PMP Practice Exam 6 - Non Timed

The Project Management Office wants to offer constant reporting across the dozens of agile projects running concurrently. They want to use information radiators to share progress status and key lessons learned.

How can this best be achieved?

Place monitors displaying combined feature burn-up charts and a digest of retrospectives.
Use fishbowl windows to show all project teams’ Kanban boards and charts in real time.
Place webcams to broadcast all Kanban boards and cycle the images sequentially on the radiator.
Set up an internal Wiki page which all agile teams update in real time and users consult on demand.

After three agile iterations showed a trend of increasingly prolonged test work, the team performed an intensive backlog refinement.

What metrics would show that the problem was effectively addressed?

Increase in value per story
Speed of impediment resolution
Stories completed per iteration
Decrease in backlog item count

A government is ready to announce a new tax on sugary products to fund a healthcare program. The team is working on the first set of goals to secure buy-in from the industry stakeholders and launch a strong public campaign to support the mandate.

In which three ways can the project build a shared understanding of the project goals with public stakeholders? (Choose three)

Create partnerships between the government and industry stakeholders so that the industry is prepared to support the change.
Launch a national survey program to anticipate how individuals and businesses will react.
Announce the tax along with an advertising campaign to educate the country and individuals about the benefit.
Inform industry stakeholders that noncompliant businesses will be penalized.
Use an incremental approach by taxing products with the highest sugar content only and explain how this will improve health results over a period of time.

A project manager is facilitating a workshop to define the “Definition of Done” (DoD) for a new digital product. The development team insists that the DoD should focus on code quality and unit testing, while the product owner insists it must include user acceptance testing (UAT) and marketing approval. The two groups are reaching an impasse, and the disagreement is delaying the start of the first sprint.

How should the project manager handle this situation to build shared understanding?

Support the development team's perspective, as they are the ones responsible for the technical integrity of the product.
Adopt the product owner’s definition, as the product owner represents the voice of the customer and project value.
Facilitate a discussion to map out the entire value stream and help both parties see how their individual requirements contribute to a successful release.
Create two separate definitions of done—one for technical completion and one for business readiness—to satisfy both groups.

A project manager went on a vacation and returned to discord. According to two stakeholders, stakeholder C is causing problems. Every day for the last two (2) weeks, stakeholder C sent an email to the team, checking progress and giving new instructions. The team ignored the emails and continued working, but the other stakeholders are concerned about stakeholder C’s behavior.

What should the project manager do?

Instruct the two stakeholders to ignore stakeholder C, just as the team did.
Invite everyone to a meeting and work through the communication issue.
Initiate a private conversation with stakeholder C and resolve this problem.
Investigate the problem to find the root cause.

A project’s goal is to improve a company’s customer service process through automation and staff development. The team sent initial surveys to the staff to assess their satisfaction with the current process and are now analyzing the responses. These are the top four responses:

• The current process works fine.
• The current process needs fixing.
• We need better training.
• We do not need any more training.

Which two activities should the project team perform first? (Choose two)

Job satisfaction survey
Likelihood-to-recommend (LTR) survey
Risk analysis
MoSCoW diagram
Lessons learned

A project manager is leading a global team on a time-sensitive product launch. Two team members from different regions have a recurring disagreement regarding the specific format of the weekly status report. The conflict is starting to consume significant time during their 15-minute daily stand-up meetings. Because the product launch is only two days away and every minute is critical, the project manager tells the two team members, “We will use the current format for the next two days to stay focused on the launch, and we will sit down next week to design a new format together.”

Which conflict resolution technique did the project manager apply?

Collaborating / Problem Solving: The project manager is working with both parties to find a long-term solution that satisfies everyone.
Compromising / Reconciling: The project manager is asking both parties to give up their preferred formats for a temporary period.
Smoothing / Accommodating: The project manager is downplaying the conflict to maintain a friendly atmosphere during the daily stand-up.
Compromising / Reconciling: The project manager is seeking a middle-ground solution that provides some level of satisfaction to both members.
Withdrawal / Avoidance: The project manager is retreating from the conflict or postponing the issue until a later time when they are better prepared.

A project team is small, and the team members have known each other for a long time. The team’s project is in the execution stage. Recently, a team member told the new project manager that another team member has been complaining about how the project is being managed.

How should this new project manager respond?

Review the current stakeholder engagement plan to identify how to resolve this difficulty.
Schedule a team meeting to discuss the current team charter and ground rules, especially around communication and teamwork expectations.
Hold a team morale-building event to improve team culture. 
Speak to the team members individually and ask them how they would like to deal with the situation.

A new project team is setting early priorities, and they plan to gain the customer’s trust by delivering value as quickly as possible. Team member C mentions that they have worked with the project sponsor on other projects.

How should the project manager connect these two facts and create an advantage for the project team?

Make team member C the project leader since they already know the sponsor.
Ask team member C to tell the whole team everything they know about the sponsor so that the team can work better.
Explore how team member C can use personal influence with the sponsor to increase the project's potential for benefits realization. 
Discuss whether team member C has a conflict of interest in order to maintain an ethical standard.

Leaders of high-performing project teams __________ team members’ skills and knowledge and keep team members __________ throughout the project.

Fill in the blanks with the correct set of responses.

nurture, motivated
reward, scheduled
identify, aware
leverage, rewarded

The agile team is composed of highly skilled product design engineers. Their reputation for quality and speed has earned them new duties in concept development for new products, but team output in this new role has fallen steeply compared to their design work.

Which two measures are most effective to improve team productivity in this case? (Choose TWO.)

Plan a creativity spike in the next iteration.
Seek creative thinkers to mentor the team.
Prolong the iterations to adjust to new tasks.
Hire more T-shaped profiles into the team.
Boost motivation with a team building event.

A project manager experienced in predictive methods is taking on an agile project for the first time. To help in making a successful transition, the project manager makes a list of situations that may arise from inadequate action as a servant leader.

Which three situations would be on this list? (Choose THREE.)

Team members avoid taking on challenging tasks.
Team members avoid direct communication with other departments.
Team members raise impediments they are unable to eliminate.
High performers in the team move to more senior positions.
Project stakeholders’ express skepticism of agile methods.

A collocated agile team is updating the ground rules based on the last iteration and retrospective.

Which option should be excluded from the new ground rules?

Tell the truth and address any issues to the correct party (at the right time).
There shall be no email or surfing the web during team meetings and be present on-site between 9:00 am and 4:00 pm.
Ask for clarification if you are confused and do not interrupt one another.
There shall be no swearing during team meetings and participation in chess club on Monday evenings is mandatory.

A project manager is leading a cross-functional team that has recently started working together. During the first few weeks, the project manager notices that several team members are arriving 10 to 15 minutes late to the daily stand-up, causing the meeting to run over its 15-minute timebox and delaying the start of the day’s work. What is the best way for the project manager to handle this situation?

Individually reprimand the late team members after the meeting to ensure they understand the impact of their tardiness on the project schedule.
Facilitate a team session to review and update the team charter, allowing the team to collectively define and agree upon the rules for meeting attendance.
Record the arrival times of all team members and include a "tardiness report" in the weekly project status update sent to senior management.
Extend the daily stand-up to 30 minutes to accommodate late arrivals and ensure all status updates are still captured.

The IT department of a glassware manufacturer enthusiastically approved the agile team’s mid-project demo of quality-checking software for assembly line workers. However, the final product was considered UNUSABLE because the workers’ gloves are too thick to press the machinery’s small buttons.

What should the project manager do to avoid this kind of failure in the future?

Contract directly with the customer department that defines the product requirements.
Ensure that all software releases include adjustable accessibility features.
Create a realistic simulation of end-user conditions for developers testing the software.
Plan for end users to test prototypes and incremental releases in their production environments.

An agile team welcomes a new team member who is unfamiliar with the agile approach. At the weekly demo meeting, this team member becomes visibly nervous when an operations engineer, who often criticized their previous work, appears unexpectedly and gives very direct feedback about the prototype. After the meeting, the new team member leaves the room quickly.

How should the team respond?

The product owner should approach the team member later in the day to find out the history of the problem.
Allow the team members to figure out their own relationships since this is a self-organizing team.
Hold a team meeting to find out from the other team members what they know about this situation.
The team lead should reiterate the ground rules at the next retrospective meeting, especially the engagement protocols and communication standards.
Facilitate a face-to-face meeting between the new team member and the operations engineer

A project manager is leading a newly formed agile team. During the last two retrospectives, the team members expressed frustration because they felt their technical decisions were being constantly questioned by a senior stakeholder who is not part of the daily stand-ups. This has led to a decrease in team morale and a slowing of the sprint velocity.

How should the project manager handle this situation?

Arrange a meeting between the team and the stakeholder to allow the stakeholder to explain their technical concerns directly.
Instruct the team to ignore the stakeholder’s comments and focus on the sprint goals, as the team is self-organizing.
Meet with the stakeholder to reinforce the team's autonomy and establish a formal communication channel for feedback.
Ask the Scrum Master to facilitate a conflict resolution session between the team and the stakeholder.

A project manager with limited experience managing globally distributed team members is appointed to a project with team members who are all from another country and speak a different native language.

To successfully manage this project, the project manager needs to have cultural sensitivity. 

What of the following actions should the project manager NOT take?

Read books about cultural sensitivity in leadership.
Hire a professional coach to learn how to be a more successful leader.
Request a different assignment, citing the language barrier as an obstacle.
Enroll in language and culture lessons to learn about this country.

A financial software company serves stock markets worldwide. An experimental quality assurance project has agile teams working in three company offices: Seattle, Tokyo, and London. The teams work in two shifts in each location at the following times in each time zone:

Shift 1: 08:00h to 16:00h
Shift 2: 16:00h – 0:00h

Which collaboration method would ensure the fastest “follow-the-sun” problem resolution?

Conduct Scrum-of-Scrum meetings daily in order: 1 Tokyo Shift 2 with London Shift 1 2 London Shift 2 with Seattle Shift 1 3 Seattle Shift 2 with Tokyo Shift 1
Run fishbowl windows during the overlapping shifts: – London Shift 1 with Tokyo Shift 2 – Seattle Shift 1 with London Shift 2 – Tokyo Shift 1 with Seattle Shift 2
Conduct Scrum-of-Scrum meetings daily in order: 1 Seattle Shift 2 with London Shift 1 2 London Shift 2 -Tokyo Shift 1 3 Tokyo Shift 2 -Seattle Shift 1
Run fishbowl windows during the overlapping shifts: – Tokyo Shift 2 with Seattle Shift 1 – London Shift 1 with Seattle Shift 2 – Tokyo Shift 1 with London Shift 2

A company is constructing recycling plants in fifteen (15) countries around the world. The lead in the project management office (PMO) wants more timely progress reporting and experience sharing between project managers in each of the geographically distant projects.

Which two agile methods might the PMO use to fulfill this need? (Choose TWO).

