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Project Management Professional (PMP)
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Question 1 of 58
1. Question
An eXtreme Programming (XP) team is working on a complex software development agile project. In the middle of the project, a senior team member resigned permanently who had unique project skills. Which of the following characteristics of an XP team will help to overcome this situation of resource constraints?
Correct
It is the cross-functional characteristics that can help in overcoming the given situation. eXtreme programming (XP) encourages the team members to be the generalizing specialist which means team members can play multiple roles within the team where a developer can also act as a tester and vice -versa; that will help in reducing the team size and other bottlenecks [Agile Practice Guide, 1st edition, Page 42]
Incorrect
It is the cross-functional characteristics that can help in overcoming the given situation. eXtreme programming (XP) encourages the team members to be the generalizing specialist which means team members can play multiple roles within the team where a developer can also act as a tester and vice -versa; that will help in reducing the team size and other bottlenecks [Agile Practice Guide, 1st edition, Page 42]
Unattempted
It is the cross-functional characteristics that can help in overcoming the given situation. eXtreme programming (XP) encourages the team members to be the generalizing specialist which means team members can play multiple roles within the team where a developer can also act as a tester and vice -versa; that will help in reducing the team size and other bottlenecks [Agile Practice Guide, 1st edition, Page 42]
Question 2 of 58
2. Question
You are a project manager for a software development project. Your team buys a component for a web page but they run into defects when they use it, those defects slow your progress down considerably. Fixing the bugs in the component will double your development schedule and building your own component will take even longer. You work with your team to evaluate the cost and impact of all of your options and recommend hiring developers at the company that built the component to help you address problems in it. That will cost more but it will reduce your delay by a month. What should be your next step?
Correct
Once you’ve figured out the impact of the change to your schedule, budget, and scope, the next step is to take the change request to the Change Control Board (CCB). If they approve your recommendation, then the request will be approved and you can update your baseline and implement the change.
Incorrect
Once you’ve figured out the impact of the change to your schedule, budget, and scope, the next step is to take the change request to the Change Control Board (CCB). If they approve your recommendation, then the request will be approved and you can update your baseline and implement the change.
Unattempted
Once you’ve figured out the impact of the change to your schedule, budget, and scope, the next step is to take the change request to the Change Control Board (CCB). If they approve your recommendation, then the request will be approved and you can update your baseline and implement the change.
Question 3 of 58
3. Question
You are managing a construction project, and during your risk identification interviews you learn that there has been a string of construction site thefts over the past few months in the area where your will be building your project. The team agrees that it’s unlikely that people will be able to steal from your site. Even if thieves could get around your security, it’s even more unlikely that your project will lose a significant amount of material if a theft does occur. You decide to monitor the risk from time to time to be sure that it continues to have a low probability and impact. Where do you record the risk so that you don’t lose track of it?
Correct
A watch list is where you keep risks that don’t have a high enough probability or impact to make it into the risk register but still need to be monitored. By recording the risk in a watch list, you will have a reminder to check to be sure that circumstances haven’t changed as your project goes on. That should give you enough time to come up with a risk response strategy if circumstances change as time goes on.
Incorrect
A watch list is where you keep risks that don’t have a high enough probability or impact to make it into the risk register but still need to be monitored. By recording the risk in a watch list, you will have a reminder to check to be sure that circumstances haven’t changed as your project goes on. That should give you enough time to come up with a risk response strategy if circumstances change as time goes on.
Unattempted
A watch list is where you keep risks that don’t have a high enough probability or impact to make it into the risk register but still need to be monitored. By recording the risk in a watch list, you will have a reminder to check to be sure that circumstances haven’t changed as your project goes on. That should give you enough time to come up with a risk response strategy if circumstances change as time goes on.
Question 4 of 58
4. Question
When creating project plans in traditional projects, they are created with the assumption that all identified project requirements will be completed and so the work is typically prioritized and sequenced for the convenience of the project team. What is the main disadvantage with this sort of requirements prioritization?
Correct
The question is asking to identify the weakness in the “prioritization” process and not with the traditional approaches to requirements management. The main problem in the scenario is that the requirements are not prioritized by the value to the user and customer. Since there is no attempt to work on features in a customer-value-based priority order, there is a risk that lower value requirements might get delivered earlier than higher value requirements.
Incorrect
The question is asking to identify the weakness in the “prioritization” process and not with the traditional approaches to requirements management. The main problem in the scenario is that the requirements are not prioritized by the value to the user and customer. Since there is no attempt to work on features in a customer-value-based priority order, there is a risk that lower value requirements might get delivered earlier than higher value requirements.
