Plan, Project Charter - are all deliverables earlier on the project and not during project closure.

Answer 118

Solution: A. Confirmed the effectiveness of the risk response and monitored progress Project work should be continuously monitored for new, changing, and outdated individual project risks and for changes in the level of overall project risk by applying the Monitor Risks process. The Monitor Risks process uses performance information generated during project execution to determine if the response was effective.

Answer 119

Solution: A. Review the project business case and the results of the feasibility study To ensure that the deliverables are realistic, the project manager needs to review the feasibility study and then evaluate the results. The objectives of the project will be determined in the business case, along with the feasibility study to determine the validity of the project. This may result in a go/no-do decision to initiate the project. None of the other choices will ensure this Meeting with the project sponsor or stakeholders will not be helpful before you know how feasible the project is. The risk register can be updated after the the validity of the project is determined.

Answer 120

Solution: B. Distribute the plan to the stakeholders for their review days before scheduling a meeting to obtain approvals. By sending the project management plan to the attendees in advance, the PM can ensure that the meeting is most productive. The other choices are incorrect as they do not address the two vital constraints for the project namely diversified project stakeholders and limited time to gain approval. Some choices even create a greater risk to the project.

Answer 121

Solution: C. Performed integrated change control procedures. The project manager should have performed integrated change control procedures to seek approval for the change to the equipment before purchasing it. This would have prevented the stakeholder's concern from arising in the first place. Integrated change control is the appropriate process to address changes to the project's scope, quality, or other parameters. Even if the change is small and appears to have no impact, small changes can have unintended consequences. In the context of predictive project management, it is especially important to follow a change process, even for small, low-impact changes. Evaluating the impact of the change, obtaining necessary approvals, and communicating the decision to stakeholders ensures that the change is managed in a structured and controlled manner. The other options are incorrect because they do not directly address the issue of preventing unauthorized changes. Updating the communications management plan does not effectively address the issue. If the project manager had adhered to the change control process, they would have obtained approval for the change from the appropriate stakeholders, including the stakeholder who is concerned about the cost. Sharing the results of a risk analysis is good practice, but does not address the stakeholder's concerns or replace the need for an integrated change control procedure. Performing regular equipment quality assessments is part of ongoing project execution, but doesn't replace the need for integrated change control when there's a change that impacts project parameters.

Answer 122

Solution: C. Deming's PDCA cycle Deming's PDCA cycle is the correct option. The other options are not used to understand change impact.

Answer 123

Solution: B. Evolves over time as people gain and lose influence Relationship network changes over time as the project progresses people lose or gain influence. Other options are incorrect as they are true in essence but are not the reason the Relationship network changes over time

Answer 124

Solution: B. Identify the source of the conflict between the stakeholders and address the issue. Projects operate in dynamic environments and face many mutually exclusive constraints including budget, scope, schedule, and quality, which can lead to conflicts. There are many potential sources of conflict regarding the prototype's capabilities, and without understanding the source of the conflict, the project manager cannot effectively resolve it. The project manager should seek to identify the source of the conflict, address the issue, and work to resolve it. Addressing conflict before it escalates beyond useful debate leads to better outcomes. The other answer choices are incorrect because without knowing the source of the conflict, it can't be known whether inviting the project sponsor to intervene or planning a brainstorming session will resolve the conflict. Generating a list of positives and negatives is not an effective way to address the situation. While understanding the impact of the conflict may be helpful, it is not as important as identifying the source of the conflict and working to resolve it. If it is not resolved, the impact will grow.

Answer 125

Solution: C. Resolve the issue independently so that team members do not become distracted A project manager's job is to remove impediments to team performance, therefore software deficiencies must be addressed at an administrative level and not at the team level. The other answer choices are incorrect. They are not valid because administrative resources, rather than team resources, will be used to address the issue.

Answer 126

Solution: B. Aid team members in prioritizing their personal tasks against the project's goals In the case that there is limited time, the team must prioritize the delivery-related tasks to get the product distributed on time. The project manager should handle this situation by aiding team members in prioritizing their personal tasks against the project's goals. The other answer choices do not lead to the desired outcome.

Answer 127

Solution: B. Meeting the mutual interests of all stakeholders. The project manager should focus on finding a solution that meets the needs of all stakeholders, even if it means making some compromises. This will help ensure the project's success and maintain good relationships with stakeholders. The other answer choices are incorrect. Meeting the personal interests of stakeholders is not always possible, and it may not be in the project's best interests. Preserving the relationships and rapport with stakeholders is important but not the most important thing. The project manager should focus on meeting the needs of stakeholders, even if it means some relationships are impacted. Pushing stakeholders to accept the project manager's viewpoint is not a good strategy. This will only alienate stakeholders and make it more difficult to reach a consensus.

Answer 128

Solution: C. Collaboratively review project objectives with the sponsor to agree on achievable plans and deliverables. Given the project's focus on agility, adaptability, and responsiveness to market trends, the project manager should establish clear and achievable goals. Collaboration with the sponsor ensures a shared understanding of priorities and market realities, alignment between project plans and expectations, and flexibility to adapt plans based on evolving market trends. The other answer choices are incorrect. Conducting periodic reviews might delay adaptation. Requesting more funding might be reactive rather than proactive and doesn't address the core need for flexibility. Creating a new business case implies starting over, potentially delaying the project, and neglecting existing plans.

Answer 129

Solution: A. Escalate the issue to senior management. The best way for a project manager to address an issue with a functional manager who is giving a team member a lower-priority assignment is to escalate the issue to senior management. This is the most direct and effective way to resolve the issue and ensure that the project team member has the time and resources they need to complete their project tasks. The other answer choices are not as effective. Communicating the importance of the project to the team is important, but it is unlikely to resolve the issue with the functional manager. Referring the functional manager to the project charter may help to clarify the project's priorities, but it is unlikely to change the functional manager's behavior. Requesting additional resources for your project may be necessary, but it is important to address the issue with the functional manager first. By escalating the issue to senior management, the project manager can help to ensure that the project team member has the support they need to complete their project tasks.

Answer 130

Solution: C. Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision. The project manager should proceed by conducting a survey among steering committee members to assess their individual project requirements for a consensus decision. The steering committee is there to provide direction and support for the project team and make decisions outside the project team’s authority. Since the project is overseen by a steering committee, it is necessary to have a consensus of the committee before proceeding. By surveying the steering committee the project manager can also identify potential conflicts, address concerns, and identify potential impacts associated with introducing the new equipment. The other answer choices are incorrect. Consensus has not been achieved therefore preparing a scope change request, providing a clear rationale for its exclusion, or escalating to the project sponsor is not appropriate at this time.

Answer 131

Solution: A. Perform a stakeholder analysis to determine the relative importance. Once stakeholders are identified, the project manager and the project team should seek to understand and analyze stakeholders. The new project manager should analyze aspects of each stakeholder’s position on and perspective of the project. Stakeholder analysis involves systematically gathering and analyzing quantitative and qualitative information about stakeholders to determine whose interests should be taken into account throughout the project. The other options are incorrect because they should come after performing a stakeholder analysis. Categorizing key stakeholders, updating the communications management plan, and prioritizing based on a register, all rely on the foundational insights gained through stakeholder analysis and should follow this initial analysis.

Answer 132

Solution: D. Conduct a satisfaction evaluation. Before implementing a solution, the project manager should further assess the problem and the source. There is no indication as to the source of the low morale and lack of efficiency. It could result from conflicts, unachievable expectations, low motivation, etc. Before implementing a strategy to address these issues, the project manager must identify the root cause. A survey can be used to assess the degree of satisfaction and help identify the sources. The other answer choices are incorrect. A skills assessment should have been performed before the team is formed and is not an effective way of managing this situation. Team building is incorrect because it may not fully address the situation. Teambuilding exercises may not address the source of the morale and efficiency issues. Removing roadblocks is incorrect because it is not clear that there are roadblocks in the execution of the project.

Answer 133

Solution: C. Ask the quality assurance engineer to assist the software developer as soon as possible. Asking the quality assurance engineer to assist the software developer as soon as possible can increase the chances of the sprint goal being achieved. To address this issue efficiently, it's crucial to provide timely assistance. By asking the quality assurance engineer to assist the software developer, the team can leverage the engineer's expertise in automation testing, leading to more efficient problem-solving and task completion. The other answer choices are incorrect in this context. Reassigning the work or rescheduling the automation testing may introduce delays or may cause possible resentment from the original developer feeling their responsibility is taken away. Training can be valuable but it takes time and may not guarantee immediate proficiency for complex tasks like automation testing. This could jeopardize the sprint goal. When there is time, the project manager should seek to provide the team members with training and development opportunities to help fill the knowledge gap.

Answer 134

Solution: A. Revisit the risk register and update the rating and response The project manager should first revisit the risk register and update the rating and response for the risk of the new regulation. The probability of the risk has now increased to 100%, as the regulation has been adopted. The impact of the risk may also have increased, as the project is now required to be compliant with the regulation. The other answer choices are not as relevant or effective. Updating the issue log and applying corrective action is not the first thing that the project manager should do. The project manager should first update the risk register to reflect the new information. Revising the project management plan may be necessary if the new regulation requires significant changes to the project scope. However, the project manager should first update the risk register to assess the impact of the new regulation on the project. Initiating a change request for the updated regulation may be necessary if the new regulation requires significant changes to the project scope. However, the project manager should first update the risk register to assess the impact of the new regulation on the project.

Answer 135

Solution: A and E. A. Identify the extent to which the complexity will impact the rest of the project. E. Prioritize the requirements and concentrate on the most important ones. Though complexity cannot be controlled, project teams can modify their activities to address impacts that occur as a result of complexity. In this scenario, the project manager should work to identify the impact of the complexity on the overall project and prioritize the requirements that the team can deliver. Additional impacts can cause serious implications down the road, so the project manager should assess the impacts of this issue. Prototypes are designed to obtain early feedback on the expected product before actually building it, so the project manager should prioritize the most important features in order to deliver the prototype. The issue is that the timeline is unattainable due to complexity, so delegating development activities, assigning additional resources, or The other options are incorrect. Delegating prototype development to a more experienced team member, assigning additional resources, or allocating additional funding to the development budget may not be possible and may not address the root cause of the issue.

Answer 136

Solution: B and C. B. Request that the product owner and stakeholders provide cross-functional team members. C. Get buy-in from the product owner and stakeholders for obtaining full-time team members. Dedicated team members are highly recommended in agile project development. The project manager should work with the product owner and stakeholders to communicate the importance of cross-functional and full-time team members. The other answer choices are incorrect. Telling members to log their time does not guarantee that the team member will prioritize their time effectively. Revisiting the resource log does not directly address the issue. If skilled resources are not fully dedicated to the project, it can still impact velocity and on-time completion. Deploying additional team members may not be feasible and could be counterproductive and may increase cycle durations and reduce velocity.

Answer 137

Solution: C. Update the risk register. The project manager should update the risk register next, upon learning about the major risk. The other answer choices are incorrect. Updating the product backlog is not the best option because it does not address the immediate risk. Updating the project charter is not the best option because the project charter is a high-level document that does not typically include details about risks. Updating the issue log should not be done before the project manager has updated the risk register.