Definition of Done
Electronic Kanban board
Backlog refinement
Virtual daily standup meetings
2-week retrospective

A project manager is reviewing the performance metrics of an agile team and notices that while the team’s velocity is high, the “rework rate” has increased significantly over the last two months. During a private conversation, the Quality Assurance (QA) lead mentions that the developers are rushing to meet sprint goals and are bypassing some unit testing protocols.

What is the best action for the project manager to take to support team performance?

Increase the duration of the sprints to provide the developers with more time to complete testing without rushing.
Address the trade-off between velocity and quality during the next retrospective and facilitate a team-led solution to improve testing compliance.
Issue a formal warning to the development team stating that velocity will no longer be tracked until the rework rate drops.
Hire an additional QA resource to handle the increased rework and ensure the project remains on schedule.

Project A is experiencing schedule performance issues. After assessing the issues, the project manager determines that project resources have low expertise levels.
 
Specifically, a few of the senior-level resources perform irrelevant work, and some inexperienced resources take too much time to complete tasks.
 
Which action should the project manager take to enhance team performance?

Implement training where necessary and make work requirements more visible for all team members.
Reassign the senior-level resources as coaches and mentors to the inexperienced ones.
Give the junior team members incentives to work faster; send an email to the senior-level resources.
Remind the entire team of project goals, schedules, roles, and timelines during the next team meeting.

A project team has been efficiently delivering results. The product upgrade they are working on must be released in three months or else a competitor’s new product will make theirs obsolete. Citing this reason, the product owner makes a sudden request for a feature revision. However, no one on the project team is capable of doing the work. The project sponsor is willing to extend the budget but CANNOT extend the schedule.
 
What should the project manager do?

Meet the new demand by adding new resources with the required skills.
Recommend suspending the project until a firm decision can be made.
Discuss options with the project sponsor and choose the best one.
Challenge the request and initiate customer research to determine whether the new feature is desirable.

An agile approach is required during the final phase in a team’s project. As the team discusses the phase, some team members disclose that they have NOT worked with agile before. The deadline is approaching soon.
 
How should the project manager respond?

File a change request that addresses the agile training that members lack.
Escalate this as an issue to the project sponsor, as it is a company-wide issue and a blocker for this project.
Ask the team members who have worked with agile to mentor the others.
Identify and provide the most cost-effective agile training for team members.

During Project A’s kickoff phase, the project manager provided training for the entire team regarding the specifics of the company operations that the project supports.
 
A year later, project productivity is suffering because members who were added later in the project do NOT have the same level of understanding.
 
How should the project manager respond to this challenge?

Tell the newer team members to ask for help from the long-term members when they run into things they do not understand.
Ask current team members to provide training and support and hold a second kick-off meeting for new team members.
Add new members who have the relevant experience, reassign the newer team members, and log turnover issues in the lessons learned register.
Recognize that this is a natural project progression and revise the schedule to allow for the slight decrease in productivity.

A high-influence stakeholder frequently contacts individual developers directly to request minor “tweak” changes to the user interface that were not included in the original requirements. The developers, wanting to be helpful, often perform these changes without informing the project manager.

What should the project manager do to empower the team and stakeholders while maintaining project integrity?

Reprimand the developers for performing unauthorized work and instruct them to block all communication from the stakeholder.
Set up a meeting with the stakeholder to explain the change control process and empower the team to redirect all new requests to the product owner.
Authorize the developers to continue making small changes as long as they document them in the weekly status report.
Request that the stakeholder be removed from the project communication list to prevent further interference with the team's work.

A project is comprised of three highly dependent parts, each being completed by its own project team. The team leader, worried that conflicts might arise when the outputs from the three teams are combined, asks for advice.

What advice should the project manager provide?

Identify potential conflicts and then arrange for a weekly joint meeting with the members of the three teams to review each other’s work.
Decide which team’s work should be prioritized, then delay the work from the other two teams to ensure there are NO conflicts.
Document conflicts as they occur and take action to remedy any problems that arise.
Continue to let all three teams work simultaneously, recognizing that conflicts can be addressed at the testing phase.

A project team is comprised of local and virtual team members. To manage scheduling priority conflicts among team members, the project manager schedules a video conference call.

Which conflict resolution technique does this statement demonstrate?

Smooth/Accommodate 
Collaborate/Problem Solve
Force/Direct
Compromise/Reconcile

At a weekly project status meeting, a key team member expresses concerns about the overall approach documented within the project management plan. The project manager is surprised because the team is in the process of executing an important component of the project and the concern has NOT been raised before.  

What steps should the project manager take?

Update the risk register to document the concerns, then continue with the meeting’s scheduled agenda items.
Recognize that the concern must be discussed and resolved prior to continuing with the meeting’s agenda items.
Address the team with a generic reminder about meeting etiquette, then ask if the team wants to use the time to discuss the concerns raised during the meeting.
Acknowledge the team member’s concern immediately, continue with the scheduled agenda, then privately meet with the team member to understand the concerns expressed.

During the execution of a project, a key team member is concerned with the overall approach documented in the project management plan. The member surprises the project manager with negative comments about the approach during a weekly status meeting.

How should the project manager address the team member’s concerns?

Continue with the meeting and ensure that the concerns are added to the risk register after the meeting is finished.
Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations.
Remember that a project should NOT go forward when key team members are in disagreement. Use the meeting to discuss the members' concerns.
Make a short comment to acknowledge the team member's concerns, continue with the meeting, and meet with the member in private to discuss their concerns.

Three project teams are working on parts of a single project. The parts are highly dependent on each other. The leader of the team indicates that this might create conflicts when the outputs from the three teams are combined.

What guidance should the project manager offer to the team lead?

Identify potential conflicts and arrange for a weekly joint meeting with the members of the three teams to monitor each other’s work.
Decide which team’s work should be prioritized, then delay the work from the other two teams to ensure there are NO conflicts.
Document conflicts as they occur and take action to remedy any problems that arise.
Tell all three teams to continue to work simultaneously, recognizing that conflicts can be addressed at the testing phase.

The atmosphere is tense in the sprint planning review. The agile team members are visibly unhappy—one of them kicks a chair and shouts at the product owner, “That just doesn’t make sense!”

Which two actions should the project manager take in this situation? (Choose TWO.)

Remind the team of the product owner's responsibilities and authority.
Calm all present by asking them to call on their emotional intelligence.
Intervene, giving one uninterrupted minute to each person present to state their case.
Reprimand the member who kicked the chair with a warning.
Facilitate by asking the team to suggest ways to resolve the points of dispute.

A Scrum innovation team is funded at varying levels by six (6) market units. Four (4) niche market units complain they are neglected because the team prioritizes mainstream unit goals. The marketing director suggests devoting a constant 40% of the team effort to the four (4) niche units in a balanced way.

How can the team support this request?

Group stories by unit; select 40% of niche stories to work on at each sprint.
Split stories into mainstream or niche groups; plan 40% of niche story points at each sprint
Group stories by unit; plan 10% of story points per niche unit at each sprint
Split stories into mainstream or niche groups, plan 10% of mainstream stories at each sprint

A project manager is leading a technical team that has worked together on several previous projects. However, the current project requires a new coding language that only two of the ten members are proficient in. The project manager wants to build team capability while ensuring the project stays on schedule.

What is the most effective way for the project manager to build the team in this scenario?

Suggest that the two proficient members handle all coding tasks while the other eight focus on documentation and testing.
Organize "Lunch and Learn" sessions and pair programming where the experts mentor the other team members.
Request that the Project Management Office (PMO) replace the eight non-proficient members with external contractors who know the language.
Increase the project's contingency reserve to account for the inevitable delays caused by the team's learning curve.

A product owner repeatedly complains, saying that a function developed by the development team does NOT seem to align with the original design.
 
What will help to solve this issue?

Ask the product owner to explain his point of view clearly to the team.
Ask the quality assurance team to identify any mismatches in functionality compared to the initial design.
Ask the development team to rewrite the function so that it matches with the project scope.
Update the product owner twice per week on product development.

A team misunderstood one product functionality documented in an earlier stage of the project. During the current iteration, the functionality has NOT yet been developed, but a business representative has mentioned the deficiency.
 
How should the project manager proceed?

The functionality was formally approved, so initiate the change management process
Schedule a meeting to discuss and brainstorm the functionality with the project team and business representative.
Ensure that the issue is addressed by escalating it to the project sponsor, who should discuss it with the representative.
Continue with the current sprint, recognizing that the issue will be identified during the testing phase.

A project team is currently in the middle of a critical sprint for a high-visibility product launch. A sudden change in corporate security policy requires all project data to be migrated to a new, more restrictive server environment by the end of the week. The team reports that this migration will take approximately two days and will prevent them from finishing the high-priority features promised for the launch.

What is the best way for the project manager to handle this impediment?

Instruct the team to work overtime during the weekend to complete both the migration and the planned sprint features.
Meet with the security department to negotiate a phased migration or a temporary waiver until the product launch is complete.
Inform the stakeholders that the product launch will be delayed by one week due to the new security mandate.
Update the sprint backlog to include the migration tasks and move the lower-priority features to the next sprint.

During a meeting, a project manager learns that a business result needs to be delivered in four (4) weeks, although the original schedule stated sixteen (16) weeks. The project manager also hears that there is NO available technical resource. The project manager knows the technical resource manager because they worked together on a previous project.
 
What is the first thing the project manager should do?

Notify the project sponsor about the lack of a technical resource.
Immediately escalate the issue to decision makers in the organization.
Check with the technical resource manager to see if there is an available technical resource.
Hire an outside party to meet the need for a technical resource.

Project D is working virtually because of a recent natural disaster. Several activities are delayed because a project team member has NOT been working for the past week. This impacts the critical path.
 
How should the project manager respond to this problem?

Obtain a new resource to complete the needed tasks until you can speak to the team member directly.
Discuss the situation with the team member’s functional manager and enable them to manage the team member.
Remind the team member about responsibility and accountability.
Ask a team member who knows this person well to try and find the missing team member and report back.

A new project manager needs to deliver a high-stakes agile project. The vendor working with the team is in another country. Though this vendor has delivered excellent quality work on time in the past, they are currently behind schedule. The team explains to the project manager that their attempts to get the vendor back on schedule have failed. They have sent emails and phoned, but the vendor only gives vague, noncommittal responses. The product owner insists that this vendor is essential to the success of the project and an important partner of the business.
 
Which action should the project manager take?

Contact the vendor and be direct about the consequences of their actions and delays
Create a virtual workspace for the team so that everyone is aware of and accountable for their tasks and aware of due dates. Include the product owner.
Work with procurement to amend the vendor’s service agreement, with specific terms and conditions for work.
Ask the product owner to use personal influence to get the vendor back on schedule.

Several items remain in the Kanban blocked column despite the team’s efforts to resolve the issues. The retrospective reveals that all of the impediments relate to mandatory corporate business processes, which introduce wait times.