Unattempted
The question is asking to identify the weakness in the “prioritization” process and not with the traditional approaches to requirements management. The main problem in the scenario is that the requirements are not prioritized by the value to the user and customer. Since there is no attempt to work on features in a customer-value-based priority order, there is a risk that lower value requirements might get delivered earlier than higher value requirements.
Question 5 of 58
5. Question
Risk attitude is an enterprise environmental factor that you should evaluate when performing the plan risk management process. In this context, risk attitude consists of which of the following elements? (Choose two.)
Correct
While developing a risk management plan, the first step in risk management is to identify risks. The second step is to prioritize and rank them. To prioritize and rank the identified risks, you need to understand the risk attitude of your stakeholders and the organization. An essential risk for one stakeholder may not be necessary to another stakeholder. You have to adopt a collective approach to rank the risks. Understanding the risk attitude of stakeholders keeps you well informed about the stakeholders’ risk appetite and risk threshold.
Incorrect
While developing a risk management plan, the first step in risk management is to identify risks. The second step is to prioritize and rank them. To prioritize and rank the identified risks, you need to understand the risk attitude of your stakeholders and the organization. An essential risk for one stakeholder may not be necessary to another stakeholder. You have to adopt a collective approach to rank the risks. Understanding the risk attitude of stakeholders keeps you well informed about the stakeholders’ risk appetite and risk threshold.
Unattempted
While developing a risk management plan, the first step in risk management is to identify risks. The second step is to prioritize and rank them. To prioritize and rank the identified risks, you need to understand the risk attitude of your stakeholders and the organization. An essential risk for one stakeholder may not be necessary to another stakeholder. You have to adopt a collective approach to rank the risks. Understanding the risk attitude of stakeholders keeps you well informed about the stakeholders’ risk appetite and risk threshold.
Question 6 of 58
6. Question
The studio you are working for has assigned you as the project manager for a movie project where the producer left midway due to health issues. As a project manager, you are responsible for meeting the project schedule deadlines. If there is some delay in the project schedule, what should you do?
Correct
Schedule compression is a technique used in project management to shorten an already developed schedule. This might be done to meet an update delivery date, a new opportunity or schedule delay. It’s done without changing the scope of the program. There are two techniques that are commonly used in schedule compression. These are: Crashing, and Fast Tracking. Schedule compression shortens the project schedule without changing the project scope to meet schedule constraints, imposed dates or other schedule objectives. Schedule compression techniques include crashing and fast tracking.
Incorrect
Schedule compression is a technique used in project management to shorten an already developed schedule. This might be done to meet an update delivery date, a new opportunity or schedule delay. It’s done without changing the scope of the program. There are two techniques that are commonly used in schedule compression. These are: Crashing, and Fast Tracking. Schedule compression shortens the project schedule without changing the project scope to meet schedule constraints, imposed dates or other schedule objectives. Schedule compression techniques include crashing and fast tracking.
Unattempted
Schedule compression is a technique used in project management to shorten an already developed schedule. This might be done to meet an update delivery date, a new opportunity or schedule delay. It’s done without changing the scope of the program. There are two techniques that are commonly used in schedule compression. These are: Crashing, and Fast Tracking. Schedule compression shortens the project schedule without changing the project scope to meet schedule constraints, imposed dates or other schedule objectives. Schedule compression techniques include crashing and fast tracking.
Question 7 of 58
7. Question
You’re managing a web development project, and one of your team members reports that there is a serious problem, and you realize that it will cause a serious delay on the delivery date of the product. Even worse, it will take another three days for you to fully assess the impact of this problem—until then, you won’t have the whole story. What is the best way to handle this situation?
Correct
You should look for the answer that provides the most complete, honest, and up-front information, even if that information won’t necessarily solve the problem or make everyone happy.
Incorrect
You should look for the answer that provides the most complete, honest, and up-front information, even if that information won’t necessarily solve the problem or make everyone happy.
Unattempted
You should look for the answer that provides the most complete, honest, and up-front information, even if that information won’t necessarily solve the problem or make everyone happy.
Question 8 of 58
8. Question
A project manager is experiencing a great deal of frustration because a lot of rework has been required. It seems as though the team has significant differences of opinion related to interpretation of the requirements. The project manager is trying to determine what changes need to be made to meet the quality requirements and reduce future rework. He seeks the advice of his direct manager, who asks if he has created a histogram. In this context, how will the histograms help the project manager?
Correct
Cause-and-effect diagrams are often used to stimulate thinking and to analyze the cause of quality problems. Determining whether a process is out of control is a function of control charts. Only focusing on critical issues to improve quality relates to histograms.
Incorrect
Cause-and-effect diagrams are often used to stimulate thinking and to analyze the cause of quality problems. Determining whether a process is out of control is a function of control charts. Only focusing on critical issues to improve quality relates to histograms.