Answer 138

Solution: B. Create an information radiator with the key takeaways from the training. Creating an information radiator with the key takeaways from the training is the most effective and time-sensitive solution. Information radiators, also known as big visible charts (BVCs), are visible, physical displays that provide information, enabling timely knowledge sharing. They are posted where people can easily see the information, allowing everyone to review key information at a glance and reinforcing learning. An information radiator provides a more visible and easily accessible solution, which is often preferred in agile contexts. The other options are incorrect because they are not the most reliable or efficient ways to address the team's concerns given the time constraints. Asking the team to partner with one another and share information may not be efficient and could lead to inconsistent information sharing and does not address the problem of information recall. The information each team member retained could be incomplete, incorrect, or misinterpreted. Reattending the training is not an optimal solution when the team is already behind schedule and can't afford to spend another full workday on training. This would further delay the completion of critical tasks and could negatively impact the project. While creating review notes might be helpful, an information radiator is a better solution in this agile environment. The main reason is that information radiators are always visible, making it easy for team members to quickly refer to the information when needed. Review notes might not be as readily accessible or visible.

Answer 139

Solution: C. Increase communication with the client and stakeholders as necessary to manage the issues and their impact. Issues impacting cost and schedule should be communicated as soon as they are identified, regardless of the stipulations of the communications plan. The project manager must adjust communications to ensure that the appropriate parties are appraised of the situation and can address the issues as soon as possible. This is especially important in this situation because many of the issues require immediate resolution before other interdependent issues can be addressed. The other options are incorrect. Recording the issue with the communications plan internally is not helpful because it does not resolve the issue. Further, if the information is recorded internally, the client will not be appraised of the situation. Maintaining only monthly communications with the client and internal stakeholders does not address the situation appropriately because the issues need to be resolved immediately. The client and stakeholders should be notified as soon as possible to ensure timely resolution of the issues. Revising the communications management plan and awaiting approval is incorrect because these issues require immediate attention, so timely communication should be the primary objective. While the communications management plan may ultimately require revision, it may not. Once the issues are resolved, the client and stakeholders may prefer to resume the monthly reporting.

Answer 140

Solution: A. Prioritize the most important features and clarify the vague requirements. When facing unclear requirements and the risk of not meeting the original deadline, it's important to prioritize the most critical or important features or aspects of the project. This approach allows the project manager to meet the original deadline to the greatest extent possible while also delivering the most important features. The other options are incorrect. Changing the scope of a project should be considered after other measures have been taken to address the issue. Escalating the issue to the steering committee should be a last resort when other options have been exhausted. Acquiring additional resources may not resolve the problem of unclear requirements, and it can also have budget and timeline implications.

Answer 141

Solution: B. The team should consist of generalists and specialists capable of adapting to changing requirements. An agile team is intended to work together and constantly improve. The organization should ensure that the agile team has an agreed mix of generalists and specialists for the duration of the project. This aligns with the agile philosophy of cross-functional teams and adaptability to evolving needs. The other answer choices are incorrect and do not align with the principles of agile development. Requesting for specialists only when required is inefficient and can lead to disruptions and delays. Customer involvement is important in agile, as it helps to ensure that the team is developing the right features and meeting the customer's needs.

Answer 142

Solution: C. Check the lessons learned database. The lessons learned register must be used to retrieve information from previous projects to help other projects during initiation. The project manager needs to check if this compatibility issue has happened before in other projects within the organization. The other answer choices are incorrect. Examining if there is an alternate solution should be the next step if the project manager does not find this issue in the lessons learned. The lessons learned database may have information regarding alternate solutions, what has been considered, what has been tried in the past, and other information that could provide insight and potentially save time by avoiding solutions that have already been disqualified. Escalating the issue to the technical infrastructure team is incorrect because the project manager cannot escalate any issue before assessing it first. Consulting the project sponsor about the issue is incorrect because the project manager should not consult the project sponsor for technical issues as a first option, even if the project sponsor has technical expertise.

Answer 143

Solution: D. Acceptance criteria on the user story The project manager should use the acceptance criteria on the user story to assess the stakeholder's suggestion. The acceptance criteria are the specific requirements that must be met for the product to be considered complete and acceptable to the stakeholder. They are typically defined in the user story, which is a short description of a feature or functionality that the product must have. The other answers are incorrect. The definition of done (DoD) and definition of ready (DoR) are also important artifacts, but they are more general in nature. The DoD defines the criteria that must be met for the product to be considered "done," while the DoR defines the criteria that must be met for the product to be considered "ready" to be worked on. The MVP description is not as relevant to this situation, as it is typically used to define the minimum set of features that must be included in the product in order to be considered viable

Answer 144

Solution: A, C, and D. A. Add a daily meeting to review project status and impediments. C. Add a daily or weekly project status report that includes dependencies. D. Adapt a project status report to include missing information. These are the three best choices because with this information the customer will have visibility on the project progress and what are the blockers holding the progress. Customers should not wait for a month to receive updates, it will be better to have more frequent communications with customers and team, as well as adapting the standard PMO report to the requirements of the current stakeholders. The other options do not directly address the need for more frequent and detailed communication to keep the customer informed about the project's progress and issues.

Answer 145

Solution: A. Develop a scope management plan that will focus on the expected objectives of the initiative. The first step in planning for any project is to develop a scope management plan. This plan will define the project's goals, objectives, and deliverables. It will also identify the project's boundaries and constraints. The other answer choices are important, but they are not the first step that the project manager should take. The business case document is important for justifying the project and securing funding, but it is not the first step in the planning process. The resource management plan is important for ensuring that the project has the resources it needs to be successful, but it is not the first step in the planning process. The communications management plan is important for keeping stakeholders informed of the project's progress and managing their expectations, but it is not the first step in the planning process. By developing a scope management plan first, the project manager can ensure that the project is well-defined and that everyone involved in the project has a clear understanding of its goals and objectives.

Answer 146

Solution: D. Coach the team both as a whole and individually The project manager should coach the team both as a whole and individually because coaching helps the team’s performance get better, in a series of steps. The other answer choices are incorrect. Involving management is not going to help the team to meet the iteration commitment not resolve the conflicts. Informing management that commitments will not be met is not the best choice because as a project manager it is required to inform the management about missing the commitment, but in agile teams, coaching is the best thing to do instead of directly informing to the management. Raising the issues is not the best choice as waiting until the retrospective is too late.

Answer 147

Solution: B and D. B. Management continues to control the processes of delivery. D. Management support is lacking for team empowerment. During the transformation from a predictive to an agile approach, the common impediments the team will face are the lack of empowerment and the management style of controlling the process of delivery. A significant part of any Agile transformation is enabling an organization to move away from a command and control culture to an environment that is more focused on collaboration and cultivation. Transitioning from predictive development approaches to adaptive approaches and then to using agile methods is more than just stating that the organization will now be agile. It entails shifting the mindset starting at the executive level throughout the organization. Organizational policies, ways of working, reporting structure, and attitude should all be aligned. Some agile approaches entail iterations that are 1 to 2 weeks in duration with a demonstration of the accomplishments at the end of each iteration. The project team is very engaged with the planning for each iteration. The project team will determine the scope they can achieve based on a prioritized backlog, estimate the work involved, and work collaboratively throughout the iteration to develop the scope.

Answer 148

Solution: A. Make use of project retrospective sessions for discussions and learning. Project retrospective sessions are a key tool for continuous improvement in agile project management. They provide an opportunity for the team to reflect on the previous sprint, identify areas for improvement, and develop a plan to address those areas in the next sprint. In this case, the project manager can use the retrospectives to collect ideas from the team on how to improve productivity in the new agile environment. The project manager can then work with the team to develop and implement a plan to implement these ideas. The other answer choices are not as relevant or effective. Iteration planning is not the best forum for discussing and adopting new ways of working; it is meant for planning for the work to be completed in the upcoming iteration. Developing and sharing guidelines for team training and mentoring is not the best way to leverage the team's ideas in the immediate term. The product owner is responsible for prioritizing the product backlog and ensuring that the team is working on the most important requirements. It is not the product owner's responsibility to facilitate the transition to agile. Also, fast-tracking the transition does not guarantee the team members have learned how best to work in the new agile environment.

Answer 149

Solution: A and E. A. Independent, negotiable, and estimatable E. Valuable, small, and testable In order to create good user stories, start by remembering to INVEST in good user stories. INVEST is an acronym that encompasses the following concepts which make up a good user story: Independent - stories should be as independent as possible. Negotiable - a story is not a contract. A story is an invitation to a conversation. Valuable - if a story does not have discernable value it should not be done. Estimatable - a story has to be able to be estimated or sized so it can be properly prioritized. Small - stories should be small chunks of work (eg. two-week iterations average 3-4 days of work) Testable - every story needs to be testable in order to be "done".

Answer 150

Solution: C. Held community meetings to keep stakeholders informed of progress and changes. Open and transparent planning that engages internal and external stakeholders is vital. The project manager should have held community meetings to keep stakeholders informed of progress and changes to avoid the conflict that arose due to the change in the path of the highway. By holding community meetings, the project manager can address the concerns of the local community group and keep them informed of any changes or progress in the project. This can help to build trust and maintain a positive relationship with stakeholders. The other options are incorrect. Creating a contingency plan to mitigate the impact of community opposition is not a proactive measure to avoid conflicts with stakeholders. Establishing an internal review board to integrate quality assurance activities and ensuring that the project planning was confidential and well-documented are not directly related to addressing the community's concerns. Confidentiality may lead to mistrust and misunderstanding among stakeholders. Quality assurance is important in construction projects, but it does not address the specific issue of the community's grievances.

Answer 151

Solution: B. Submit a change request to the change control board (CCB) When there's a proposed change to a project, such as implementing a new piece of technology, the change should be formally documented, evaluated, and approved or rejected through a change control process. The project manager should submit a change request to the CCB, which will then decide whether to approve or reject the change based on its impact on project objectives. The other options are incorrect because they do not align with the standard project management practice of addressing scope changes through a formal change control process. Adding the new technology to the risk register is incorrect because it is not the immediate action to take when the project sponsor requests to implement a new piece of technology. Before updating any baselines, the proposed change should go through the change control process. The project manager would only update the appropriate project management plan components if the change is approved. Taking steps to procure the new technology should not be the immediate next step. The change request needs to be submitted and approved before any action is taken toward implementing the new technology.

Answer 152

Solution: B. 0.8 The planned value is: $120,000 * 15% = $18,000. The earned value is: $120,000 * 12% = $14,400. The SPI is equal to the earned value divided by the planned value: SPI = EV / PV = $14,400 / $18,000 = 0.8. This means that for every estimated hour of work, the project team is only completing 0.8 hours or 48 minutes. Since the SPI is less than 1 then the project is running behind schedule. If the ratio has a value higher than 1 this indicates the project is progressing well against the schedule. If the SPI is 1, then the project is progressing exactly as planned.

Answer 153

Solution: C. The project team and the stakeholders The project manager should engage the project team and the stakeholders when developing a common vision strategy because the team members must carry out the tasks that impact the stakeholders. The project manager must balance the conflicting and competing goals of the project stakeholders in order to achieve consensus. In this context, consensus means that the relevant stakeholders support the project decisions and actions taken by the team members. Also, involving stakeholders during initiation creates a shared understanding of success criteria. It also increases the likelihood of accepting the deliverables of the project.

Answer 154

Solution: A and E. A. Fixed-price increments E. Graduated time and materials Fixed-price increments and graduated time and materials can help to ensure that both parties are sharing the risk equally and can help mitigate any potential issues that may arise during the project. Fixed-price increments allow for the project to be broken down into smaller, more manageable pieces, with payment being made upon completion of each increment. This helps to ensure that both parties are sharing the risk equally. Graduated time and materials is a pricing model that allows for the project to be completed within a certain timeframe, with the cost of materials and labor increasing as the project progresses. This helps to ensure that both parties are sharing the risk equally, as any delays or unforeseen circumstances will result in increased costs for both parties. The other answer choices are not as effective in sharing risk. Not-to-exceed time sets a maximum amount of time for a project to be completed. An early cancellation option is a clause that allows for the cancellation of a project before it is completed. A dynamic scope option allows for changes to the project scope during the project lifecycle, to ensure that the project meets the needs of the stakeholders.