What should the project manager do next?

Act as a servant leader to resolve the pending business process issues while the team attends a team-building event.
Dedicate the next iteration to team training on the business processes to help them work more autonomously.
Work with process owners to streamline procedure and secure the team coaching on the processes.
Work with the team to increase the story point estimates in the backlog to account for the business process delays.

Several unforeseen impediments suddenly appear on the Kanban board in a hybrid project. Each team member has reported one or more different problems relating to a regulatory specification issued by the predictive track.

Which parameter is likely to be highest in the risk assessment?

Manageability
Dormancy
Connectivity
Controllability

A project manager is leading a global virtual team with members in three different continents. During a mid-project review, the project manager notices that team members in one specific region are rarely contributing to the shared digital brainstorming board and often remain silent during video conferences, despite being high performers in their individual technical tasks. What is the best action for the project manager to take to support this virtual team’s engagement?

Send a formal email to the silent team members reminding them that active participation in meetings is a key performance indicator for the project.
Research and implement different collaboration tools and meeting formats that accommodate different cultural communication styles and time zone constraints.
Record the meetings and send them to the silent members, allowing them to provide their input via email at a time that is convenient for them.
Schedule a mandatory "virtual team building" session focused on social games to force the team members to interact more personally.

In a product demo meeting, an engineering specialist presents the latest test-driven development prototype and asks for team feedback. Team member Y interrupts the demo to protest about the high cost of the prototype. Members of the engineering team immediately become defensive and begin answering all at once.

What action should the project leader take in this situation?

Intervene and state that the cost query will be considered but remind everyone that this demo is for product development feedback.
Stop the meeting. Firmly tell everyone to calm down and control the rest of the meeting.
Take the opportunity to address team member Y’s concern during the meeting.
Allow the team to work through the disruption and the problem on their own.

A project team is being sent overseas to lead an integration project at a subsidiary factory. To prepare, they review a transcript from the retrospective from a previous trip to identify the main problems.

Which problem listed below can the team approach and potentially solve using servant leadership and active listening during the next iteration?

Host team is very unwilling to partner in training exercises.
Scheduling problems because host teams have dedicated non-working hours at different times of the day due to shift work.
Heatwave during site visit, so outdoor practical training was replaced by simulations.
Equipment is at risk from poor quality maintenance because of ineffective training

A project manager is leading a high-stress phase of a multi-million dollar infrastructure project. During a status meeting, a senior architect becomes visibly angry and shouts at a junior engineer regarding a design flaw. The rest of the team becomes silent and uncomfortable, and the meeting’s productivity halts. Applying the principles of emotional intelligence, what should the project manager do first?

Immediately reprimand the senior architect in front of the group to demonstrate that unprofessional behavior will not be tolerated.
Recognize the escalating emotions in the room, remain calm, and call for a short break to allow the situation to de-escalate.
Ignore the outburst and quickly move to the next agenda item to ensure the meeting finishes on time.
Ask the junior engineer to apologize for the flaw to satisfy the architect and restore the peace.

Project team members are concerned that a new resource does NOT seem suitable for an assigned task.
 
How should the project manager respond to this concern?

Contact senior management to discuss the possibility of reassigning the new resource to a different project.
Schedule time to chat with the new resource to re-assess their skills and understand their strength level.
Ask the team members to document task-related deficiencies displayed by the resource.
Contact the project sponsor to highlight these concerns and decide on an appropriate response.

A project manager notices that team member A seems more unhappy after every team meeting. After looking into the situation, the project manager finds out that team member A is not making progress on a key activity. This has an impact on the critical path. Team member A also feels that they are NOT in the correct role within the project team.
 
What should the project manager do?

Reassure team member A about their abilities by reminding them that they were chosen for a reason.
Meet with team member A to discuss where they can contribute, based on their strengths.
Enroll team member A in targeted training to acquire the needed skills for their assigned role. 
Reassign team member A to a more appropriate role in another project.

A project manager receives complaints from a project sponsor because of a delay in developing a prototype. The project manager consults the resource management plan and responds that the delay was due to a lack of knowledge in a specific skill that was needed by the cross-functional project team.
 
How can the project manager perform this task better in the future?

Create training sessions at the start of the project, so all necessary skills are learned.
List required skills for the project and organize the project team based on those skills.
Consult with the project sponsor to add training once the lack of a specific skill becomes apparent. 
Empower team members to problem solve where skills may be lacking, using the skills they do have.

A project manager wants to know whether an agile team possesses a good combination of T-shaped skills.

What can the project manager measure to determine this?

Decrease in detected defects
Reduction in reassigned tasks
Less internal knowledge sharing
More collaboration with SMEs

A recently formed agile team is exhausted after working 12-hour days to fulfill sprint commitments.

Who has NOT properly performed their duties in this situation?

Project manager
Team members
Product owner
Scrum master

A project manager has drafted a project management plan. While working with the stakeholders, the project manager observes that the key stakeholder’s priorities for the scope and schedule are vastly different from the priorities of all of the other stakeholders.

Key stakeholder – site upgrades and user improvements in a 9-month project schedule
Stakeholders F, K, and S – user improvements in a 3-month project schedule

Stakeholder A has openly stated that the broader scope and longer schedule are necessary for project success.

What should the project manager do first in order to get this project management plan approved?

Ask the key stakeholder to present data to support the business case for a longer schedule and broader scope.
Negotiate with all stakeholders until they agree to common scope and schedule baselines.
Facilitate a meeting with all stakeholders to agree to the scope and schedule baselines.
Proceed with the key stakeholder’s scope and schedule baselines.

A project manager is negotiating a contract with a critical third-party vendor for a specialized component. The vendor is insisting on a “Cost Plus Fixed Fee” (CPFF) contract due to the high level of technical uncertainty. However, the project’s internal sponsor has strictly mandated a “Firm Fixed Price” (FFP) contract to minimize budget risks. The negotiation has reached an impasse, threatening the project timeline. What is the best way for the project manager to resolve this negotiation and reach an agreement?

Side with the project sponsor and inform the vendor that the project will seek an alternative provider if they do not accept the FFP terms.
Propose a "Fixed Price Incentive Fee" (FPIF) contract that includes a price ceiling but allows the vendor to earn a bonus for meeting specific performance targets.
Accept the vendor's CPFF terms to keep the project moving and explain to the sponsor later that it was the only way to secure the resource.
Request that the project sponsor meet directly with the vendor's CEO to use executive influence to force an agreement on the FFP terms.

Project manager A identifies three critical risks with probability of a high impact on the schedule and budget of project A—this project is producing critical deliverables for the company.
 
The team meets to devise a solution for the risks and decides that three specific resources will be required to address the risks. However, these resources are already committed to a separate project, which is managed by project manager B.
 
Which party should the project manager work with first to find a solution?

The project team members – to assist in training the new team members quickly so they can complete work on time
The project sponsor – to request more funding for the budget in order to hire contractors
The three resources – to convince them to join the team or, at least, agree to coach the existing team
Project manager B – to negotiate reallocation or sharing of the three required resources

A key stakeholder voices a concern during the planning stage about whether the available resources are adequate to meet the objectives of the project. After further discussion about the requirements and the number of resources identified, the project manager is hesitant about the original plan.
 
Which two steps should the project manager take next? (Choose TWO.)

Review the bounds of the negotiations for stakeholder agreement.
Determine the project's ultimate objectives after carefully evaluating project priorities.
Engage in negotiations for more resources.
Ensure that the impact of the shortage of required resources is fully documented.
Re-evaluate the project objectives, review the planned activities, and recalculate the resource needs.

The sales and marketing director at company A reports a 40% drop in revenue and significant increase in returns for Widget version 6.0. Customers are complaining directly to customer service and the social media teams report a high rate of negative feedback.

The project team is already working on Widget version 6.1., which is a small set of upgrades and bug fixes. The director gets in touch with the team, requesting a full disclosure of the version 6.0 and 6.1 requirements.

How should the project manager interact with this stakeholder?

Remind them that they were consulted about the agreed product requirements for versions 6.0 and 6.1; also remind the stakeholder and that the responsible and accountable stakeholders approved version 6.0 before release.
Review the customer and market research—both qualitative and quantitative—that supported the business case for the 6.0 project. Begin by discussing the stakeholder’s role in the research.
Let them know that you also are disappointed, but this risk was documented and listed as a probable customer/market reaction for a major version release.
Ask the team to perform the final demo for version 6.0 again for the director’s information.

The project sponsor is NOT convinced that an agile track should be used in a new R&D project because the company needs to be certain that specific features will be ready for mass production by a specific date.

Which three agile methods can ensure that the sponsor’s needs can be fulfilled in a hybrid project approach? (Choose THREE.)

A product roadmap can provide a detailed breakdown
Requirement priorities are confirmed at each iteration
Incremental development reduces risk of quality delays
Impact mapping can be used to group related stories
Stories can be broken down into granular epics

A project manager is leading a complex organizational restructuring project. One of the department heads, who is a key stakeholder, has missed several recent coordination meetings and has not provided the required input for the project’s resource allocation plan. During a chance encounter in the hallway, the department head mentions they are feeling overwhelmed by their daily operational duties and find the project’s documentation requirements too burdensome.

Which action should the project manager take to improve collaboration with this stakeholder?

Formally document the stakeholder’s lack of participation in the project status report and escalate the issue to the steering committee.
Schedule a brief, informal meeting with the department head to identify their specific pain points and co-create a streamlined communication approach.
Send a detailed email to the department head outlining the project's critical path and the potential risks caused by their lack of input.
Reassign the department head's project responsibilities to a subordinate within their department to ensure the project timeline is maintained.

A project team leader is reading feedback from a survey given to key functional manager roles. The project aims to introduce a new service to improve an internal process that will affect all of them. One of the questions was “What do you hope to learn or gain from this project?” The answers varied widely among the four team members.

Manager J – I am excited to learn about the new technical service and add it to my team’s core competencies.
Manager K – I want to learn how the new service can help my team do their job better.
Manager H – Maybe not much. I already know how this service is supposed to work.
Manager M – I’m not sure. I’ll wait and see.

How should the project team leader support the growth and development of this group?

Assume everyone’s goals should match the highest levels (J & K), use a positive servant leadership approach, and expect H & M to buy in over time.
Ask H & M to explain their skepticism or lack of enthusiasm. Also ask J & K to coach H & M.
Calculate the median response and assume this as a benchmark. Figure out how to motivate everyone equally.
Circulate a follow-up survey after the first service demo and re-evaluate the responses. If anyone still seems skeptical, then consider a face-to-face meeting to find out why.

A project manager is leading a high-priority transformation project. A senior director from the finance department, who is a critical stakeholder, frequently pushes back against the project’s iterative release cycle, insisting that all financial impacts must be known upfront. The project manager realizes that the director is accustomed to traditional waterfall projects and is uncomfortable with the uncertainty of agile delivery. What is the BEST way for the project manager to mentor this stakeholder?

