Test 13 Flashcards
(14 cards)
- You are leading an Agile project. The team has proposed using a Kanban board to manage the team’s work in progress and spot bottlenecks. The following work flow has been agreed on for the Kanban board: Ready -> Develop and Unit Test -> Dev-Done -> System Test -> Done. According to this Kanban board, the lead time of an item is the:
The time an item enters the “Ready” bin till the time it exits the “Done” bin.
NOT: The time an item enters the “Ready” bin till the time it enters the “Done” bin.
NOR: The time an item enters the “Develop and Unit Test” bin till the time it exits the “Done” bin.
NOR: The time an item enters the “Develop and Unit Test” bin till the time it enters the “Done” bin.
Reason
Lead time is from the time you put an item on the board until you deliver it. This will be represented by the time an item enters the “Ready” bin till the time it exits the “Done” bin. Exiting the “Done” bin implies delivery to the customer. [PMI Agile p65] (Domain: Process, Task 1)
- A project manager is preparing the WBS for a software project. The WBS includes all the product and project work but excludes the project management work. From the following choices, choose a statement that correctly describes this situation.
Correct Response
This is incorrect. Include product work, project work, and project management work.
NOT: This is correct. Include product and project work as part of the WBS but exclude project management work.
NOR: This is incorrect. Include product work and project management as part of the WBS but exclude project work.
NOR: This is incorrect. Project work and project management are part of the WBS, but product work is not.
Reason
The WBS is a deliverable-oriented decomposition of all the work to be done by the project team to achieve project objectives. It organizes and defines the total scope of the project. Thus, it includes product work, project work and the project management work required to complete the project. [PMBOK7 p187] (Domain: Process, Task 8)
- An organization has recently begun its Agile transformation. Which of the following can help motivate more frequent handoffs across departments, and thus more frequent interactions and a faster flow of value across the organization?
Size of project deliverables.
NOT: Agile PMO.
NOR: Highly functionalized structures.
NOR: Geographically distributed project sites.
Reason
Highly functionalized structures and geographically distributed project sites create impediments to Agile approaches. An Agile PMO can help but the frequency of the deliverables is directly related to the size of the deliverables. Reducing the size of a project deliverable will motivate more frequent handoffs across departments, and thus more frequent interactions and a faster flow of value across the organization. [PMI Agile p83] (Domain: Process, Task 1)
- Three years back, your organization awarded a fixed price contract to a reputable local contractor to construct a new airport terminal in the city. A few days back, you received a change request from the contractor requesting to adjust the contract’s price. The contractor is claiming that as a result of the recent national recession, the prices of raw materials have gone up and he cannot complete the rest of the project at the contract price. Is the contractor’s request legitimate?
Yes, unless there is no Economic Price Adjustment provision in the contract.
NOT: No, the price of the contract is fixed and cannot be changed.
NOR: No, the price hike due to recession must be adjusted against the contractor’s profit.
NOR: Yes, you cannot penalize the contactor for price escalations due to force majeure.
Reason
Unless there is no provision for economic price adjustment due to inflation, a fixed price contract’s value cannot be changed. Usually fixed price contracts spanning over one year in duration have this provision built into the contract. [PMBOK7 p179] (Domain: People, Task 11)
- You are working in a matrix project environment where functional managers have control over the resources. You are well aware that not acquiring the project team soon enough for your project could result in changes to the schedule, cost, and quality. To acquire the project team from functional managers, the best technique for you to use is:
Negotiations
NOT: Pre-assignment
NOR: Acquisition
NOR: Virtual teams
Reason
Pre-assignment, virtual teams or negotiations as tools or techniques for acquiring project resources. However, negotiation is the tool used to acquire the project team from functional managers to ensure that the project receives appropriate staff in the required time frame. [PMBOK7 p65] (Domain: Process, Task 5)
- Which of the following Agile techniques requires the entire team to get together and discuss the acceptance criteria for a work product (The team then creates the tests and writes enough code and automated tests to meet the criteria)?
Acceptance Test Driven Development (ATDD).
NOT: Behavior Driven Development (BDD).
NOR: Continuous integration.
NOR: Test at all levels.
Reason
Acceptance Test Driven Development (ATDD) requires the entire team to get together and discuss the acceptance criteria for a work product. The team then creates the tests and writes enough code and automated tests to meet the criteria. [PMI Agile p56] (Domain: Process, Task 13)
- Laurence is the PMO manager at ANZ Company. The CEO of the company asked Laurence to review the business requirements and develop the current year’s capital management plan. The capital management plan will outline the key business deliverables (capital projects) and will go to the board for final approval. Which of the following organizational artifacts should Laurence review to analyze the business requirements for the current fiscal year?
Organizational Strategy
NOT: Capital budget for the current year
NOR: Lessons Learned
NOR: Organizational Process Assets
Reason
Capital planning is the process of budgeting resources for the future of an organization’s long term plans. Capital planning for a business would include budgeting for new and replacement machinery, research and development and the production of new products, new plants and other major capital projects. Capital projects can only achieve the organizational goals when they are aligned with the organization’s strategy. [PMBOK7 p212] (Domain: Business Environment, Task 2)
- Agile – Kanban Lead Time
Q: In a Kanban system, what does lead time measure?
A: The time from when an item enters the “Ready” bin until it exits the “Done” bin.
📝 Tip: Lead time = entire process duration, from request to delivery.
- Work Breakdown Structure (WBS) Scope
Q: What types of work should be included in the WBS?
A: Product work, project work, and project management work must all be included in the WBS.
📝 Tip: WBS defines the total scope of the project.
- Agile – Encouraging Frequent Handoffs
Q: According to PMI, what promotes more frequent handoffs and thus more frequent interactions and a faster flow of value across the organization in Agile?
A: Smaller project deliverables.
📝 Tip: Smaller chunks = faster feedback and more collaboration.
- Fixed Price Contract Adjustments
Q: When can a contractor in a fixed price contract request price adjustments due to inflation?
A: Only if the contract includes an Economic Price Adjustment clause.
📝 Tip: Without this clause, the price is truly fixed.
- Acquiring Team in Matrix Environments
Q: What is the best technique for acquiring resources from functional managers in a matrix organization?
A: Negotiation.
📝 Tip: Matrix = shared power → negotiation needed for team acquisition.
- Agile – ATDD
Q: Which Agile practice involves the team discussing acceptance criteria before coding?
A: Acceptance Test Driven Development (ATDD).
📝 Tip: ATDD = Discuss criteria → Write tests → Write code.
- Aligning Capital Projects with Strategy
Q: What should be reviewed to ensure capital projects align with business goals?
A: The Organizational Strategy.
📝 Tip: Strategy first → Then build the capital plan.