Answer 155

Solution: B. Collect all available information from the team and address the problem. Project managers realize that conflicts are inevitable, but that good procedures or techniques can help resolve them. Once a conflict occurs, the project manager must first collect all available information from the team, study and address the problem, develop a situational approach or methodology, and set the appropriate atmosphere or climate. The other answer choices are incorrect because they are not the first thing the project manager should do. The project manager needs to first understand the root cause of the conflict before they can start to develop a solution. It is important to include the entire team and make sure that everyone involved in the conflict feels comfortable and respected. The project manager is key in establishing and maintaining a safe, respectful, nonjudgmental environment that allows the project team to communicate openly.

Answer 156

Solution: A. Promote conversation among team members in upcoming review meetings to help solve the problem Conflict is an inevitable consequence of team interaction. The project manager should take a proactive approach to resolve this conflict. Servant leaders promote collaboration and conversation within the team and between teams. The other answer choices are incorrect because they do not fully address the problem and suggest a project manager is not proactively involved in conflict resolution and promoting cohesion. The project manager needs to ensure that they work with the team to promote understanding, facilitate conflict resolution, and address the issues to address the project setbacks.

Answer 157

Solution: D. Perform a root cause analysis. The first step should be to perform a root cause analysis since the defects identified are expected to increase over time. A root cause analysis is used to determine the underlying cause of variance, defect, or risk. This would allow the project manager to identify the root causes of the defects in the deliverables. The project manager can use the findings of the root cause analysis to identify and implement corrective actions to prevent similar defects from occurring in the future. The other answer choices should not be done until the root cause analysis has been completed. The project manager must have a comprehensive understanding of the root cause of the issue before taking corrective action.

Answer 158

Solution: B. Work with the client to negotiate and ensure the inclusion of the missing crucial features in the project. In this case, the project manager has discovered a deficiency in the scope and needs to remedy it, which includes informing the client and negotiating a strategy for the client to deliver the product with the important features. Negotiating with the client to include the missing features is a proactive and collaborative approach to resolving the problem. The other answer choices are incorrect. Escalating the issue to the sponsor is not the best course of action at this stage, as the project manager should take a more proactive approach before escalating the issue. Adding the issue to the issue log and reviewing the lessons learned will not solve the problem. Continuing with the project as planned will likely lead to dissatisfied customers and additional costs down the road.

Answer 159

Solution: B. Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions. The project manager should acknowledge the existing delay and recognize the potential for a two-month delay due to supply chain disruptions. This will ensure that the CCB has all of the necessary information to make an informed decision about the change request. This is essential for effective project management, as it ensures that all stakeholders are aware of and prepared for the extended timeline. The project manager should communicate the revised change request to all relevant stakeholders to ensure that everyone is aware of the delay and its impact on the project. The other options are incorrect because the project manager should follow the established change management process and ensure that the change request accurately reflects the current situation. Immediately implementing the change is incorrect because the project manager does not have the authority to implement changes without approval from the CCB. Rushing the change without proper planning and review could lead to unforeseen issues. Asking the sponsor to contact the CCB and request their approval is incorrect because the project manager is responsible for following the change management process. Asking the CEO to approve and implement the change is incorrect because the project manager should follow the established change management process, which may not involve the CEO. Additionally, it is generally not advisable to escalate a change request to the CEO without first trying to get approval from the CCB.

Answer 160

Solution: C. Assess the culture of the team, and observe and interact with them To quickly establish credibility, it is important that the new project manager first observe and understand how the team works and how to best serve them. The other answer choices are incorrect. Helping the team succeed with excellent service, on-time commitments, and making sure that there is an adequate budget to cover the project scope is part of the project manager's role and is implicit and these actions will not help the project manager to quickly establish credibility with the team which is the primary objective. Going by the team's needs and wants and creating tasks and reports will not serve the primary objective. The team members may have conflicting views, wants, and needs. Ultimately, it is important to observe the team to identify where impactful changes can be made and to ensure that any changes are aligned with the culture of the organization and best support the intended outcome.

Answer 161

Solution: C. Issue a change request to modify the scope, cost, and schedule baselines to support the new plan. The implementation of a risk response plan necessitates a change in the current project management plan. Issuing a change request is the appropriate action to request the necessary budget, address rescheduling, and incorporate new activities into the scope. The management reserve is typically reserved for unidentified risks. Since the risk has already been identified, the management reserve cannot be used to cover the cost of the risk response plan. Asking the project sponsor for an additional budget would require a change request. If the contingency reserve is not sufficient to cover the cost of the risk response plan, then the project manager should issue a change request to ask for additional funding.

Answer 162

Solution: A. Check if the component meets the design and performance specifications. The immediate next step for the project manager is to check if the component meets the design and performance specifications. It is important that the project manager discovers the root cause of the problem before moving forward. This will help the project manager determine if the issue is with the component or a user experience issue. The other answer options should not be the next immediate step. Without knowing the root cause of the issue, the project manager can not confidently discern how to address it. Clarifying the product acceptance criteria or asking a user experience expert to explain the component design to the stakeholder may not resolve the issue depending on the findings during the initial investigation. Raising a change request may be necessary if the component does not meet the design and performance specifications, but is a premature action at this point.

Answer 163

Solution: A. Servant leadership This is an example of servant leadership because the project manager is offering the service of working with the governance board to resolve an issue for the software delivery team. The project manager has the software delivery team's interest in mind and is willing to work with the governance board to reduce the amount of paperwork.

Answer 164

Solution: A. Clarify priorities with the team. In this situation, the project manager should clarify priorities with the team. Prioritizing stories is important because it helps the team focus on delivering the most valuable features first. The team expected to have the capacity to complete five user stories, but they took on extra stories and failed to complete any stories at all. There is always some risk that user stories may fail to be completed within a sprint, but this situation indicates a misalignment between the team's understanding of priorities and the true priorities for the sprint. The other options are incorrect. Creating smaller stories and updating the release plan may be necessary, but doing so without clarifying priorities does not address nor resolve the root cause of the issue. Reviewing the DoD does not address the core issue. The DoD is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. The main issue is the selection and prioritization of user stories rather than a problem with the criteria for completing them.

Answer 165

Solution: A. Incorporate a detailed training and coaching component as a project deliverable. Incorporating a comprehensive training and coaching component into the project's scope directly addresses the need for training despite limited training resources and is a strategic approach to ensuring everyone can use the new software system effectively. This means that training is not an afterthought, but an integral part of the project plan. By including training and coaching as project deliverables, the project manager ensures that it is a well-defined and prioritized aspect of the project. The new software system is the output of the project, but the system itself does not enable the productivity outcome that is intended. In this case, adding a new deliverable of training and coaching on the use of the software can enable a better productivity outcome. If the project’s output fails to enable higher productivity, stakeholders may feel that the project has failed. While the other options are not the most effective actions for the project manager to take. Determining the specific needs and requirements of different user functions is an important step in the training process, but it is not the most effective standalone action because it doesn't ensure that training will be delivered effectively. Recruiting additional trainers can be resource-intensive and may not be the most efficient solution, especially if resources are already limited. Additionally, there is no evidence that the organization would need additional trainers beyond the initial introduction of the new system. Prioritizing training efforts based on essential features does not provide a solution for how training will be delivered effectively; it only addresses what to prioritize in training.

Answer 166

Solution: D. Discuss this with the resource personally, then update the team charter if necessary To solve this issue, the first thing the project manager should do is talk to the resource instead of the functional manager to understand the reason and try to solve the problem before escalating. If the senior team member has a suggestion that is a better option for the project, then update the team charter if required. A team charter is a document that establishes team values, agreements, and operating guidelines.

Answer 167

Solution: C. Review the organizational culture and structure to properly coordinate meetings. The project manager should review the organizational culture and structure to properly coordinate the meetings and avoid team discomfort and rejection during work. By conducting a review, the project manager can better understand the needs and expectations of the stakeholders and develop a meeting schedule and format that is more likely to work for everyone. Asynchronous meetings do not address or solve issues related to stakeholder engagement, scheduling complaints, or unacknowledged invitations. Asking the sponsor to help enforce meeting attendance should be a last resort and should only be considered if the project manager tries to address the issues and is not successful. Rescheduling meetings for different times and dates according to time zones does not guarantee stakeholder attendance and can be disruptive and time-consuming.

Answer 168

Solution: B. Conduct job shadowing within the project team. The project manager should conduct job shadowing within the project team to help the newly hired team members become more productive. Conducting job shadowing activities will help the new team members learn from experienced team members and get up to speed on the project quickly. Job shadowing can help ensure that knowledge is shared by connecting the people who need the knowledge with people who have the knowledge. The other options are incorrect. Providing additional training is not the best option in this scenario. The project manager needs to address the issue quickly, and additional training can take time to develop and implement. The team may not require additional training, they may just have trouble adjusting to the new environment, procedures, and team dynamic. Training is important, but the project is at risk and must adhere to a rigid timeline, therefore an immediate and practical response is necessary. Instituting project milestone completion incentives does not directly address the issue of low productivity and offers no proactive solutions. Notifying the team that productivity must improve does not take any steps to rectify the productivity issue.

Answer 169

Solution: C. Used interactive communication to confirm that the team member acknowledges the specified format. Effective communication fosters awareness of the ideas of others, assimilation of other perspectives, and collective shaping of a shared solution. The project manager should have confirmed that the information being communicated was clear and complete and was correctly interpreted. Using interactive communication allows for a two-way exchange of information and helps to ensure that the team member fully understands and acknowledges the specified format. The other answer choices do not directly address the issue of ensuring the report is in the correct format. In this case, the CEO has already provided a specific format for the reports at the start of the project, and the requirements and format preferences should have been solidified at that time. Asking for the report earlier doesn't directly address the root cause of the problem, which is the misunderstanding of the specified format. Modifying the communication plan is not necessary at this point as there is no indication that the format requirements have changed since creating the communications plan at the start of the project.

Answer 170

Solution: C. Escalate the problem to the project steering committee The steering committee is an advisory body that is made up of senior stakeholders and experts that provide guidance on a lot of different issues that could face companies and projects such as budgets, new endeavors, company policy, marketing strategies, and project management concerns. An authority issue should only be resolved by the steering committee. In this case, the project team cannot resolve this issue on their own, so the problem should be escalated. In this case, the client's project manager is not the delegated financial authority. The client's project manager must seek approval from a higher authority for all financial decisions, which has caused significant impacts on resource management, cost, and time of project delivery. Addressing the issue with the client's project manager would not address the core issue as the client's project manager does not have the financial authority, which is causing the issue, so it must be escalated. Adding the problem to the lessons learned report is incorrect because it does not proactively address the issue. Waiting to review the issue at the next quarterly meeting/status report is inappropriate due to the significance of the impacts. The next meeting/status report may be months away and this issue is already causing significant impacts and should be addressed as soon as possible to prevent further issues.

Answer 171

Solution: B. Ensure that the team member understands the granular information retrieval process. Visual data and information are artifacts that organize and present data and information in a visual format, such as charts, graphs, matrices, and diagrams. Visualizing data makes it easier to absorb data and turn it into information. Visualization artifacts are often produced after data have been collected and analyzed. A Gantt chart is a bar chart that provides schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. The project manager should ensure that the team member understands how to retrieve the granular update from the data as the member can self-serve. The team member should be empowered to get the level of information that they are authorized to get. The other answer choices are incorrect. Since it is only the specific project team member who wishes for more granular updates, creating a whole new communication channel for an individual may be a waste of resources. Ignoring the requests or reminding them that the team had agreed on the current reporting format of the Gantt chart would not address the situation. It may worsen the conflict with the team member who has an expectation gap not met.