Modify the project's reporting structure to provide the director with the detailed upfront estimates they are requesting.
Schedule a series of brief 'knowledge-sharing' sessions to walk the director through how iterative releases provide earlier value and risk reduction.
Escalate the director's resistance to the Project Sponsor to ensure that the finance department does not block the next sprint.
Provide the director with a detailed project management textbook chapter on agile budgeting and request they review it.

A key team member is asked to move to another project during the middle of a technical project. The team believes this is an unwise move and expresses concern.
 
Which action will help to resolve the issue?

Discuss the conflict with the project sponsor and formulate a response.
Use coaching tools and techniques to motivate the project team.
Replace the key team member with a new resource who has the same skills.
Acknowledge the team’s concern and analyze the impact to the project.

A project manager in an organization that uses traditional project management is assigned to an ongoing project. Recently, the organization has started to use agile methodologies for projects. The project manager hears that some team members think key subject matter expertise is missing and that the team does NOT collaborate enough. 
 
How should the project manager respond to these team members’ concerns?

Employ third-party specialists to fill the knowledge gap.
At the next standup meeting, emphasize the importance of collaboration to the entire team.
Add cross-functional internal resources and explain their value to the team.
Start using Kanban boards instead of Gantt charts so that work co-dependencies become obvious to everyone.

A new resource joins a working project team and is assigned to a small project that is critical to a larger program milestone. Unfortunately, the new resource is under-skilled and very nervous. The team dynamic has become awkward, and work has slowed on the small project.
 
Which are two possible ways for the project manager to handle this situation? (Choose TWO).

Assess the new resource’s communication skills to evaluate their ability to perform acceptably as part of the project team.
Talk with the new resource about their skills and then determine how they can contribute to the project.
Privately ask the project management office (PMO) to assign a different resource with better skills.
Meet with the functional manager of the new resource to understand their background better.
Solicit the team about integrating and coaching the new team member.

User testing on the last product release revealed low user interest in certain features that required a significant effort to develop. The team feels demoralized, and they want to make sure their future efforts are worthwhile. Success in the next iteration is critical as the competitor product is gaining market share.

How should the team respond?

Team can brainstorm how to better understand the product vision.
Scrum master can coach the product owner on prioritizing the desired end-user features and engaging stakeholders.
Team lead can arrange a training session for everyone to learn about the benefits of a growth mindset.
Team lead can perform stakeholder analysis to find subject matter experts (SMEs) who can guide the backlog value ranking process.

A project manager is leading a transition from a legacy database system to a cloud-based architecture. During the execution phase, the project manager realizes that while the development team is highly skilled in the old system, they lack the specific cloud security certifications required by the organization’s compliance department. This gap poses a significant risk to the project’s upcoming audit.

What is the best way for the project manager to handle this situation?

Outsource the security-related tasks to a specialized vendor to avoid the time and cost associated with training the internal team.
Identify the specific competency gaps and allocate project budget and time for the team to receive the necessary cloud security training.
Request that the compliance department waive the certification requirement for this specific project to keep the schedule on track.
Assign the security tasks to the team members anyway and hire an external consultant to review their work after it is completed.

A project is started with an approved scope.
 
As the team implements the project design, a team member states that the product will NOT meet the requirements in certain situations. Correcting the issue increases both scope and costs, and the project will also miss the deadline.
 
The project sponsors do NOT have additional funding to support the project.

What should the project manager do first?

Perform risk management analysis.
Follow the Perform Integrated Change Control process.
Crash the schedule.
Contact the customer and negotiate for risk acceptance.

A project manager works for a company that is preparing to develop a new product. The new product will require skills that are NOT currently available.
 
To initiate this project, what should the project manager do?

Develop detailed project requirements
Focus on quality control
Document the risk in the project charter
Develop a competitor analysis

A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help with this concern, the project team identifies four (4) project risks and then evaluates both the probability of occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale (1 is the lowest and 5 is the highest).  

RISK PROBABILITY IMPACT
A 1 5
B 4 4
C 2 5
D 2 2
Based on the table in what order should the project manager rank these risks for risk management purposes?

B, A, D, C
B, C, A, D
B, A, C, D
C, D, A, B

Although the sponsor and project team say that the new project has an adequate budget and realistic schedule, the project manager worries that unplanned events could threaten the project’s success.
 
What should the project manager do first?

Engage in identification of project risks, then assess those risks.
Ask the project sponsor for additional funding to cover project planning.
Schedule a meeting with the functional manager to address the potential impact of unplanned risks.
Execute the project as planned and handle any risks as they arise.

The project sponsor requires a project team composed of resources that live in four (4) different time zones, working in four (4) different locations. The project sponsor did NOT consider the challenges created by this requirement and believes that the dispersion will provide an ideal project team that will save costs.
 
Where should the project manager document this in the project charter?

As part of high-level requirements
In the key stakeholder list
In the overall project risks
As part of the resource management plan

During a conversation with a friend, a project manager hears that union action may occur within the next two (2) weeks. The project manager knows that at this stage of the project, any project delays could cause substantial harm to both budget and schedule, and any union action will affect the project team.
 
Earlier, the probability of a union action was considered minimal. Thus, it was unanticipated. Also, the project manager has worked successfully in the past with the union.
 
How should the project manager respond to this issue?

Get more information through informal discussion channels and use that information to decide on next steps.
Update the risk in the risk register with this new information and notify relevant stakeholders.
Plan to reward those who do NOT participate and identify possible disciplinary actions for those who do participate.
Schedule a meeting with the union’s leader and use personal influence to attempt to resolve the problem.

A customer’s end users have NOT completed the required training. The project manager must consider the risk it poses to the timely completion of the project. End user training is a required project deliverable.
 
Which action should the project manager perform?

Update the risk register to document the concerns and then develop a plan to ensure the end users complete their training.
Revise the risk register and discuss it at the next project status meeting.
Dedicate additional post-implementation support to mitigate the risk.
Modify the project schedule to account for the training delay.

A team member has taken unplanned leave during the execution of a project, causing the project team to reschedule some tasks. As a result, critical activities are now occurring at the same time.
 
What is the first thing the project manager should do?

Assess the newly introduced risks with the project team.
Mitigate risks by reverting to the original schedule.
Revise the risk register and then rank the project's risks.
Identify suitable responses for the newly introduced risks.

While a project manager is preparing the monthly project status report, four (4) new risks are identified. These four (4) risks could affect key milestones.
 
What should the project manager do before presenting this new risk information?

Review the risk report and lessons learned repository.
Review the organizational process assets and risk register.
Refer to the risk management plan and the risk report.
Add risks to the risk register, analyze them for impact to the project, and identify response plans.

After the start of a project, the project manager learns that an expected governmental subsidy may NOT be available.
 
How should the project manager address this issue?

Log the risk.
Raise the project’s risk level.
Make up any project deficit using the contingency reserve.
Make a change request.

After missing two (2) consecutive major deadlines because of delayed glass deliveries, a manufacturing company changes its glass supplier to meet production deadlines. Three (3) months later, production reports quality problems with the new glass. The project manager determines that the supplier change caused quality problems.
 
How should the project manager avoid this issue in the future?

Update the risk information to the lessons learned register.
Review the assumption log to revisit or change current assumptions.
Confirm that an implemented risk response is effective.
Evaluate new risks and update the probability and impact matrix.

An agile team has identified several risks during their last retrospective, including the chance of hiring a contractor to double the speed of a critical investigation during the next iteration.

How should the team classify this risk?

Emergent
Issue
Threat
Opportunity

An agile project team is working on a high-growth mobile application. The team identifies several technical risks that could impact the stability of the platform as the user base expands. To ensure these risks are managed iteratively, how should the project manager guide the team?

Create a static risk register and review it during the monthly project steering committee meetings.
Incorporate risk-reduction tasks directly into the product backlog and prioritize them alongside functional features.
Assign the responsibility for risk management solely to the Scrum Master to avoid distracting the developers.
Allocate the entire contingency reserve at the start of the project to ensure all identified risks are fully funded.

A project has the following characteristics:
 
– To determine what product should be created, a feasibility study was conducted. 
– A change request was approved to develop another product that contradicts the original requirements.
– Data analysis was conducted before the change request was approved.
 
Which action should the project manager take?

Execute the change request.
Decline the change request.
Ask for a detailed report of the data analysis.
Ask for a feasibility study of the new product.

During estimating, the team is discussing an item in the backlog. It becomes clear that the item can be done in different ways, but the best way is NOT obvious.

What should the team do to progress on this item?

Add ranked alternatives to the backlog.
Select the cheapest alternative to build.
Add a new spike item to the backlog.
Select the fastest alternative to build

A project manager is consolidating several subsidiary plans, including the Risk Management Plan, the Schedule Management Plan, and the Cost Management Plan, to create the final Project Management Plan. During this integration, the project manager notices that several risk response activities—requiring both specialized labor and financial resources—were identified in the Risk Register but have not yet been incorporated into the project’s schedule or budget baselines. What should the project manager do FIRST?

Update the project schedule and budget baselines to include the time and cost required for the identified risk responses.
Present the integration issue to the Project Sponsor and request an immediate increase in the project's management reserve.
Proceed with the current Project Management Plan and document the missing activities as a residual risk.
Review the consolidated plan with the project team to assess dependencies and ensure the risk responses are feasible within the existing constraints.

A client’s employee asks the project manager for an additional, new product feature during a status meeting.
 
To which document should the project manager first refer to determine who has the authority to approve this request?

Change log
Change management plan
Responsible, accountable, consult, and inform (RACI) matrix
Change request document

A project sponsor asks the project manager to change production materials because these materials could cause health problems to consumers.
 
Which step should the project manager take?

Follow the Perform Integrated Change Control process and thoroughly investigate the matter.
Immediately implement the change and submit a change request for formal documentation.
End the current work and enact the change control process.
Reject the change because the request is outside of scope.

A project manager recently joined a new project with the following characteristics:

– Tight deadlines
– Global virtual team
– Fixed budget

During the planning stage, the project manager wants to avoid scope creep and keep the team focused on delivering a product that meets requirements.

The project manager should ensure __________. (Fill in the blank with the correct response.)

that any changes to scope go through the formal approval process
that daily standups occur, with all development teams
that the development team leads generate detailed requirements
that stakeholders do NOT directly interact with the development team leads

A worldwide product launch will likely be delayed by the lengthy analysis needed to assess the impact of new European Union (EU) regulations. Perishable ingredients and factory bookings are at risk of being lost. The executive committee decides to postpone the launch in the EU but maintain launch dates in all non-EU countries.

How should the project manager re-plan the project to support both launches?

Use the contingency budget to cover sunken costs for the EU launch and adjust plans for the non-EU launch.
Replan the project as a fully agile set of iterations and ensure that fixed milestones are documented on the burn-down chart.
Plan analysis activities and tollgates for the EU launch and crash the schedule for the non-EU launch.
Embed a set of iterations to analyze and develop the EU product, while adjusting plans for the non-EU launch.

A project manager joins a project with the following features:

-Globally distributed team
-Fixed budget
-Very tight deadlines

How can the project manager avoid scope creep and keep the team focused on delivering a product that meets requirements during planning?

Ask all development team leads to prepare detailed requirements.
Hold daily standups with all of the development teams.
Put any changes to scope through the formal change request process.
Prevent stakeholders from direct interaction with the team leads.

An organization’s policy states any change requested on a project that exceeds a certain amount and/or complexity must adhere to the organizational policy and procedures.

The project manager just received an urgent change request (CR) from the customer, and they want it added to the change control board (CCB) agenda scheduled for tomorrow. However, the CR is incomplete.

What should the project manager do?

Begin additional analysis of the CR.
Put it on the CCB agenda for tomorrow and address it there.
Return the CR to the customer because it is incomplete.
Approve the change request.

A project manager is leading a multi-million dollar construction project in the middle of the execution phase. The main project sponsor requests a significant change to the internal layout of the building to accommodate a new line of business. The sponsor emphasizes that this change is critical for the organization’s long-term strategy and must be implemented as soon as possible. What should the project manager do NEXT?

Immediately update the project management plan and the architectural blueprints to reflect the sponsor's request.
Submit a formal change request to the Change Control Board (CCB) for immediate approval.
Evaluate the impact of the requested change on the project's scope, schedule, cost, quality, and risks.
Inform the project team of the new requirements and instruct them to halt current work on the affected areas.

A project manager begins to prepare the project management plan after receiving the project charter.

There is currently NO historical information in the project management office (PMO).

What next step should the project manager take in this scenario?

Utilize analogous estimating.
Seek advice from experts in the field.
Organize an initial kick-off call.
Request that the project sponsor provides input.

A consultant has advised an IT director to use a development and operations (DevOps) approach to a migration project. The IT director wants to understand how the necessary speed can be achieved in a safe way.

Which two examples could demonstrate how DevOps can reduce incidents and speed up deployment at the same time? {Choose TWO.)

Virtualization of all systems and software containers
Early collaboration between operations and development
Machine Learning-based development and deployment
Development testing at deployment sites before operations
Automation of operations and development

An emergency vaccine roll-out project should be deployed to vaccination centers as soon as confirmed locations are booked. Factors such as delayed batch shipments, safety protocols, and target age groups may block the deployment at the last minute. However, the deployment process does NOT vary after passing the tollgate to begin setup at a new location.

Which project approach would best support the goal to maximize the number of centers deployed?

A fully predictive life cycle where each center deployment is a phase subject to dependencies.
A set of agile deployment iterations embedded in a predictive set of processes.
A set of predictive deployment sequences embedded in a set of agile processes.
A fully agile life cycle where dependencies and deployments are combined in each iteration.

A new wildlife reserve project will have a staff of approximately 80 experts, builders, and logistics workers with exposure to various safety risks. The project manager wants a scalable approach combining flexibility and team dynamics with traditional safeguards.

Which option could be used to tailor a hybrid project of this nature?

Crystal Methods
eXtreme Programming (XP)
Behavior-Driven Development
Monte Carlo Simulation

A medical equipment vendor is running a hybrid project which includes some custom software development by an agile team. The team progress is good, but slow customer approval causes unnecessary delays. The customer insists that approval can only be given after repeating all the test cases in the target environment.

How can the project manager accelerate the approvals and build customer trust at the same time?

Invite the customer to send representatives to witness the team's testing to pre-approve the tests.
Work out an arrangement with the customer to defer as many tests as possible to the final release.
Propose new terms for team members to work aside the customer testers to run tests in their environment.
Allow the team to progress at their pace while the customer continues to test and approve earlier builds.

A team is developing the human resource (HR) module of an enterprise resource planning (ERP) system. During a site visit, the client observes concerning data on the team’s information radiators. The burndown chart depicts the progress of the current 3-week iteration. The team is one-third of the way through the iteration, but the actual progress to date reflects the team is behind the planned progress.

The client expresses concern and asks the team lead to discuss it with the product owner. How should the team lead respond?

Advise the client that no action is required because the team is in the middle of the iteration.
Ask the product owner to address the performance issue and search for the cause during the daily standup meeting.
Meet with each team member individually to see who is underperforming and find out what suggestions they may have to get the iteration back on track.
Ask the product owner to identify stories that can be pulled out of the current iteration, so the team can meet the planned story points

After months of information gathering and meeting with the community, a police force wants to design and launch an app to improve the quality of communication with members of the public, one of their critical stakeholders.

How is this an example of continuous process improvement?

People who use the app will automatically receive monthly updates about community initiatives
The app development will be a separate agile track, which shows that the police force is using good project management.
It is intended to improve efficiency and quality of communication between the police and members of the public.
Crime rates will decline.

An organization is initiating a project to develop a groundbreaking consumer medical device. The hardware components of the device require strict compliance with established safety standards and involve a long manufacturing lead time with fixed costs. However, the software interface and user-facing applications are expected to evolve rapidly based on clinical trial feedback and user testing. Which project methodology should the project manager recommend for this project?

A strictly Predictive (Waterfall) approach to ensure all safety standards are documented and met from the start.
A strictly Adaptive (Agile) approach to allow the team to pivot the software features quickly.
A Hybrid approach, using predictive methods for the hardware and agile methods for the software development.
A PRINCE2 approach to ensure rigorous governance and stage-gate control over all deliverables.

A project manager is leading a high-visibility initiative that involves multiple departments with competing priorities. During a recent steering committee meeting, it became clear that there is no consensus on how critical decisions regarding resource allocation are escalated or who has the final approval authority for significant changes. What should the project manager establish to resolve this ambiguity?

A Project Charter
A Project Governance Structure
A Responsibility Assignment Matrix (RACI)
A Change Management Plan

A project has the following characteristics:
 
– A functional manager is also a project stakeholder.
– The functional manager has time constraints and delegates project responsibilities to someone else on the functional team. This person becomes a new stakeholder.
– The new stakeholder is NOT attending meetings.
 
How should the project manager engage this new stakeholder?

Examine the stakeholder engagement plan with the new stakeholder and assess their level of engagement.
Present the project schedule and the specific, assigned tasks to the new stakeholder. 
Request that the functional manager brief this new stakeholder and ask that they send them to all relevant meetings.
Ask the new stakeholder to pair with a more experienced stakeholder to learn responsibilities.

A small group of users complains during a project’s user acceptance stage, stating that their expectations are NOT met.
 
Which action could help avoid this issue on future projects?

Send more frequent updates to stakeholders.
Engage in risk assessments throughout the project.
Make use of conflict management techniques.
Make use of stakeholder feedback during the project.

A project manager is creating an agenda and presentation materials for a kick-off meeting that will involve stakeholders across the globe. 

How can the project manager facilitate and optimize stakeholder engagement?

Create slides for the kick-off meeting to address stakeholder involvement.
Survey stakeholders' preferred meeting dates and times to accommodate the teams in different time zones.
Verify that all required participants or their delegates will be available to attend.
Review the kick-off meeting agenda and materials for overall clarity and concision.

Two (2) users complain during the project’s user acceptance stage, saying that their expectations were NOT met.
 
How could the project manager avoid this issue in the future?

Enable efficient stakeholder management
Assess risks more thoroughly
Employ conflict management techniques
Nurture a professional relationship with the users

A company is struggling to define the scope of a new project that has multiple phases with a high level of dependency between the phases. 
 
How should the project manager approach this challenge?

Contract with a third-party consultant that specializes in helping businesses define scope of work on large projects. 
Work with project stakeholders to recommend an iterative approach that will then help to define the project's scope.
Review the project management plan to ensure that it provides extra time within the schedule, then revise the scope of work.
Move forward with the project but keep a daily check on the schedule to prioritize the dependency issues.

During an agile project, key stakeholders are expressing concerns about their lack of involvement. They feel disconnected from the project. The product owner agrees with these concerns and wishes to do something quickly. The iteration is coming to an end.

What would be a good way to engage the key stakeholders at this stage?

Arrange the daily stand-up on video, so all stakeholders can join the meeting.
Arrange a meeting with the key stakeholders to discuss the iteration backlog.
Invite the key stakeholders to join the next iteration planning meeting and the retrospective.
Invite the key stakeholders to participate in the iteration review.

A project manager shifts to an agile approach for a project with an aggressive go-to-market time line. The project manager needs to revise the stakeholder engagement plan so that it follows agile principles.

Which action should the project manager take?

Increase the number of formal training workshops to cover all relevant issues for all stakeholders, including the project sponsor and client.
Increase the number of stakeholder communication channels.
Make standup meetings mandatory for all key stakeholders
Update the stakeholder engagement matrix.

An agile project team is mid-way through a product development cycle. A key business stakeholder complains that while the product roadmaps are clear, they are not seeing enough evidence of the actual software being built, leading to a loss of trust in the team’s progress.

What is the most appropriate way for the project manager (or Scrum Master) to address this stakeholder’s concern?

Create a detailed weekly progress report that includes a list of all technical tasks completed by the developers.
Invite the stakeholder to the Daily Stand-up meetings so they can hear the team's daily progress and challenges.
Ensure the stakeholder is invited to and actively participates in the Sprint Review to observe the product demonstration.
Ask the Product Owner to provide the stakeholder with a more frequent update on the status of the product backlog items.

A client brings a project manager into a project during the project’s execution stage.
 
The project manager reviews the project scope for cost estimating purposes and notices that some deliverables were missed in the work breakdown structure (WBS). 
 
Which step should the manager take next?

Verify with the stakeholders to see if these missed deliverables should be added.
Ask that the project management office (PMO) approve additional funds for this work.
Include the work in the WBS, per the 100% rule, and recalculate the total project cost.
Determine whether these deliverables are necessary by verifying with experts in the field.

A project manager is working with a customer who repeatedly submits requests for new requirements for an existing software product.
 
The project manager has already provided the completed scope definition for the product’s next version release to stakeholders.
 
Which step is appropriate for the project manager to take next?

Hold a meeting with the product manager to request that the number of new requests be reduced.
Define project boundaries immediately with the sponsor.
Organize a meeting with the stakeholders to set expectations.
Analyze the scope management plan to see how changes in scope are handled.

An empowered agile team showed impressive progress in the first four iterations, but now the product owner has noticed low output in the latest five iterations without any apparent reason.

What could be the cause of this situation?

The team worked on low-complexity stories from the backlog in the first four iterations.
Technical debt has set in and the team's output will keep dropping until the cause is eliminated.
The team was in the storming stage of the development and now have moved to norming.
There is most likely a specific under-performing team member slowing the team down.