Answer 172

Solution: C. Revisit and reevaluate the project’s key performance indicators (KPIs). In an agile project, the project manager should revisit and reevaluate KPIs frequently to check the effectiveness of the action plan. This is an important agile practice, as it allows the team to quickly identify and address any issues that may be preventing them from achieving their goals. This will help to ensure that the team is aligned on the goals and objectives of the project and that they are empowered to take action to resolve the issue of customer complaints. The other answer choices are incorrect because they do not effectively address the issue of customer complaints. Recognizing the key performers on the team does not directly address the problem of customer complaints. Identifying the team members who lack the required skills doesn't immediately address the issue of customer complaints. While skills development is important, there is no indication that the team members lack skills. Reporting to management may be necessary if the team is unable to resolve the issue on its own, but it should be a last resort. Agile teams are encouraged to take ownership of their projects and problem-solving.

Answer 173

Solution: B. Explain that the daily coordination meeting is not the best time for this discussion. To ensure that the daily coordination meeting is productive and efficient, the project manager should be polite and understanding and explain to the new team member that the daily coordination meeting is not the best time for this discussion. After the meeting, the project manager can later schedule a time to discuss the new team member's role, all prior work, and help the new team member get up to speed on the project. The other answer choices are incorrect. Thanking the new team member and directing them to the project documentation is not helpful if they are not familiar with the documentation, and the project management plan is not the best resource in this instance. Requesting the new team member to leave the meeting for interrupting the daily coordination meeting is too harsh and could damage team morale. Asking all team members to list their completed tasks prior to the current sprint would take up valuable time during the daily coordination meeting.

Answer 174

Solution: B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project Managing stakeholder engagement is the correct answer choice because it brings awareness to stakeholders so they know when their participation is required or optional. The other answer choices are incorrect because they do not address the engagement of the stakeholders, which would have prevented the unawareness of the required stakeholder's attendance.

Answer 175

Solution: C. Identify this conflict in the risk register log. The best way for a project manager to address a rising conflict between onsite and offshore team members is to identify this conflict in the risk register log. This will help the project manager to track the conflict and to develop mitigation strategies. The other answer choices are also important, but they are not as effective in addressing the underlying conflict. By identifying the conflict in the risk register log, the project manager can develop a plan to mitigate the risk and ensure that the project is successful.

Answer 176

Solution: B. Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact. The product owner is demanding a significant change late in the project that can have a substantial impact on scope, schedule, and resources. The project manager should meet with the product owner and relevant stakeholders to discuss the change, analyze the impact, and develop a plan for moving forward. It's crucial to involve key stakeholders in such decisions as they can provide insights into the project's strategic goals and priorities. This collaborative approach is at the heart of agile methodologies. The other options are incorrect because they do not involve all of the key stakeholders or do not consider all of the factors that must be evaluated. Organizing a review meeting with the development team should not be the immediate next step. The key decision-makers in the project should be involved first to discuss the feasibility and impact of this major change. Raising a change request to the change control board (CCB) is incorrect because agile projects don't typically have a formal CCB, and decisions are made collaboratively with the product owner, team, and stakeholders. Telling the product owner that the feature can't be included without discussing and analyzing the change and its impact first is not the correct approach. In agile, change is embraced even late in the project to maximize customer value. Deciding whether to defer the change to the next release should be a collective decision made after analyzing the impacts.

Answer 177

Solution: A and C. A. Personality assessments C. One-on-one coaching The project manager needs to establish a culture and environment that enables a group of diverse individuals to evolve into a high-performing project team. This includes recognizing the activities needed to foster project team development and encouraging leadership behaviors from all project team members. One-to-one coaching and personality assessments are the two vital techniques that the project manager should use in this scenario. The other answer choices are not as effective for understanding their behavioral styles and understanding individual needs. Assessing technical skills and holding weekly teleconferences won't help to understand and tailor communication requirements. A cultural assessment may not be necessary unless the team is specifically composed of members from diverse cultural backgrounds.

Answer 178

Solution: A and D. A. Update the artifacts frequently and quickly in a transparent fashion. D. Increase the use of social computing tools. The two best practices for an agile project manager to keep track of artifacts in an environment subject to various elements of ambiguity and change are updating the artifacts frequently and quickly in a transparent fashion and increasing the use of social computing tools. Updating the artifacts frequently and quickly in a transparent fashion will help to ensure that the artifacts are always up-to-date and that everyone involved in the project has access to the latest information. Increasing the use of social computing tools can help facilitate communication and collaboration among team members, which is essential for keeping track of artifacts in a changing environment. The other answer choices are not as relevant or effective. Defining which technology to use in the project management plan is only important if the project is using a specific technology to manage artifacts. For example, if the project is using a project management software tool, then it is important to define which tool to use and how to use it. However, this is not a best practice for keeping track of artifacts in a changing environment. Defining which technology to use in the communications management plan is only important if the project is using a specific technology to communicate with team members. For example, if the project is using a team communication tool, such as Slack or Microsoft Teams, then it is important to define which tool to use and how to use it. However, this is not a best practice for keeping track of artifacts in a changing environment. Using historical information from previous projects as a template can be helpful for getting started, but it is important to keep in mind that every project is different. The artifacts that are needed for one project may not be the same as the artifacts that are needed for another project. It is also important to be flexible and adaptable, as the artifacts may need to be changed as the project progresses.

Answer 179

Solution: B. Meet with the accused team member to understand their point of view. The project manager should meet with the accused team member to understand more about the situation first before attempting to start resolving this conflict. The other answer choices are incorrect. Calling a team meeting is not effective as the other team members are not involved in the conflict between the two members; the option to remove one of the members will jeopardize the work delivery without resolving the conflict; and scheduling a meeting in the future does not address the current issue and conflicts should be addressed immediately.

Answer 180

Solution: C. Meet with the project team to assess the situation and develop a plan to address the issues. The project team is responsible for the execution of the project and has the most knowledge about the issues that are being faced. By meeting with the team, the new project manager can gain a better understanding of the issues and work with the team to develop a plan to address them. The project manager should not make any decisions without a clear understanding of the problems. The other options should only be considered after the new project manager has assessed the situation and developed a plan to address the root cause of the issues. Updating the project plan or requesting additional resources may not be necessary. Reviewing the project schedule and focusing on delivering the project on time and within budget does not directly address the issues with the quality and scheduling of some deliverables.

Answer 181

Solution: D. Inconsistent input on benefits from key stakeholders. Project teams and stakeholders establish measures of progress and success, and performance is compared to plans. Quality management processes and practices help produce deliverables and outcomes that meet project objectives and align with the expectations, uses, and acceptance criteria expressed by the organization and relevant stakeholders. If all stakeholders are not present there will be inconsistent input on benefits. It may result in ambiguity and a misalignment between the project goals and the expectations of key stakeholders. The other options are incorrect because they are not the main consequence. There may not be a change request that needs approval, conflict may not arise, and stakeholders may not become dissatisfied. These options may be additional impacts, but the main impact would be inconsistent input on benefits from key stakeholders.

Answer 182

Solution: A. Support the project team in a retrospective to identify the root cause of the quality issues. The project team is initially responsible for conflict resolution, but the project manager can facilitate it when required. Retrospective meetings provide an opportunity for the project team to review how they work and to suggest changes to improve processes and efficiency. Retrospectives can be used to identify threats to performance, and project team cohesion, and to seek improvements. Facilitation helps the project team create consensus around solutions, resolve conflicts, and make decisions. The other answer choices do not promote the same level of collaboration and problem-solving within the team and may not address the underlying issues effectively.

Answer 183

Solution: A. Validated the iteration backlog items using the definition of done (DoD). Validating the iteration backlog items using the definition of done (DoD) is the best way to ensure that all of the iteration backlog items are completed on time. A DoD checklist lists all the criteria that are required for a deliverable to be considered ready for customer use. The team should regularly validate the iteration backlog items using the DoD established previously to avoid delays before the iteration ends. Before considering the iteration complete, the project manager should seek to confirm that all criteria are met. The other options are incorrect. Scheduling longer delivery timelines may not be feasible or practical, and asking the team to demo their work may not address the issue of incomplete items. Asking the team to report daily progress should be part of the process, but does not remove the need to validate the backlog items using the DoD. The team believes that they have completed all of the necessary items, suggesting that there is a disconnect between the DoD and the team's belief that all work has been completed.

Answer 184

Solution: B. Identify gaps and mentor stakeholders on the iterative approach. The stakeholders admit that they do not see the value of attending the meetings, which indicates that they do not have a comprehensive understanding of the iterative approach and the importance of attending iteration planning and review meetings. The project manager should identify the gaps in understanding and address those gaps through mentoring. The project is in danger of falling behind schedule, so the project manager must take a proactive approach to encourage active participation and improve the effectiveness of the project. The other answer choices don't directly address the immediate issue of stakeholders' lack of participation which is impeding the project's progress. Updating the communications management plan, recording and sharing iteration reviews, building a RACI matrix, and developing a training plan may be good long-term solutions, but it is not the best way to address the immediate issue.

Answer 185

Solution: D and E. D. Acknowledge the stakeholder's concerns over missing documentation. E. Provide the release notes and technical product guides as soon as possible. The project manager should acknowledge the stakeholder's concerns over missing documentation and provide the release notes and technical product guides as soon as possible. By taking these two actions, the project manager can help to address the stakeholder's concerns and ensure that they have the information they need to use the MVP effectively. The other answer choices are incorrect. Explaining that technical product guides are not part of the agile process is not helpful to the stakeholder. The stakeholder is still concerned about the lack of documentation, and the project manager should address their concerns. Telling the stakeholder to contact the product owner for documentation is incorrect because the project manager is responsible for providing the stakeholder with the documentation. Clarifying the stakeholder's need for release notes and technical product guides is incorrect because the stakeholder is right to be concerned about the lack of release notes and technical product guides.

Answer 186

Solution: B. Collaborative discussions The correct answer is collaborative discussions. This option is correct because it is the most important thing for a project manager to do in this situation. The project manager needs to have collaborative discussions in order to gain knowledge on the domain since it is unfamiliar. By fostering inclusive and collaborative environments, knowledge and expertise are more freely exchanged, which in turn enables better project outcomes. Once the knowledge of the unfamiliar domain is gained, the remaining options like interviewing the project champion or performing probability assessments, or conducting workshops for risk avoidance will be helpful for the project manager and the team to understand the project and the risks better. Hence these are the secondary options that the project manager could employ.

Answer 187

Solution: B. Facilitate meetings with each member of the team to comprehend project goals In the short time the team has, collaboration is important to achieve with communication and integration of team members. The project leader should facilitate meetings with each member of the team to comprehend project goals in order to build team solidarity. The other answer choices are incorrect. They do not promote the necessary collaboration and integration needed for the project in a limited amount of time.

Answer 188

Solution: A. Prepare and execute sessions with the full project team to review the list of required tasks and descriptions The project manager should prepare and execute sessions with the full project team to review the list of required tasks and descriptions. The project team needs to agree on what is important and required to resolve misunderstandings. The other answer choices are incorrect. They are focused on project quality but the issue deals with defining requirements.

Answer 189

Solution: C. Organize a meeting with the stakeholders. The best next step for the project manager is to organize a meeting with the stakeholders. This will allow the project manager to discuss the discrepancy with the stakeholders and to try to reach an agreement. The other answer choices are incorrect because they are not the best next step. Reviewing, analyzing, and modernizing documents can happen during or after the meeting, but it is important to meet with the stakeholders right away to understand their differences and create harmony.