A merger of two companies results in combining an agile software project and a predictive electronics project into a single hybrid project. Two months later, requirements have changed in both tracks but NEITHER has a full picture on status or importance of the requirements.

How can the project manager best resolve the problem?

Integrate the product backlog into the requirements specification and educate the software team on working with the new document.
Create a requirements traceability matrix by combining the product backlog with the requirements specification and define both documents as input.
Integrate the requirements specification into the product backlog and educate the electronics team on working with the new document.
Integrate the revised work packages and updated product backlog items into a new master WBS for progress tracking.

An agile project team is in the middle of a two-week sprint. A senior executive, who is a key stakeholder, approaches a lead developer and requests a “minor” addition to a feature currently in development. The executive explains that this small change will significantly improve the user experience and should only take a few hours to implement. The developer, wanting to be helpful, is about to start working on the request. What should the project manager (or Scrum Master) do FIRST?

Allow the developer to implement the change as long as it does not impact the final sprint deadline.
Direct the developer to stop working on the request and advise the executive to bring the requirement to the Product Owner.
Submit a formal change request to the Change Control Board (CCB) to ensure the scope baseline is updated correctly.
Add the request to the current Sprint Backlog and ask the team to re-estimate their remaining tasks.

A project manager is leading a large infrastructure project using a predictive (waterfall) methodology. The team has completed the Work Breakdown Structure (WBS) down to the work package level. During a review session, a vendor who will be executing one of the work packages states that the title of the work package is too vague to determine the technical requirements, quality standards, and specific deliverables required. What should the project manager provide to the vendor to clarify these requirements?

The Project Charter
The WBS Dictionary
The Activity List
The Resource Management Plan

A project manager needs to ensure that the team delivers business value within the required timelines. The project manager recently learned that key stakeholders are worried that the current release plan will NOT meet urgent business needs. 
 
How can the project manager effectively respond to stakeholder concerns?

Renegotiate scope with the project sponsor after examining the work breakdown structure (WBS).
Consult with the stakeholders and team members to identify the minimum viable product (MVP) needed for launch.
Determine the schedule performance index (SPI), then escalate the schedule risk to the project sponsor.
Monitor progress using a burndown chart after modifying the schedule baseline to meet stakeholder requirements.

During one daily standup meeting, team members suggest that rework is being caused because there seems to be too much work. 
 
How should the project manager respond to this?

Try using a Kanban board for reviews.
Request that team members explicitly implement time boxing or spikes.
Replace the under-performing team members.
Investigate to determine whether this is a time or quality issue.

A travel company wants to create smartphone applications for their users. Competitors are racing to do the same. The product owner’s vision describes several versions of the app: Basic, Basic Ad-free, Pro, and Premium.

Which project approach is best suited to the company’s needs?

Waterfall
Incremental
Predictive
Iterative

The marketing director wants to be first-to-market, to launch a version of a smartphone shopping application for retired people, and has asked the agile team to develop it.

What should the project manager do to begin the development process?

Work with the product owners and SMEs to break the requirements down into stories.
Meet with product owner, team, and SMEs to identify risks and risk responses.
Ask the team to estimate the effort and build the business case accordingly.
Meet with product owner, team, and SMEs to define the minimum viable product (MVP).

The pandemic has caused delays which will make it very difficult to launch the new product on time. Television ads for the launch date are already purchased, so the CEO has asked the project manager to find a way to launch the product even if some minor features are NOT included.

Which measure would be the most effective step toward a successful and timely product launch?

Double the size of the test team to ensure that any defects will be detected and corrected as early as possible.
Ask the team to remove product tests most likely to fail at first attempt and de-scope requirements relating to those tests.
Fast-track the schedule and establish new test and readiness milestones as close as possible to the planned launch date.
Plan a parallel iterative track to develop requirements for a minimum viable product (MVP) and de-scope unnecessary predictive tasks.

A large financial services firm is developing a new mobile banking platform. The original project plan is based on a predictive (waterfall) approach with a single “Go-Live” date scheduled for 14 months from now. Eight months into development, the Marketing Director reports that a competitor has launched a similar app with a revolutionary peer-to-peer (P2P) payment feature, causing a significant drop in the firm’s new account sign-ups. The firm needs to respond to this market shift immediately to protect its business value. What is the project manager’s BEST course of action to deliver business value with the required urgency?

Apply crashing techniques by adding specialized P2P developers to the team to ensure the full platform is completed four months earlier than planned.
Fast-track the project by starting the user acceptance testing (UAT) for the entire platform while the back-end security modules are still being developed.
Collaborate with the team and stakeholders to identify a Minimum Viable Product (MVP) that includes the P2P feature for an immediate incremental release.
Submit a change request to the Change Control Board (CCB) to update the project management plan to include the P2P feature in the final 14-month release.

A textile development project needs a specialized resource to work for 900 hours. The company has decided to outsource these hours. Because of internal policies, all potential service providers must be given the same information about the requirements.
 
Which action should the project manager take to ensure this?

Hold direct negotiations with each service provider.
Conduct a bidder conference with the service providers.
Ensure the procurement management plan is sent to each service provider.
Add each of the service providers to the stakeholder register.

Near the end of a manufacturing project, several team members are transferred to another project. To complete the work, the project manager needs to acquire additional resource support from a new supplier but is concerned about the cost risk of using a new supplier at this advanced stage of the project.
 
Now, the project manager needs to work with the procurement team to establish specifications and type of contract to be used.
 
What should be done?

Recommend a time and material (TM) contract.
Recommend a fixed price incentive fee (FPIF) contract.
Recommend a cost plus incentive fee (CPIF) contract.
Recommend a firm fixed price (FFP) contract.

A deliverable does NOT meet the agreed-upon quality specifications and is rejected by the customer. After investigation, the project team finds a fault with the vendor-provided parts. This fault caused the issue. The vendor says that they CANNOT correct the situation.
 
What should the project manager review before deciding on next steps?

The service level agreement (SLA) established with the vendor
The procurement management plan and contract agreements
The internal quality assurance reports
The resource management plan

A project manager is preparing to procure high-end server hardware for a data center expansion project. The technical specifications for the hardware are extremely detailed, and the deliverables are clearly defined and understood by potential vendors. The project manager’s primary goal is to minimize the risk of cost overruns for the organization while ensuring the vendor has a clear incentive to deliver the equipment on time. Which contract type is most appropriate for this procurement?

Time and Material (T&M)
Cost Plus Fixed Fee (CPFF)
Firm Fixed Price (FFP)
Cost Plus Incentive Fee (CPIF)

A project that should have been 90% complete by now is only 65% complete. The total project budget is US$120,000 and the actual cost spent to date (AC) is US$80,000.
 
What is the scheduled performance index (SPI) and cost performance index (CPI) of this project?

The SPI is 0.72, and the CPI is 0.98.
The SPI is 1.38, and the CPI is 1.2.
The SPI is 0.94, and the CPI is 1.04.
The SPI is 0.80, and the CPI is 0.91.

A project has the following characteristics:
 
– US$3 million budget
– Planned value of US$630,000
– Actual cost of US$650,000
– Earned value of US$540,000
 
Which statement is true about the current status of the project?

The project is ahead of schedule and under budget.
The project is behind schedule and over budget.
The project is ahead of schedule and over budget.
The project is behind schedule and under budget.

A project that should have been 70% complete by now is only 55% complete. The total project budget is US$210,000, and the actual cost spent to date is US$162,000.
 
What is the scheduled performance index (SPI) and cost performance index (CPI) of this project?

The SPI is 0.79, and the CPI is 0.71.
The SPI is 1.27, and the CPI is 0.98.
The SPI is 0.82, and the CPI is 1.05.
The SPI is 0.99, and the CPI is 0.96.

Over the past six months, the cost per story in agile project A has risen by more than 250% due to a faulty platform which is no longer supported. The project will exceed the budget increment threshold at the next iteration.

Who should decide if the project should be cancelled?

The head of business control
The product owner
The procurement manager
The project manager

A project manager is overseeing a multi-departmental software rollout. The project schedule is aggressive, and several key developers are being shared with other projects, creating several resource over-allocations. The project manager needs to address these conflicts but has been strictly told that the project’s critical path and finish date cannot be changed. Which technique should the project manager apply?

Resource Leveling
Resource Smoothing
Crashing
Fast-tracking

A project manager is overseeing a multi-departmental software rollout. The project schedule is aggressive, and several key developers are being shared with other projects, creating several resource over-allocations. The project manager needs to address these conflicts but has been strictly told that the project’s critical path and finish date cannot be changed. Which technique should the project manager apply?

Resource Leveling
Resource Smoothing
Crashing
Fast-tracking

A project manager is presenting the monthly performance report to the steering committee. The report indicates that the Cost Performance Index (CPI) is 0.75 and the Schedule Performance Index (SPI) is 1.3. How should the project manager interpret these results regarding the health of the project?

The project is over budget and behind schedule.
The project is under budget and ahead of schedule.
The project is over budget and ahead of schedule.
The project is under budget and behind schedule.

A project has the following characteristics:
 
– A quality management plan is in place. 
– The quality management plan states that project deliverables must be reviewed, at a minimum, 1.5 weeks before the deadline.
– Four (4) deliverables have missed this quality requirement.
 
Which step should the project manager take?

Reach out to the project sponsor for their input. 
Modify the quality management plan to conform to project practices.
Request that the project undergo an internal audit.
Use a cause-and-effect diagram for root cause analysis.

The project is overseen by a senior project manager. A new project manager joins the project, and the sponsor asks the new project manager to develop the quality management plan.
 
How should the new project manager proceed?

Meet with the senior project manager to identify established plans and processes. Then, ask for assistance in selecting the appropriate standards.
Schedule a meeting with the customer to collect requirements and obtain benchmarking samples.
Obtain the necessary benchmarking samples and cost-benefit analyses from the sponsor.
Postpone the development of the quality management plan until quality metrics and quality checklists are created.

During sprint planning, some new backlog items are prioritized but NOT estimated. The product owner requires a new set of tests to verify the unique properties of the items.

What should happen before adding it to the sprint backlog?

Use analogous estimating based on similar tests on similar stories.
The product owner defines a new epic to allow testing in the next sprint.
Add the relevant acceptance criteria in the Definition of Ready before estimating.
The product owner should provide the initial estimate to be refined by the team.

A start-up company needs to quickly expand its product portfolio to meet market demand. Recently, staff members are working on two or three agile teams, each dedicated to a different product line. Output is dropping and defect rates are rising in all teams.

In which two ways can the project manager help the agile teams improve their work? (Choose TWO).

Perform root-cause analysis in the next retrospectives.
Influence the product owners to right-size their portfolios.
Organize dedicated teams to reduce context-switching.
Appoint dedicated test teams to offload the agile teams.
Train the agile teams to improve time and focus management.

An agile team is nearing the end of the project and has been able to complete all stories and deliver value to the client. However, the coach has noticed that the coding standards are NOT up to par.

What should the team do?

Update the definition of done.
Notify the customer.
Add the work to the backlog, prioritized alongside bug fixes.
Update the code during the sprint dedicated to ensuring quality.

A project team lead has challenged the team to minimize defects and waste in project teamwork. As an initial step, the team proposes to assess the relevant quality standards and framework.

How can the team do this?

Review the requirements management plan.
Check the ISO.org website.
Investigate the project quality metrics.
Interview the person who manages quality compliance.

A project team is building a pedestrian sky bridge across a major river. Some technical project team members are highly experienced with mega infrastructure projects. However, the team also includes many junior trainees who have little experience. This variance in team experience is listed as a risk that could affect team working conditions and safety, as well as the project build quality.

At the team’s morning status meeting, a facilitator led a discussion about continuous improvement and asked the team how leadership and the company could help them improve.

The team listed the five following answers. Which two actions can help this team improve? (Choose two)

Hire experienced workers next time.
Communicate team goals better.
Have more team meetings.
Provide more learning opportunities.
Offer a remote working option and upgrade laptops.

A project manager for a high-end electronics manufacturer is conducting a quality audit on the assembly line processes. The goal is to determine if the team is adhering to the established organizational policies and to identify any process gaps that might be causing minor defects in the final units. Which process is the project manager currently performing?

Control Quality
Manage Quality
Plan Quality Management
Validate Scope

A company is planning to utilize a new product that leverages innovative technologies and processes.
 
The project manager has verified that the component work packages have been defined, and constraints for each component have been identified.
 
Which estimating technique should the project manager use to obtain a precise cost estimate of the project?

Analogous 
Three-point
Bottom-up 
Parametric

A project manager is uncertain about the duration of a new project and consults several groups of subject matter experts (SMEs). The first group advises that development can be finished in 29 days. The second group identifies some risks that could make the duration up to 46 days. The third group proposes a new development method that can shorten the time to 18 days.
 
Using the Triangular estimation technique, what is the estimated development duration for the new product?

28 days
31 days
32 days
36 days

A trend of stories is INCOMPLETE, and this becomes apparent at the end of iterations. Several team members worked on these stories and NO blockers were identified.

How can the agile team resolve the situation?

Put the stories back into the product backlog and wait for a less intensive iteration to work on them.
Use the next iteration for a team spike to determine feasibility of completing the stories.
Put the stories in the blocked column and work with the product owner to remove impediments.
Work with the product owner to further break down the stories in the backlog and update the Definition of Ready.

An agile project is structured without timeboxing. Tasks are grouped by high-level goal but CANNOT be predictably scheduled.

In which three ways can the work be distributed for efficient execution? (Choose THREE).

Track readiness status to help the team initiate tasks at the right time.
Set deadlines to ensure that the team completes the work in acceptable limits.
Use a task board to group tasks into rows and track progress across columns.
Maintain a to do task pool to limit the number of tasks in progress.
Pre-identify blockers to determine the order of execution.

Six months into a strategic agile project, company executives are closely monitoring its progress. The COO expresses frustration that the last weekly burndown charts show the projected completion date significantly moving back and forward several times.

How can the project manager forecast the completion date with more accuracy and certainty?

Ensure upcoming backlog items are elaborated in more detail with the team.
Educate the executive committee on the flexible nature of agile planning.
Plan for variable-size iterations according to story complexity and load.
Reduce frequency of the progress reports sent to senior stakeholders.

A start-up has grown quickly, and there are now four (4) agile teams working on interrelated products. All teams have begun to experience impediments and gaps related to work in other teams.

How should the project manager address this problem?

Eliminate dependencies between teams.
Favor collaboration tools over meetings.
Implement a Scrum of Scrums layer.
Merge into two large teams to reduce issues.

A hybrid virtual reality project is running an agile software track and a predictive electronics track. Halfway into the project, delays are accumulating due to misaligned deliverable releases between the two tracks.

Which two elements should the project manager combine to produce a common network diagram? (Choose TWO).

Definition of Ready with dependency milestones
Epic breakdown with work breakdown structure
Product backlog with critical path task sequence
Definition of Done with exit criteria
Definition of Ready with work breakdown structure

At a company party, people are having a friendly, open conversation about which team is the fastest. One person laughs and says that team A has a velocity of 20, whereas team B has a velocity of 40, so team B members will all be receiving bonuses.

How should the leader of team A react?

Be embarrassed that team B is more effective than team A.
Say nothing. It’s a party.
Ask that person how they know this and remind them that it is against company culture to be so competitive.
Say nothing, because each team has its own capacity, and velocity is not used to compare teams.

A project manager is developing a schedule for a new commercial building. The project plan shows that the concrete foundation must be poured before the steel framing can begin. The technical specifications state that the concrete requires five days to cure properly before it can support the weight of the steel structure. How should the project manager represent this five-day curing period in the project schedule?

As a Lead on the steel framing activity.
As a Lag between the foundation and framing activities.
As a Mandatory Dependency on the critical path.
As a Slack period within the foundation activity's duration.

A project is delayed because the deliverables are NOT of acceptable quality. A change is required.
 
First, the project manager issues a formal change request and communicates the change to all stakeholders. The stakeholders are NOT satisfied with this. They want a more detailed report about the nature of the delay.
 
What should the project manager do next?

Review the communications management plan and stakeholder engagement plan.
Provide a change request to include stakeholder expectations in the project management plan.
Organize a meeting with the project sponsor to better understand stakeholder expectations.
Review the communications management plan, follow it, and issue a status report.

A project’s single sponsor has been replaced by a steering committee due to a significant increase in project size.
 
How should the project manager approach this change?

Tailor communications to the new steering committee, recognizing that there has been a change in stakeholder structure.
Follow the initial project plan, recognizing that the sponsor is the key stakeholder and the new committee members work in a lesser capacity.
Schedule a low-key introductory meeting with the new steering committee and the team, while continuing to follow the initial project plan.
Ensure that the new steering committee members receive the project’s current status report.

A governmental agency becomes a key stakeholder on a complex project due to regulatory changes. In light of the change, the project manager needs to develop an understanding of this new stakeholder and identify any new high-level risks that may result from the change.
 
Which two options should the project manager use? (Choose TWO).

Schedule meetings with the new stakeholders.
Update the assumption log.
Revise the stakeholder engagement plan.
Check the risk management plan.
Update the project charter.

A project team has set up an unofficial online communications platform to enhance communication.
 
The project manager was NOT aware that this platform existed until recently, after learning that its use has facilitated some activity that a stakeholder finds concerning.
 
Which action should the project manager take?

Advise the project team to stop using the platform and review the communications management plan.
Log the issue and remind the individuals involved to use only authorized communications channels.
Since it is NOT part of the communications management plan, terminate the platform.
Delegate an administrator to monitor communications on this platform.

After a project delay, the project manager determines that a change is needed to the product deliverables in order to ensure quality. The project manager takes the following steps:
 
1. Issues a formal change request.
2. Communicates the change to all stakeholders.
3. Receives feedback that the communications approach did NOT meet stakeholders’ expectations.

What should the project manager do next?

Refer to the communications management plan and issue a status report.
Ensure stakeholders' expectations are included in the project management plan by issuing a change request.
Hold a meeting with the project sponsor to better understand stakeholders' expectations.
Review the communications management and stakeholder engagement plans to see if the processes were followed. An update to one or both plans might be warranted.

A security-classified, agile software project requires outside expertise and delivery to add a module based on machine learning. An approved supplier asks the project manager to join the daily meeting with the supplier’s agile team, but the project manager’s schedule is too full with internal meetings.

How could the two teams synchronize interactively but somewhat less frequently?

Set up fishbowl windows at each site.
Add and execute a Scrum of Scrums layer.
Align iterations for common retrospectives.
Share a common electronic Kanban.

A smart grid project combines predictive and agile tracks. The agile team detected a major software defect after its release and began working on a correction. But the defective release was deployed by the predictive track, and this caused a field test to fail.

Which measure would be most effective to prevent similar problems in the future?

Run the same unit tests in the agile lab and in the field sites.
Send project-wide issue log updates via instant messaging.
Ensure that retrospectives are shared with the predictive team.
Replan the software track into the predictive schedule

A project manager is overseeing a global construction project. A critical safety update regarding heavy machinery operation must be implemented at all sites immediately. The project manager sends an urgent email to all site supervisors worldwide. Two days later, an incident occurs on a remote site. The supervisor there claims they never saw the email because their inbox was flooded with administrative requests.

What should the project manager have done differently to ensure effective communication in this high-stakes scenario?

Marked the email as "High Importance" and enabled a "Read Receipt" to track who opened the message.
Used an interactive communication method, such as a direct phone call or a mandatory brief briefing, to confirm the information was received and understood.
Posted the safety update to the project's central document repository and sent a push notification through the PMIS.
Sent the email to the local site managers as well, requesting that they verify their supervisors have read the update.

An agile team has been asked to update the project artifacts because new team members are joining soon. Which two of the following should be updated? (Choose two)

Vision statement
Burnup chart
Milestone slip chart
Information radiator
Roadmap

A project manager is overseeing a complex regulatory compliance project with a team of 50 people across three locations. During a quality audit, it is discovered that different team members are using outdated versions of the requirements documentation and inconsistent templates for status reporting. This has led to conflicting data being presented to stakeholders. What should the project manager implement to resolve this issue and align with the requirements for managing project artifacts?

Email the most recent version of every document to the entire team at the start of each week.
Establish a centralized Project Management Information System (PMIS) with version control and standardized templates.
Conduct a daily meeting to read through the latest document updates and ensure everyone is listening.
Password-protect all project documents and only provide access to team leads to prevent unauthorized edits.

The team working on Project A has resolved a technical issue, and the project is moving forward. The project manager has been warned that the same issue will probably arise on similar projects in the future.

What should the project manager do first when responding to this warning?

Ensure that the issue log is updated and update the lessons learned register.
Create a risk report and keep the report current.
Notify the project sponsor about the warning.
Ensure that the lessons learned register is updated.

A construction project to build a luxury skyscraper is coming to an end. In advance of the handoff, the management team has been trained to take charge of all aspects of maintaining the building. The lead engineer from the development team expresses concern. During construction, substantial new technologies were introduced, and the engineering team learned new skills.

What is the best way for the team to handle knowledge transfer in this case?

Set up a contract for the engineering team to continue as consultants.
Require the engineering team to record their knowledge and make this available to the management team.
Set up additional training for the management team and include the engineering development team as key stakeholders.
Conduct root-cause analysis (RCA) to determine the problem and set action items to resolve them.

Company H is completing a merger and has acquired several valuable assets from company Z that require specialist care, including intellectual property rights and museum artifacts. The team is conflicted about what to do, but the product owner has identified knowledge transfer—to ensure the new organization can maintain the collections properly—as one of the highest priorities for the merger.