Answer 190

Solution: D. Collect forthright feedback from the IT director The best way for the project manager to address the IT director's dissatisfaction is to collect forthright feedback from them. This will help the project manager to understand the specific concerns that the IT director has and to develop a plan to address them. The other answer choices are not as relevant or effective. Reviewing previous project meeting minutes to determine prior feedback from the IT director seeks to look for previous discussions and does not offer a way forward. Analyzing the requirements that are approved for the project with the IT director focuses on past agreements and does not seek to uncover the root cause of the discontent and a resolution path. Discussing the IT director's concerns with the project team is a good step to take once the project manager has had a chance to collect forthright feedback from the IT director.

Answer 191

Solution: A. Aid the team to construct an agreement amongst them that details coveted behavioral norms The project leader should aid the team to construct an agreement amongst them that details coveted behavioral norms as it puts the onus on them to define the behavioral rules and hold themselves and their teammates accountable. The other answer choices are incorrect. They are other ways to potentially resolve the issue involving the project leader, rather than the team themselves. Core agile principles promote self-directed and self-managed teams.

Answer 192

Solution: D. Foster commitment through team engagement and planning The desired outcome can be achieved by fostering team commitment and engagement. The other answer choices are incorrect. There is very little team involvement and input, and they suggest reliance on external factors. The project manager needs team buy-in to ensure alignment and engagement.

Answer 193

Solution: D. The project is under budget, has an SPI (schedule performance index) of 0.87, and a CPI (cost performance index) of 1.18. CPI stands for Cost Performance Index. It is a measure of how well the project is meeting its budget. A CPI of 1 means that the project is on budget, a CPI of less than 1 means that the project is over budget, and a CPI of greater than 1 means that the project is under budget. SPI stands for Schedule Performance Index. It is a measure of how well the project is meeting its schedule. An SPI of 1 means that the project is on schedule, an SPI of less than 1 means that the project is behind schedule, and an SPI of greater than 1 means that the project is ahead of schedule. EV = % completed * budget = 65% * $200,000 = $130,000 PV = % expected * budget = 75% * $200,000 = $150,000 AC = $110,000 CPI = EV/AC = 130,000/110,000 = 1.18 SPI = EV/PV = 130,000/150,000 = 0.87 In this case, the CPI is 1.18, which means that the project is under budget. This is because the actual cost of the project is less than the budget for the project. The SPI is 0.87, which means that the project is behind schedule. This is because the project is only 65% complete, but it should have been 75% complete by now.

Answer 194

Solution: B. Postpone project closure until the accounts payable department can document that the invoice was paid correctly The finance department is the only one in this scenario that can provide proof if a payment was made. The PM should not close the project until this is confirmed The other choices are not in line with the Project Closure process and hence are incorrect choices.

Answer 195

Solution: B. Mitigate The correct answer is mitigate. The project manager is attempting to reduce or mitigate the impact that failure of the component would have on the success of the project. Risk mitigation is an action that is taken to reduce the probability of occurrence and/ or impact of a threat. Early mitigation action is often more effective than trying to repair the damage after the threat has occurred. Where it is not possible to reduce probability, a mitigation response might reduce the impact by targeting factors that drive the severity. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact. Risk acceptance acknowledges the existence of a risk, but no proactive action is planned. Actively accepting a risk can include developing a contingency plan that would be triggered if the event occurred; or it can include passive acceptance, which means doing nothing.

Answer 196

Solution: C. Seek potential customer input. The project manager is having difficulty visualizing the project's requirements, and the best way to understand what the requirements are is to engage with the people who will be using the product or service that is being developed. Potential customers can provide valuable information about their needs and wants, which can help the project manager visualize the project's requirements. The other answer choices are incorrect. Referencing the project charter is not helpful if the project manager is having trouble visualizing the requirements. Reevaluating the business venture's goals is not the next step that the project manager should take. The project manager must first understand the customer's needs before they can reevaluate the business venture's goals. Conducting a feasibility study is not the most appropriate next step. The project manager should first seek potential customer input to get a better understanding of the requirements.

Answer 197

Solution: A. Meet with the functional manager to review the statement of work (SOW). In the early stage of a project, during the preparation of the project charter, the first thing to do is review the Statement of Work (SOW) with all the stakeholders. The statement of work (SOW) is typically created before the project charter, so the project manager should discuss the staff needs with the functional manager to address concerns early. The other answer choices are not correct. Asking the project sponsor to intervene may not resolve the issue. The functional manager may not be interested in the cost/benefit analysis or the intent of the UI evaluation until the SOW and what is required of the software development staff is understood.

Answer 198

Solution: B. Perform a stakeholder analysis and update the stakeholder register As stakeholder identification continues throughout the project, new stakeholders, or new information about stakeholders, may result in a change request to the product, project management plan, or project documents. This register needs to be constantly examined and updated. The process of identifying and engaging stakeholders for the project's benefit is a recurring one. Stakeholder identification, prioritising, and involvement should be revisited and updated on a regular basis in Project Stakeholder Management.

Answer 199

Solution: B. Low Influence / High Commitment Using “commitment to the change” as the x-axis and “influence” as the y-axis, this chart can be used to facilitate discussion on how to manage important stakeholders. It may also be possible to group particular stakeholders and develop actions that are targeted at the group rather than specific individuals. Project teams want to encourage these people to stay supportive without expending too much energy. It is very easy to spend too much time with these people because they support the project; yet they have little power to move it along. Try and keep them informed and feed them with any “early win” good news about the project.

Answer 200

Solution: A. Meet with the entire team and ask existing members to train the new team members The issue is there are new team members unfamiliar with the technology. A: PMBOK 6, Chapter 9.4.2.6 notes that on-the-job training from another project team member, as a method to enhance the competencies of team members. B: Is not a preferred option as there are skilled resources within the team to support, and no indication additional funds could be made available. C: References that the new team members are already trained, therefore no need for additional training. D: May hold merit, however A provides a more direct approach with those team members familiar with both the technology and the work the team needs to perform.

Answer 201

Solution: C. Conduct the Perform Integrated Change Control process Performing integrated change control: It is great that the provider is picking up the cost however this still represents a change to the execution plan and will need to addressed accordingly. The WBS captures the scope of work. There is no change of scope driving a change to the WBS, nor does the WBS manage resources. Schedule slippage: There is a change to the execution plan that needs to be addressed accordingly. The schedule may need to be modified to capture any related task changes. Update project documents: The change control process will drive any needed document updates.

Answer 202

Solution: C. Score each alternative for each criterion. The project manager has already identified the criteria and assigned relative weights to each criterion. The next step is to score each alternative against each criterion. This means assigning a number to each option that reflects how well it meets the criteria, like 1-10, with 10 being the best. Once the project manager has scored each option against each criterion, they can calculate the total score for each option. The total score is calculated by adding up the scores for each criterion and the option with the highest total score is the preferred alternative. The other answer choices are incorrect. Eliminating the alternative with the least weight is not a good idea because it may eliminate the best option. Drafting a counter-proposal and sharing it with stakeholders is not necessary at this stage. Choosing the preferred alternative based on voting is not a fair or objective way to make a decision. The process for using the decision-making matrix can be as follows: Identify viable alternatives. Identify criteria that are to be used for evaluating the alternatives. Assign relative weight (1-10, with 10 being the most important) to each criterion. Note that more than one criterion may have the same weight. Score each alternative for each criterion (again 1-10, with 10 being the best.) For each alternative, multiply the score with the corresponding criteria weight and add these multiples in the last column. This is the total score for each alternative. Choose the preferred alternative based on the total score.

Answer 203

Solution: A. Rolling wave planning Rolling wave planning is an iterative scheduling technique that uses progressive elaboration to plan the project as it becomes clearer. The WBS is at the highest level for the one's that is in the future. Hence this option is the correct answer. Decomposition is a technique that is used to break deliverables progressively into smaller and manageable components. Hence this is not the correct answer. Expert Judgement is a technique in the project planning process that refers to making a judgment based on skill, expertise, or specialized knowledge in a particular domain or area. Hence this is not the correct answer. Project Templates is a structure that is created which will facilitate the Project Manager and the team to customize the work that will be carried out. Hence this is not the correct answer.

Answer 204

Solution: C. Predictive Project life cycles can range along a continuum from predictive approaches at one end to adaptive or agile approaches at the other. In a predictive life cycle, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile life cycle, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins

Answer 205

Solution: D. Analyze the impact of the change and work with the sponsor to identify a suitable replacement. The project manager should analyze the impact of the change and work with the sponsor to identify a suitable replacement who can attend project meetings and provide the necessary support. The project manager must also assess the potential consequences of the sponsor's absence, such as delays, communication gaps, reduced engagement, etc. This is the most comprehensive and proactive approach to addressing the situation while maintaining effective communication and collaboration. It is important for the project manager to maintain open communication with the sponsor and the replacement to ensure that the project is on track and any issues are addressed in a timely manner. The other options are not the most comprehensive and proactive ways to address the situation. A replacement with substantial influence and decision-making authority may be helpful, but simply requesting these characteristics ignores other characteristics that may be necessary for the role. This option also relies on the sponsor to choose the replacement with little input or insight from the project team. It is also important that the project manager analyze the impact of the change in order to identify potential impacts to the project. Meeting with the replacement sponsor is a good idea once the replacement is identified, but limiting the meeting to discussing the agenda is not comprehensive enough. This option is not proactive and implies that the project manager ignores the potential impacts and simply waits until a replacement is selected. This could negatively impact the project in many ways. Requesting the full attention of the sponsor is not the most appropriate approach and may not be feasible. Escalation might be premature and unnecessary.

Answer 206

Solution: C. Focus on remediation, not merely on correcting symptoms. Root cause analysis. Root cause analysis is designed to identify and correct the fundamental cause of a problem. It helps focus remediation not on merely correcting symptoms but on preventing the recurrence of problems. This type of analysis is especially useful as a method to proactively forecast probable events before they occur.

Answer 207

Solution: A. Sustainable pace Team values, such as sustainable pace and core hours

Answer 208

Solution: D. Discuss the proposal with the client and other stakeholders to get their input. After receiving the proposal from the team member, the project manager should discuss the proposal with the client and other stakeholders to get their input. It is important to involve the client and stakeholders in the decision-making process to ensure that their needs and expectations are met. By discussing the proposal with the client and other stakeholders, the project manager can get their feedback, identify any potential risks or challenges, and make a decision that is supported by the stakeholders. The other answer choices are incorrect. Implementing or rejecting the proposal without further consideration is premature, risky, and could negatively impact the project. These options are not informed decisions and do not allow the project manager to get input from the people most affected by the decision. Conducting a feasibility study will be helpful at some point, but involving stakeholders early in the process can provide valuable insights and input that can inform the feasibility study.

Answer 209

Solution: C. Document the proposed changes and assess any impact on time, cost, and resources. The project manager should document the proposed changes and assess any impact on time, cost, and resources. This will help the project manager and stakeholders understand the potential implications of the proposed changes and make informed decisions about how to proceed. It is important to consider the potential benefits of the proposed changes, but also to weigh them against the additional resources required. The other answer choices are incorrect because an impact assessment must be conducted and communicated prior to making decisions and taking action. Once the impact has been assessed, the project manager can then determine the best course of action, which may include stopping testing and scheduling a meeting to review the proposed changes with the resources, completing testing while meeting with the key stakeholder, or postponing the proposed changes and allowing the team to complete the testing and implementation activities.

Answer 210

Solution: C. 8 months There are 1040 story points remaining, velocity = 65 points per iteration. # of iterations remaining = 1040 / 65 = 16. Every iteration lasts 2 weeks, then the team will need 8 months to complete the project.