Which two of the following actions should the team take? (Choose two)

Pair leaders from each of the critical business elements in both companies for collaboration.
Hold daily standup meetings to discuss the new roadmap.
Post updates in the monthly status report.
Hire specialists in intellectual property rights and museum management to lead a formal transfer.
Create a backlog item to insure the artifacts and property that are most valuable.

A large project includes functional groups in four (4) countries, a steering committee, and a project sponsor. As the project approaches completion, the project manager must prepare the closeout documents.
 
How should the project manager obtain appropriate signoff on the acceptance of project deliverables?

The project sponsor should be asked to sign off.
The steering committee should be asked to sign off.
The four managers from the four countries should be asked to sign off.
All of the parties involved should be asked to sign off.

A project manager has completed the following steps:

– Finished a major IT deployment project
– Confirmed with the release manager that all systems are working
– Confirmed that functionality has been verified by the quality assurance team
– Informed the customer

Which next step should the project manager take?

Add the lessons learned to the organization knowledge base.
Update the risk register, stakeholders, and team members.
Ensure that the procurement plan is closed out.
Review, verify, and complete the release documentation.

Review the following project characteristics:

– The project is in the initiation phase.
– Due to lack of funding, the project is terminated.
– The project manager must close the project.

What is the first action the project manager should take?

Rely on the communications management plan to properly inform all stakeholders.
Examine the organization's project closure guidelines.
Determine the potential impact of terminating the project by performing a risk analysis.
Close all project procurement processes.

Project team members are spending a lot of time helping maintenance and operations staff with a recently commissioned project component.

The project manager needs to validate that the component was signed off and ownership transferred.

Which three (3) documents should the project manager use for this decision?

Final report, organizational process assets updates, and procurement agreements
Procurement agreements, project document updates, and organizational process assets updates
Procurement agreements, stakeholder engagement plan, and organizational process assets updates
Final report, project document updates, and organizational process assets updates

At the end of an agile project, all stories are completed on schedule and all tests passed, but the customer does NOT consider the product a success.

Which is the most effective way to prevent this outcome in future projects?

Ensure that the product vision is approved by the customer before developing the backlog.
Agree with the customer on success criteria to be included in the Definition of Done.
Collect customer feedback on incremental release demos and user tests.
Ensure that the test plan includes non-functional requirements in the backlog.

A project manager receives the following for a new project:
 
– Assumptions
– Restrictions
– Preliminary scope
 
After receiving this information, what should the project manager do first?

Review and understand the business case and project goals.
Put together the project team and assign project tasks.
Build the project schedule and determine the critical path.
Ensure project charter approval is obtained from the sponsor.

A key project resource is discussing the complexity of project deliverables with the project manager 2 weeks before the kickoff call. The resource expresses nervousness and concern regarding the deliverables.

The project manager wants to ensure that the deliverables are realistic.
 
What is the appropriate action to take?

Implement a feasibility study, and then assess and review the results.
Hold a meeting with the project sponsor to discuss the resource's concerns and revise the project charter.
Ensure that the concerns are documented in the issue log for later review.
Start to identify threats and preventive actions by performing a risk assessment.

A new product development project is to be initiated in a difficult business context. Competition is driving prices down, and supply costs are rising.

Why would an agile incremental project approach be the safest choice in this context?

It ensures that the project can be cancelled at any time without loss.
It accelerates delivery of business value and minimizes risk of irrelevancy.
It reduces the team size and eliminates communication bottlenecks.
It provides stringent methods to reduce cost of quality and conformity.

An agile innovation team is highly productive. However, the Head of Operations informs the product owner that the company is NOT getting sustainable return on investment from the team’s work.

How should the product owner address the problem?

Define a minimum viable product (MVP) with the team and prioritize relevant backlog items.
Reduce the number of team members as necessary to guarantee a positive return on investment.
Identify minimum marketable features (MMF) and prioritize relevant backlog items.
Work with the project manager to run a retrospective and perform project cancellation.

A project to implement a new customer relationship management (CRM) system designed to increase customer retention by 15% is approaching completion. The project manager is preparing to transition the final deliverables to the operations team. To ensure that the project’s business value and benefits are properly evaluated and realized over the long term, what is the project manager’s most critical action?

Verify that all technical requirements from the original project charter have been successfully met.
Identify a benefits owner and document an agreement for ongoing benefit realization and measurement.
Calculate the final Return on Investment (ROI) based on the total project expenditures to date.
Hand over all project management artifacts to the organization's Project Management Office (PMO).

A new law is expected within the next 6 months that will affect a business’ product line. The next product is launching and should be completed within 3 months. Unfortunately, the new product will NOT meet the requirements of the proposed law.
 
How should the project manager respond to this potential problem?

Schedule a meeting with the sponsor and key stakeholders to discuss risks. Then, using the results of the meeting, revise the assumption log and project charter.
Revise the risk management plan. Then, move ahead with planning the project.
Move ahead with the project, following the plan. Then ensure on-time completion, so that the product will NOT be affected by any possible rule change.
Schedule a meeting with the sponsor and key stakeholders to warn them about the law. Then advise them to cancel the project until the legislation is finalized.

A project manager needs to ensure that all data security requirements are covered during a data warehouse development project’s execution phase. Each of the databases created during different project phases will have a specific data security policy to comply with governmental data security laws.
 
How should the project manager plan to meet these requirements?

Plan a database development specification, then regularly check to ensure the work aligns with the specification.
Arrange for review of the data security status on a quarterly basis, and recommend remedial steps if noncompliance is found.
Tell the database developer to submit documentation of data security items and the steps they need to take to correct items that do NOT meet specifications.
Add a quality assurance specialist resource to the project team, who will be responsible for monitoring the data security quality of the project.

A Canadian start-up company announces to the press its imminent launch in the European Union (EU) and Latin America. Soon afterward, the compliance team recommends delaying the launch by 6 months to avoid substantial penalties related to a new set of EU regulations.

Which approach could the project manager take to advance the launch project while preparing the compliance measures?

Run a SWOT analysis to weigh priorities between compliance and consumer needs, and resume project if the result favors consumers.
Estimate impact of penalties on the project, increase the contingency reserve accordingly and resume project as planned.
Replan the predictive project as a Large-Scale Scrum life cycle, and use story points to estimate approval milestones.
Split work affected by the regulations into an agile track and replan unaffected work in the predictive schedule.

The legal team informs the product owner that another company owns a patent for an innovation used in the agile team’s product, which is now 75% complete.

What should the product owner do to determine the appropriate way forward?

Work with the legal department to find markets where the patent is NOT registered.
Perform marginal economics analysis and identify minimum releasable features.
Terminate the project immediately to prevent any further sunken costs.
Continue work on the product after removing the patented component.

A medical charity organization operates in disaster emergency zones worldwide. At headquarters, the leadership wants to ensure that their practitioners’ professional licenses are compliant with governing bodies both in the practitioner’s home and in their working locations. This is a condition set by their board of directors and the charity’s legal team.

In order to facilitate the new measures, which three actions should be taken? (Choose three)

Conduct an impact assessment and audit.
Create and use an internal standard based on the most common international compliance standards.
Evaluate the existing compliance status of all practitioners.
Ensure signoff on compliance requirements from the board of directors and the legal team.
Place the compliance risks in the risk register and mark them as low priority.

A project manager is leading a global data center migration project. During the execution phase, the legal department informs the project manager that a new data privacy law has been enacted in one of the regions where the project operates. The law requires specific encryption standards that were not included in the original technical specifications and will likely affect the project’s timeline and budget. What should the project manager do FIRST?

Implement the encryption standards immediately to ensure the project remains in compliance with the new law.
Assess the impact of the new regulation on the project's scope, schedule, and cost, and update the risk register.
Submit a formal change request to the Change Control Board (CCB) to add the encryption requirement to the scope.
Request the legal department to manage the compliance issue since it is outside the project's technical scope.

An agile team needs to decide who should represent them in the Scrum of Scrums.

Which option should be used to select the best-suited team member?

Scrum
DevOps
eXtreme Programming
CI/CD

A project manager is leading a large-scale organizational transition from a traditional manufacturing model to a digital-first automated facility. During the middle of the project, the project manager identifies significant resistance from mid-level supervisors who fear their roles will be eliminated by the new automated systems. This resistance is causing a slowdown in information sharing and is affecting the project schedule. What is the BEST way for the project manager to support this organizational change?

Escalate the supervisors' behavior to executive leadership and request that compliance with the new project becomes a mandatory performance metric.
Facilitate working sessions with the supervisors to listen to their concerns, explain the future roles within the automated environment, and co-create a transition plan.
Organize a formal technical training session focused on the software tools of the new system to demonstrate how easy they are to use.
Focus project resources on the departments that are already supportive of the change to build momentum and marginalize the resistant groups.

Over the past six months, the development cost per story has risen by more than 250% due to a faulty platform which is NO longer supported. The product vision highlights unique features of the platform as a pre-requisite for the product.

What should the project manager do to determine next steps?

Cancel the project due to exceeding the budget constraint.
Ask the product owner to select an alternative platform.
Cancel the project as the product vision CANNOT be fulfilled.
Run what-if cost impact scenarios with the product owner.

The quarterly results show that competitors are driving prices down. The company is losing market share and midway into a product development project, it appears the sponsoring unit is not likely to get return on their investment.

Which two actions should the project manager take to adapt the project to these new conditions? (Choose TWO).

Incrementally replace local staff with outside expert staff who can work at half the hourly rate or less.
Re-scope the project to deliver the same features as the competitors to match their pricing.
Make a cost/benefit analysis of deliverables to optimize delivery cost and speed.
Fast-track the remainder of the project to deliver the intended scope with lower overhead costs.
Create an agile track to incrementally maximize value within a fixed budget.

During a sprint review, the team identified successful gains on planned improvements while noting that a lot more development and testing is required. The product owner wants to report on the business value of the work.

Which action should the team take to assist the product owner with validating business value?

Conduct a variance analysis for the budget for the last iteration.
Examine customer feedback.
Plan to discuss it at the next retrospective.
Measure earned value management (EVM).

A project manager is overseeing the development of a next-generation smartphone. Six months into the project, a major competitor unexpectedly announces a new device that includes a disruptive battery technology that provides double the life of the battery currently planned for the project. This technology shift is expected to significantly diminish the market appeal and perceived value of the project’s final product. What should the project manager do FIRST to address this external environment change?

Request an immediate increase in the project budget to purchase the new battery technology from the competitor's supplier.
Re-evaluate the project's business case and scope in light of the new market information and present the findings to the sponsor.
Instruct the engineering team to find a way to match the competitor's battery life within the current project constraints.
Continue with the current project plan to ensure the original schedule and budget baselines are maintained.

PMP Practice Exam 6 – Non Timed

PMP Practice Exam 6 – Non Timed

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