Answer 211

Solution: A. Provide regular updates and request deliverable-based approvals from the product owner. The project manager is dealing with a project with an evolving scope. Such projects require the project manager to engage constantly with the product owner for feedback and sign off on project deliverables. The other answer choices are incorrect. They are all proper PM processes, however they don't focus on the evolving scope in the question.

Answer 212

Solution: A. Speak with the product owner to prioritize the compliance activities high enough in the backlog to submit a prototype to the regulatory body. In a regulated industry project where the requirements are prioritized in a backlog and the regulatory body requires a prototype for inspection before the product can be launched, the project manager should speak with the product owner to prioritize compliance-related activities. This will help ensure that the project meets regulatory requirements and can be launched successfully. The product owner is typically responsible for backlog prioritization. It is important for project managers to work closely with the product owner to ensure that all necessary requirements are met and that the project is completed successfully. This approach emphasizes collaboration and compliance.

Answer 213

Solution: C. Reviewed the last project status with the project sponsor. When a new project manager takes over an ongoing project, one of the first steps is to review the project's history and current status with the project sponsor. The project sponsor is typically the individual with the most significant stake in the project's success and is responsible for oversight. By discussing the project's status with the sponsor, the new project manager can gain critical insights into the project's progress, goals, and expectations. This ensures that they have a clear understanding of the project's status, objectives, and any specific targets such as the 40% increase in production mentioned in the question. The other options are not as accurate. Reviewing the last status report would only give the project manager a snapshot of the project's status at that point in time. It would not be enough to answer the CEO's question about the project's overall status. Validating the project status with the lead developer is valuable for technical details but may not give a comprehensive view of the project's overall status and alignment with high-level objectives. Checking the project schedule would not be enough, as it would not take into account factors such as the project's budget and scope, and may not provide the strategic insights needed to address the CEO's question about the 40% production increase target.

Answer 214

Solution: C. At the conclusion of project execution, as part of the project closure report approval process. The success criteria for the project is a 20% increase in market share for the customer. This is a business metric, and it can only be accurately measured at the completion of the project. The project should only be considered a success when the final product or service has been delivered and the customer has achieved a 20% increase in market share. This will be determined at the conclusion of project execution, as part of the project closure report approval process. The other options are incorrect because they all measure the project's success based on intermediate metrics, such as the results of sprint reviews or the Earned Value Management (EVM) diagram. Sprint reviews only measure the incremental business value delivered in each iteration. They do not measure the final business value delivered by the project. Project documentation is not a reliable indicator of project success. The documentation can be completed even if the project does not achieve its goals. An Earned Value Management (EVM) diagram is a tool for tracking project progress. This option suggests determining success based on reaching a specific percentage of project completion and EVM metrics, which may not directly correlate with the achievement of a 20% increase in market share. Success should be measured against the defined criteria, not arbitrary project completion thresholds.

Answer 215

Solution: D. Manage stakeholders' expectations. In a project with a high degree of change and uncertainty, it is important to keep stakeholders informed of the potential impact of the new IT security team. This includes understanding the team's goals and objectives, communicating their impact on the project schedule, budget, and scope, and working with them to develop a plan to mitigate any risks. The other answer choices are not as relevant or effective. The stakeholder engagement assessment matrix can be helpful for identifying and managing stakeholders, but it is not specifically designed to assess the impact of the new IT security team. Analyzing corporate political and power structures can be helpful for understanding the project environment and identifying potential risks, but it is not specifically designed to assess the impact of the new IT security team. Creating a project communications management plan is important for communicating with all stakeholders, but it is not specifically designed to assess the impact of the new IT security team.

Answer 216

Solution: A. Ask the team members to clarify the deliverable. The team members are the ones who will be working on the deliverable, so they are the best people to clarify it. The project manager should facilitate a discussion between the team members to ensure they all have a shared understanding of the deliverable. The other answer choices are incorrect. If the team members are unable to reach a consensus, the project manager can escalate the issue to the customer or product owner, but it is not the first step. The team members should have the opportunity to discuss the issue and resolve it themselves. Asking the sponsor to clarify the deliverable should be a last resort, as the sponsor may not have the time or expertise to resolve the issue.

Answer 217

Solution: A. Initiate a formal change request. Initiating a formal change request is correct because using an off-the-shelf, open-source product would require a change to the project plan. By initiating a formal change request, the project manager can ensure that the proposed change is carefully considered and that all stakeholders are aware of the potential impact. This will help to minimize disruption to the project and ensure that the change is implemented successfully. The other options are incorrect because the project manager should not make any changes to the project plan without first initiating a change request. Reviewing the cost management plan and/or requesting training for the project team may be necessary, but it should not be done until the change request has been approved. Consulting the product manager may be useful for gathering information, but it is not a substitute for the formal change request process, which ensures that changes are managed systematically and transparently within the project.

Answer 218

Solution: A. Empower the team to resolve conflicts among themselves. The project manager should first empower the team to resolve conflicts among themselves. This is because the team members are the closest to the work and have the most expertise on the client's requirements. Empowering the team to resolve conflicts will help them to develop their problem-solving and communication skills. It will also free up the project manager's time so that they can focus on the main tasks of the project. The other answer choices are incorrect. Spending time resolving these conflicts with the team may be necessary if the team is unable to resolve the conflicts themselves. However, it is important to empower the team to resolve conflicts as much as possible. Using the conflict resolution committee to help resolve these conflicts may be necessary if the team is unable to resolve the conflicts themselves and the project manager is unable to help them resolve the conflicts. However, it is important to note that the conflict resolution committee is typically used for more serious conflicts. Escalating the conflicts to the program manager should be a last resort. It is important for the project manager to try to resolve the conflicts themselves and to empower the team to resolve conflicts among themselves.

Answer 219

Solution: D. Propose that the product be delivered over the course of multiple iterations to gather customer feedback. The project manager should propose that the product be delivered over the course of multiple iterations to gather customer feedback. Iterative delivery is an approach where a project is divided into smaller pieces and delivered more frequently with a regular stream of feedback. This approach enhances project delivery success and enables project teams to deliver a steady flow of value. Iterative delivery allows for the product to be refined and improved based on customer input, rather than waiting until the end of the project to unveil all features at once. It also helps to mitigate the risk of delivering a product that does not meet the customer's needs or expectations. The other answer choices are incorrect. Release schedules should be developed based on customer needs and business value, not on product feature complexity. Scheduling releases based on complexity focuses more on the team's preferences without considering customer involvement. Planning three releases lacks flexibility and may be too infrequent to be effective. The releases are based on schedule, rather than being strategically aligned with specific deliverables and expectations. Creating release plans based on the completion of individual features may be redundant and could cause delays and disrupt workflow. This option also excludes the customer from the process.

Answer 220

Solution: D. Verify that the user stories align with overall business objectives and align with the project goals. When team members are arguing over user stories, it is important to ensure that everyone is aligned on the business values and capabilities that the stories are intended to deliver. This can be done by validating the business values and capabilities mapped to the stories. The other options are incorrect because they are less effective in addressing the core issue. Asking the product manager to clarify the requirements or scheduling a meeting with the business sponsor to obtain clarification may help in some capacity, but it is important to have a shared understanding of how the user stories align with the overall business objectives and project goals in order to resolve disagreements. Consistently revisiting the project charter is not likely to resolve disagreements over user stories unless the user stories are not aligned with the project charter.

Answer 221

Solution: A. Apply for the permit and delay project delivery by 21 days. Obtaining the required permit is essential to comply with local regulations and avoid potential legal issues and fines. While it will delay the project, it is the responsible and ethical course of action, as it ensures legal compliance and minimizes the risk of costly fines in the long run. The other options are incorrect because are not appropriate in this scenario. Ignoring the permit requirements is incorrect because it is not a responsible or ethical decision for a project manager. The project manager could be fined heavily and have the project shut down. There could also be substantial legal ramifications. Attempting to negotiate with the local government is incorrect because it may not be feasible. It's unclear whether the local government would grant a pardon, and pursuing this option might waste valuable time. Allocating the fine amount as an additional project expense suggests budgeting for fines, which is neither ethical nor cost-effective. The fines could add up to a significant amount of money, and the project manager would still have to deal with the risk of being fined and having the project shut down.

Answer 222

Solution: B. Team retrospective In this scenario, the team needs to collectively analyze and address the root cause of the architecture gap to prevent future rework and ensure sustainable delivery. There will be open discussion, reflection on recent practices, and identification of areas for improvement, making it ideal for addressing the identified architecture gap. The other answer choices are incorrect. The daily standup wouldn't provide enough time and depth for a thorough analysis. Demonstration to stakeholders doesn't directly address the team's internal issues. Increment planning focuses on defining work for the next iteration, not necessarily addressing past problems.

Answer 223

Solution: A, B, and C. Conducted a full needs assessment in the design phase. Launched the pilot in a core business unit and collected feedback. Ensured wider stakeholder engagement to gain greater buy-in. Conducting a full needs assessment in the design phase would have helped the project manager to identify the specific needs of the organization and ensure that the software system was designed to meet those needs. Launching the pilot in a core business unit and collecting feedback would have allowed the project manager to test the software system with a real-world user group and get feedback on how to improve it. Ensuring wider stakeholder engagement to gain greater buy-in would have helped to ensure that all stakeholders were aware of the project and its benefits and were committed to its success. The other two options are not as essential to address the specific problems highlighted in this scenario. Instructing the marketing team to collect feedback from customers would have been helpful, but it is not essential for realizing the project benefits. Developing a clear change management plan that included training would have been helpful, but it is not as important as ensuring that the software system is aligned with the organization's core processes and that there is widespread support for the project.

Answer 224

Solution: C. Review the change control process and implement improvements. The project manager should assess the current change control process to determine why the stakeholder's change requests are causing the project to fall behind schedule and go over budget. Implementing improvements to the change control process can help manage and streamline the changes more effectively. This may involve streamlining the process, adding new steps, or updating the criteria for approving or denying change requests. The other options are incorrect because they are less effective in addressing the core issue of excessive change requests. Reviewing the risk management plan may help to identify potential risks to the project, but it is unlikely to help reduce the number of change requests. Using the contingency reserve is incorrect because contingency reserves are used to address known risks that can be anticipated, not scope creep. Fast-tracking activities do not address the root cause of the issue, which is the excessive change requests. Escalating the problem to the sponsor is incorrect because escalation should be a last resort if other attempts to address the problem directly have failed.

Answer 225

Solution: C. Meet with the product owner to re-evaluate the project's scope and deliverables. In an agile project, if stakeholders are concerned about the business value being delivered despite the project being 95% completed, the project manager should meet with the product owner to re-evaluate the project's scope and deliverables. This will help ensure that the project is properly aligned with the business needs and that the expected business value is being delivered. It is important for project managers to continuously monitor the work being done to ensure it remains optimally aligned with the benefits that need to be achieved. The other answer choices are incorrect. Communicating with stakeholders to mitigate their concerns is important, but the project manager should first evaluate the project in order to appropriately respond to the stakeholders. Reviewing and adjusting the project goals should be done by the product owner, not the sponsor or business analyst. The product owner is responsible for maximizing the value of the product and is accountable for the end product. Instructing the sponsor to review the project goals does not address the stakeholder's concerns and does not validate value delivery. Requesting that the business analyst adjust the project goals is inappropriate because project goals should not be adjusted to align with a project, the project should align with the business goals.

Answer 226

Solution: B. Document the interactions with senior management as assumptions in the assumption log. The project manager should document the interactions with senior management as assumptions in the assumption log. This will help ensure that all assumptions are tracked and can be revisited later in the project as needed. The assumption log helps ensure that all assumptions are tracked and can be revisited later in the project and that the project manager has a clear understanding of the project scope and can make informed decisions based on the assumptions being made. This will also help identify potential risks and issues that may arise due to assumptions made during the planning phase. The other options are incorrect. Delaying the project is not the most practical solution, especially if senior management has directed the project manager to continue working on the proposal. Verifying the requirements is important, but focusing on the available information and documenting assumptions is the immediate priority. Continuing work on the proposal and updating it as guidelines are understood is not sufficient. The project manager must document the decision to proceed with incomplete information, making accountability and tracking transparent and manageable.

Answer 227

Solution: A. The alignment of the achieved deliverable against the sponsor's expectations. The most appropriate factor for the project manager to evaluate is the alignment of all achieved deliverables against the expected deliverables. This will help ensure that the project has met the sponsor's expectations and delivered the intended value. It is important for project managers to continuously monitor the work being done to ensure it remains optimally aligned with the benefits that need to be achieved. The other options are incorrect. Whether the project's deliverables maximized potential income may be a factor to evaluate, but on its own does not necessarily indicate value delivery. Income potential is not always the primary objective, value delivery can be based on a variety of objectives, not just financial gains. Confirming that delivery performance variances are within the sponsor's thresholds focuses more on managing variances rather than assessing the value delivered to the sponsor. The project's overall adherence to scope, time, and budget constraints may not be the primary measure of value to the sponsor.

Answer 228

Solution: B. Review the scope validation process. The scope validation process is intended to confirm that a product meets the needs of the customer and other identified stakeholders. The customer reviews the criteria required to be met before they accept the deliverable. If the customer is complaining that the product functionality requirements were not met, it suggests that there are issues with the scope validation process. The project manager should review the scope validation process to identify the root cause of the discrepancy and ways to address it. The other options are incorrect. Validating the scope with the customer occurs before they accept the product, so it should have been done already. Inspecting the production may be necessary in the future, but it is too early to determine if it is needed. Escalating the issue to the project sponsor should only be done after the project manager determines the root cause of the problem.

Answer 229

Solution: C. Recalculate the contingency reserve based on identified risks and response strategies Increasing the estimated cost of all project activities by the same percentage is not a sensible way to estimate a contingency reserve. Contingency reserves are typically calculated based on identified risks, not directly on individual activity costs. The project manager should recalculate the contingency reserve to ensure that it is accurate and appropriately calculated. The other answer choices are incorrect. Requesting an additional budget may not be necessary or feasible. The project manager should first attempt to optimize the contingency reserve based on identified risks. Reducing the percentage increase without justification may restrict the ability to manage risks and could put the project in jeopardy. Management and contingency reserves serve different purposes. Allocating a portion of the contingency reserve to the management reserve is not appropriate and may cause serious issues in the future.

Answer 230

Solution: C. Implement a proactive risk assessment process during project initiation to identify potential safety-related delays. A proactive risk assessment process is the best way to identify potential safety-related delays before they happen. The risk assessment process should be a collaborative effort between the project manager, the project team, and the stakeholders. This process involves identifying all of the potential risks associated with the project and evaluating their likelihood and impact. The project manager should communicate the risk assessment findings to stakeholders so that they are aware of all the potential risks. By identifying and assessing potential safety-related delays early on, the project manager can avoid being caught off guard and running behind schedule. The other options are incorrect because they are not as effective in preventing safety-related delays and do not address stakeholder awareness. Increasing the project's contingency reserve is a good way to mitigate the impact of unforeseen safety-related issues, but it does not prevent them from happening in the first place. Holding regular communication meetings with the site supervisor is important for staying updated on safety requirements, but it is not enough to identify all potential safety-related delays. Requesting additional resources and personnel to address safety concerns as they arise can help mitigate the impact of delays, but it does not prevent them from happening or communicating them to stakeholders.

Answer 231

Solution: B. Use retrospective sessions to allow the team to determine the cause of the dispute. In a retrospective, the team reviews what happened during the iteration and determines improvements for moving forward. The other answer choices are incorrect. Conflict resolution is not defined in the project charter. Revisiting the project vision will not help resolve the differences with the product owner. Reviewing only the "definition of done" with the product owner may be helpful, but may be too narrow to encompass their concerns.

Answer 232

Solution: A. Reevaluate the team charter with team members. The project team charter records the project team values, agreements, and operating guidelines, and establishes clear expectations regarding acceptable behavior by project team members. By revisiting and possibly revising the charter, the project manager can work with the team to clarify expectations and address issues related to work/life balance and decision-making processes. Meeting with the team to reevaluate the team charter is the most comprehensive and effective way to address the issue. Revisiting the communications management plan may not be necessary as it may not be the cause of the issue. Investigating the root cause of the misunderstandings and reminding team members to consider cultural differences are both important and can be considered when reevaluating the team charter. On their own, these options might not directly address the underlying issues or provide a clear framework for resolving them.

Answer 233

Solution: C. Perform a change control process. A change control process should be initiated to document the issue, assess its impact, determine necessary corrective actions, and implement those actions. This will help to ensure that the project remains on track and that the deliverables meet the requirements of the latest scope definition document. Performing a change control process ensures that the issue is formally addressed and corrected in a structured manner. The other options are incorrect. Discussing the latest deliverables during the next meeting may not be sufficient in this case. The use of an outdated scope definition document caused substantial errors, and a more formalized change control process is needed to correct this. Updating the project document register without going through a proper change control process may not ensure that the issue is adequately addressed. Updating the project document register is only one part of the change control process. Sharing the updated scope definition document with the team should be done as a part of the change control process after the issue has been properly assessed and corrected. Sharing the document alone without addressing the root cause through a formal process may not be sufficient.

Answer 234

Solution: D. Refer to the team's ground rules and project vision. The project manager must obtain an agreement on how the team should proceed, and this can be found in the established ground rules. They must also obtain consensus and use this information to resolve conflicts in alignment with the project vision. The other answer choices are incorrect. Escalating the issue without first trying to resolve it is not good practice; accepting the position of the senior project resource is not good conflict resolution; the OPAs are higher-level and do not necessarily address specific team resolutions.

Answer 235

Solution: C. Assign the new team member to noncritical activities without close monitoring while training is provided. The project manager should assign the new team member to noncritical activities without close monitoring while training is provided. This will allow the team member to gain the necessary training and experience while also contributing to the project in a way that does not put critical activities at risk. The other options are incorrect. Ensuring that the team member is trained before entering the team suggests delaying the team member's contribution until training is complete. In a situation where the project is behind schedule, waiting for training may not be the most efficient option. Once the team member has received sufficient training and demonstrated competence, they can then be assigned to critical activities under close monitoring. Declining the addition of the new team member to the team would not be the best course of action if they have the skills and relevant experience to contribute to the project.

Answer 236

Solution: D. The SME should be assigned to Project B because agile approaches prioritize flexibility and adaptability. In this scenario, the SME should be allocated to Project B, which is using an agile approach. This is because agile approaches prioritize flexibility and adaptability, which means that having a critical SME on the team can help the team respond to changing requirements and adjust their approach as needed. In contrast, predictive approaches rely on detailed planning and may not be as well-suited to incorporating new information or adapting to changes. It's important to note that this decision may also depend on other factors, such as the specific skills and expertise of the SME and the needs of each project. However, in general, an agile approach may be better suited to leveraging the expertise of a critical SME.

Answer 237

Solution: C. Implement a continuous improvement process to ensure consistent outcomes. The project manager should implement a continuous improvement process to ensure adherence to processes and improve quality over time. The other answer choices are incorrect. Doing a full inspection will be costly and it does not help to ensure higher quality; sampling may help ensure quality, but continuous improvement will be more effective; adding a unit of work for a specific period of time may help in resolving the issue, it does not help ensure higher quality moving forward.

Answer 238

Solution: B. Talk to the previous project manager to understand the situation better. By talking to the previous project manager, the new project manager can get a firsthand account of the situation from someone who was already involved in the project. The previous project manager can provide insights into the root cause of the delays, the steps that have already been taken to address them, and the options that are available to the new project manager. The other answer choices are incorrect. Meeting with the customer to discuss the delays, negotiating a new deadline, or requesting expedited document approvals may be necessary, but should not be done before the new project manager has talked to the previous project manager and understands the situation better. Assessing the impact of the delays on the project schedule and budget is important, but it should be done after the new project manager has talked to the previous project manager.

Answer 239

Solution: C. Explain that audits are conducted based on standardized measures. The audit process is standardized and the project manager agrees with the findings of the auditor indicating that there is not an unfair bias. The project manager should explain to the team members that audits are conducted based on standardized measures and ensure that the audit process is transparent and effective. The project manager should meet with the team to answer questions and clarify that the audits are standardized and the process is designed to be objective and not based on personal opinions. The project manager should also outline the specific criteria used in audits, ensuring everyone understands the expectations.

Answer 240

Solution: C. Communicate with the functional manager and request the return of the key member. The first step that the project manager should take is to communicate with the functional manager and request the return of the key team member. This is the most direct and effective way to resolve the situation. The project manager should explain to the functional manager the importance of the key team member to the project and the impact that their absence is having. The project manager should also offer to work with the functional manager to find a solution that meets both the project's and the functional area's needs. The other answer choices are incorrect. Reporting the situation to the project sponsor and executive management is a last resort as the project manager should try to resolve the situation directly with the functional manager first. Checking the resource calendar to find another team member may be a temporary solution. Still, it is important to note that the key team member may have unique skills and experience essential to the project. Additionally, the functional manager may be unwilling to release another team member to the project, especially if they are already short-staffed. Reviewing the impact to the project and scheduling a meeting with the functional manager is a good step to take, but it is important to prioritize communication with the functional manager.

Answer 241

Solution: B. Establish guidelines for team communications. The first step is to set guidelines for team communication, so that all team members understand at least initial expectations for communication. The other choices could be done after guidelines are established. This question and rationale were developed in reference to:

Answer 242

Solution: B. Review the project plan to determine if the missing features were part of the original scope or if they were added later. The project manager should first review the project plan and scope to determine if the missing features were part of the original scope or if they were added later. This will help to identify the reasons for the missing features and develop a plan to address them. If the missing features were part of the original scope, the project manager should work with the team to identify the reasons for the missing features and develop a plan to address them. This may involve revising the project plan, adjusting priorities, and allocating additional resources as necessary. If the missing features were added later, the project manager should work with the client to determine if they are critical to the success of the project and if they can be added in a future release. It may also be helpful to communicate the plan to stakeholders and obtain their buy-in. The other options are incorrect. Evaluating the missing features with the client and planning to include the requirements in the next phase is premature. A comprehensive understanding of the missing features is crucial before making plans. Requesting additional funding is premature. The project manager must have a better understanding of the issue before making a justified request for additional funding. Restarting the project is an extreme measure and may not be possible or necessary.

Answer 243

Solution: A. Work with the stakeholders to develop incremental budgeting approaches. Work with internal stakeholders to develop flexible budgeting approaches that provide sufficient rigor to satisfy key business requirements but recognize the project team will need autonomy over funds to explore solutions that will emerge from working with customers.

Answer 244

Solution: B. Review the performance against the project baseline. Integrated scope, schedule, and cost baselines are used for comparison to manage, measure, and control project execution. The project manager should first review these baselines and identify the specific tasks that will be impacted by the delay. This assessment provides the necessary information to make informed decisions about how to address the situation effectively. The other answer choices should only be considered after a proper assessment of the situation. A change request should not be raised until the project manager has a better understanding of the impact of the supplier delay and the changes needed to address the situation. Initiating legal action or terminating the contract with the supplier are significant steps and should only be considered when all other attempts to resolve the issue have failed.

Answer 245

Solution: A. Ensure the stakeholder understands the purpose of the project. The project manager needs to ensure the optimal alignment between stakeholder needs, expectations, and project objectives. The other answer choices are incorrect. They are steps the project manager may take after, but the first thing the project manager should do is ensure that the stakeholder understands the project objectives.

Answer 246

Solution: A and C. Improve the processes and reduce rework by keeping senior staff turnover to a minimum level. Enhance the development process by redesigning new templates for the design documentation. Improving the process and reducing rework addresses the potential risk of senior staff turnover, which could impact project continuity and quality. This aligns with the project's constraints (e.g., regulatory compliance and dependency on senior staff) and supports the goal of completing the project successfully within the fixed three-month duration. Enhancing the development process focuses on improvement through the redesign of templates for design documentation. This directly contributes to achieving the project's goals within the regulatory compliance and resource constraints. The project manager seeks to make the process more efficient and effective, which is crucial for timely project delivery. The other options are incorrect because they are not the most suitable choices. While developing detailed process maps is a valuable activity, it is not explicitly tied to the project's constraints (e.g., the fixed three-month duration). Reducing the company's environmental footprint is not explicitly tied to the project's constraints (e.g., the fixed three-month duration). While it could be a valuable component of the project, it may not be as critical. Identifying training needs and creating a development plan to complete the delivery in three months does not address the unique constraints mentioned in the scenario (regulatory compliance and senior staff dependency). It is also somewhat vague regarding how it directly contributes to the project's success within the three-month timeline.

Answer 247

Solution: A. Update the risk register. The project manager should first update the risk register when a previously unforeseen risk is identified during the execution phase of a project. This will help ensure that the risk is properly documented and tracked, and that appropriate risk response strategies can be developed and implemented. The other options are incorrect because the risk register should be updated first. Performing qualitative risk analysis, updating the project sponsors, and planning for additional budget may also be necessary depending on the specific circumstances of the risk, but updating the risk register should be the first step.

Answer 248

Solution: A. Review and revise the project charter to ensure alignment with organizational strategy. The alignment of project and organizational goals is essential. The project manager should review and revise the project charter to ensure that the project is operating in alignment with the new organizational strategy. If the organization’s goals shift, the project manager may need to pivot the direction of the project to meet current values. The project manager can address the stakeholder's concerns effectively by confirming alignment and making necessary revisions. The other options are incorrect. Reminding the stakeholders that the project was initiated prior to the strategy change does not address the stakeholder's concerns or ensure project alignment. A meeting with the stakeholder should occur after the project manager has reviewed the project charter to identify and revise any areas where the project may no longer be aligned with the new strategic plan. Proceeding as planned and assuring the stakeholder that the project aligns with the new strategy without confirmation lacks transparency, ignores the stakeholder's concerns, and is not ethical.

Answer 249

Solution: C. Update the documentation and identify corrective actions. The first step for the project manager in this situation should be to update the documentation and identify corrective actions. It is important to update project documents as soon as issues are discovered. This allows for a detailed analysis of the situation and helps ensure that all team members and stakeholders have access to the most up-to-date information and can make informed decisions. The other options are incorrect. Involving customers or making significant changes to the project baseline should only be considered after the project manager assesses and documents the issue and takes steps to address it. A proactive and internal approach is essential before considering external communications or major adjustments to the project plan.

Answer 250

Solution: C. Determine the benefit of the change. The first step in incorporating a new process into a project is to understand the benefits of the change. This will help the project manager determine if the change is worth the effort and resources required to implement it. The project manager should also consider the impact of the change on the project schedule, budget, and scope. The other options are incorrect because they would be done after the benefits of the change have been determined. Evaluating how the new process can be incorporated is incorrect because it would happen after determining the benefit of the change. Once the potential benefits are understood, the project manager can then evaluate how the new process can be effectively incorporated into the project to maximize those benefits. Issuing a priority order for the change is incorrect because it's not typically the initial step. Priority should be determined based on factors such as impact, urgency, and strategic alignment, which can be assessed more effectively after understanding the potential benefits. Modifying the requirements document is incorrect because it is an action that follows the decision to incorporate the new process. Once it's clear that the change is beneficial and how it can be incorporated, the requirements document can be updated accordingly.

Answer 251

Solution: C. Examine the quality metrics to determine if the project is complying with the documented quality requirements. Examine the quality: A Quality metric describes a project or product attribute & how the Control Quality process will verify compliance. The PM checks the metrics to see if the increase in, or the number of errors, is out of compliance. Until the check is done, it is not known if the increase is out compliance. The other answer choices are incorrect. Continue development: The project manager may press the team to continue, but until the quality metric is checked, it may result in non-compliance. Update the WBS: The WBS would only be changed if there was to be a change in scope and there is no indication of that being the case. The schedule would have to be changed if there was an indication that additional time is needed and only after the change is approved Submit change request: The project manager should not submit a change request until there is something to change. At this stage there is no indication that additional time is needed to warrant such a request.

Answer 252

Solution: D. Acknowledge the suggestion and assess the new method and the potential impact on team efficiency. Acknowledging the team member's suggestion shows respect for their input and encourages a collaborative atmosphere. Assessing the new method and its potential impact on team efficiency ensures that decisions are made with a clear understanding of the implications and allows for informed decision-making. Once the project manager has assessed the new method, they can make a decision about whether or not to implement it. The other options are incorrect. Immediately implementing the change without proper evaluation and team input can lead to disruptions and unintended consequences. Rejecting the suggestion without first assessing it can stifle innovation and ignores the possibility of increasing team productivity. Documenting the idea for future consideration is incorrect because if the change could lead to significant efficiency improvements, it's worth assessing it in the current context rather than postponing it indefinitely.

Answer 253

Solution: A. Submit a change request to add regression testing work packages to the project scope. The quality management plan (QMP) drives the quality management processes and regression testing is a part of the QMP. Hence the project manager should submit a change request to add regression testing work packages to the project scope. The other answer choices are incorrect. Requesting extra test resources is something the project manager will do after the change request for the regression testing work packages is approved. Hence this option is not the appropriate answer. Removing regression testing from the quality requirements and QMP is not the right thing to do as it will decrease the quality of the project.

Answer 254

Solution: C. Conduct a training needs assessment for the team. The first step that the project manager should take is to conduct a training needs assessment to identify the specific agile techniques that the team needs to be trained on. This will help to ensure that the training is tailored to the team's needs and that it is effective in addressing the root causes of the conflicts. The other answer choices are not as effective as conducting a training needs assessment first. Developing a training plan without first conducting a training needs assessment may result in the team being trained on agile techniques that they do not need or that are not relevant to their specific needs. Scheduling training sessions without first developing a training plan may result in the team being trained on agile techniques in a haphazard way. Instructing the team to begin using agile techniques immediately may not be effective if the team has not been trained on the agile techniques in question.

Answer 255

Solution: B. Work with the stakeholders to develop flexible budgeting approaches. The project sponsor refused to approve the budget, so the project manager should work with the stakeholders to develop flexible budgeting approaches for this iteration. This allows the project manager to explore budgeting strategies to accommodate specific project needs without requiring a budget increase. Submitting a change request is incorrect because it may not be feasible or effective because the sponsor has already decided not to approve the budget increase. Explaining the risk of denying the increase may or may not be helpful, but it does not provide a solution to the problem. The increase could have been denied for any number of reasons and the sponsor may already be aware of the risks. The best course of action is to address concerns and explore resolutions. Spending extra money is irresponsible and may have serious negative impacts on future iterations.

Answer 256

Solution: C. Fixed price with economic price adjustment (FPEPA) contract The project manager should use the Fixed price with economic price adjustments (FPEPA) contract. This type is used whenever the seller's performance period spans a considerable period of years, or if the payments are made in a different currency. It is a fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes or cost increases (or decreases) for specific commodities.

Answer 257

Solution: D. Ask the new team member to wait until their teammate finishes. The project manager should politely tell the new team member that they will have an opportunity to provide a status update after the first team member is finished. This helps maintain the effectiveness and efficiency of the meeting and ensures that the team's time is used wisely. It is important to be respectful of everyone's time and contributions. The other answer choices are incorrect. Privately talking to both team members after the meeting may not be necessary and the project manager should address the interruption promptly. It is important to be respectful of everyone's time and contributions. Telling the new team members that they are being unprofessional may embarrass the new team member and create an uncomfortable environment. The project manager should avoid the potential for negatively impacting the meeting dynamic. Pausing to discuss appropriate meeting protocol with the entire team may not be necessary and is not an effective use of the project team's time.

Answer 258

Solution: A. Identify and document all inter-project dependencies. It is important that the project manager identifies all inter-project dependencies. Identifying and documenting these inter-project dependencies ensures a clear understanding of which deliverables impact other projects, facilitates effective planning and inter-project communication, and ensures that dependency-related risks are identified and planned for. The other answer choices are incorrect because they are not effective ways of handling inter-project dependencies. Adjusting timelines is not an appropriate response because there is no guarantee that adjusting the timeline is feasible or would positively impact inter-project dependency. Eliminating all potential inter-project dependencies is incorrect because it may not be achievable or practical in this situation. It may not be possible to ensure that all projects can proceed independently and that course of action may negatively impact the project.

Answer 259

Solution: A. Evaluate the team's understanding of the action plan by requesting their feedback. The project manager should consider evaluating the team's understanding of the action plan by requesting their feedback first. This will help the project manager identify any gaps in the team's understanding of the plan and address them before moving forward. It will also help to ensure that the team is aligned with the project goals and expectations. Once the team's understanding is evaluated, the project manager can then confirm that the plan is documented and shared among the team and stakeholders, increase the frequency of team meetings, and provide additional time for deliberation and planning if necessary. The other answer choices are incorrect. They propose the project manager take action without fully understanding the root cause of the team member's confusion and delay. Confirming the plan is documented and shared among the team and stakeholders are not the main issue here. The team already has the plan, but they are not understanding it. Increasing the frequency of the team meetings for the status report submission may help to improve the timeliness of the reports, but it will not necessarily improve the quality of the reports. Ensuring that team members are provided with more time to deliberate and the plan is not the most efficient solution.

Answer 260

Solution: D. Evaluate the workload of the experienced team member. The project manager should evaluate the workload of the experienced team member and determine if it is possible to reduce their workload on other projects to allow them to focus more on the high-priority, change-driven project. If reducing their workload is not possible, the project manager should consider bringing in additional resources to support the project. Once this is complete, the project manager should work with the team to prioritize tasks and monitor progress closely to ensure that the release timelines are met. The other options are incorrect. Reporting the issue to the project sponsor or adjusting the schedule and issuing a change request may not directly address the root cause of the issue and may not be the most effective solution. Immediately meeting with the team may be premature or unnecessary at this stage and does not directly address the workload concern.

Answer 261

Solution: B. Provide the team with the organizational process assets and the project charter. Organizational process assets include the plans, processes, policies, procedures, and knowledge bases specific to and used by the organization. The project manager should provide the team with the organizational process assets and the project charter to address the safety and environmental protocols for the new robot's operating procedures. This will ensure that the team has access to the necessary information and guidelines to ensure compliance with safety and environmental regulations. The other options are incorrect. Hiring a specialized engineer may not be necessary or feasible. The required information should be available in the organizational process assets and the project charter. Reviewing lessons learned documentation for similar projects may not be helpful. The robot is new, and past projects may not offer relevant or applicable insights. Running a benchmark with similar plants may not be necessary, is time-consuming, and requires additional resources. Benchmarking could be a supplementary step after addressing immediate concerns with the organizational process assets.

PMP Wrong Questions Flashcards

Study questions that I got wrong (285 cards)