Unattempted
Cause-and-effect diagrams are often used to stimulate thinking and to analyze the cause of quality problems. Determining whether a process is out of control is a function of control charts. Only focusing on critical issues to improve quality relates to histograms.
Question 9 of 58
9. Question
Match the following risk identification tools & techniques with their description.
Correct
A-3, B-1, C-4, D-2. Risk identification tools and techniques include interviews, expert judgment, meetings, constraints and assumption analysis, prompt lists, root cause analysis, brainstorming, and SWOT analysis.
Incorrect
A-3, B-1, C-4, D-2. Risk identification tools and techniques include interviews, expert judgment, meetings, constraints and assumption analysis, prompt lists, root cause analysis, brainstorming, and SWOT analysis.
Unattempted
A-3, B-1, C-4, D-2. Risk identification tools and techniques include interviews, expert judgment, meetings, constraints and assumption analysis, prompt lists, root cause analysis, brainstorming, and SWOT analysis.
Question 10 of 58
10. Question
Organizations which are new in using agile approaches may find prototyping challenging due to the associated rework which can also be viewed negatively. Which of the following techniques should be used to address the hurdles of transitioning to the use of Agile approaches?
Correct
Leaders should consider change management techniques to address the hurdles of transitioning to the use of Agile approaches. [Agile Practice Guide, 1st edition, Page 73]
Incorrect
Leaders should consider change management techniques to address the hurdles of transitioning to the use of Agile approaches. [Agile Practice Guide, 1st edition, Page 73]
Unattempted
Leaders should consider change management techniques to address the hurdles of transitioning to the use of Agile approaches. [Agile Practice Guide, 1st edition, Page 73]
Question 11 of 58
11. Question
Your company has a new CEO and she believes in “Go Green!”. You have been chosen to manage a project to replace the documentation management system as part of a paperless initiative. Requirements have been elicited, captured, and documented. Now that this phase is complete, which of the following should be your next step?
Correct
Have a meeting with the key stakeholders to confirm the requirements documents have been accepted and the exit criteria for the requirements phase have been met.
Incorrect
Have a meeting with the key stakeholders to confirm the requirements documents have been accepted and the exit criteria for the requirements phase have been met.
Unattempted
Have a meeting with the key stakeholders to confirm the requirements documents have been accepted and the exit criteria for the requirements phase have been met.
Question 12 of 58
12. Question
Based on the network diagram shown below, what is the float of activity C?
Correct
The critical path is Start–E–D–C–End. Duration is 14 days. Float of activity C is zero as it is on the critical path.
Incorrect
The critical path is Start–E–D–C–End. Duration is 14 days. Float of activity C is zero as it is on the critical path.
Unattempted
The critical path is Start–E–D–C–End. Duration is 14 days. Float of activity C is zero as it is on the critical path.
Question 13 of 58
13. Question
You are managing a construction project that kicked off a year ago. Your company just won a major new project, and it will begin in three months and is valued at $2,000,000. The new project has a greater starting value and is therefore likely to have a higher priority than your project, and it may affect your resources. You are concerned about how you will manage your project so that both projects can be implemented successfully. What is the first thing you should do when you hear of the new project?
Correct
You do not have enough information to consider resource leveling or crashing this project. As you work on any project, you need to constantly re-evaluate the project objectives and how the project relates to other concurrent projects. Is your project still in line with corporate objectives? lf the other project will impact yours, you need to be proactive and work on options now.
Incorrect
You do not have enough information to consider resource leveling or crashing this project. As you work on any project, you need to constantly re-evaluate the project objectives and how the project relates to other concurrent projects. Is your project still in line with corporate objectives? lf the other project will impact yours, you need to be proactive and work on options now.
Unattempted
You do not have enough information to consider resource leveling or crashing this project. As you work on any project, you need to constantly re-evaluate the project objectives and how the project relates to other concurrent projects. Is your project still in line with corporate objectives? lf the other project will impact yours, you need to be proactive and work on options now.
Question 14 of 58
14. Question
In a daily standup meeting, Shadi the agile coach understood that a key developer has been withdrawn from the project by the functional manager thereby causing a real threat on the completion of the iteration goal. It was further understood that the functional manager has indicated about the team member’s withdrawal in advance. What should Shadi and his team have done to prevent such surprises in the project?
Correct
The availability of resources should always be considered in the iteration planning and the teams should commit to tasks in line with the resource availability. Teams estimate what they can complete, which is a measure of capacity.
Incorrect
The availability of resources should always be considered in the iteration planning and the teams should commit to tasks in line with the resource availability. Teams estimate what they can complete, which is a measure of capacity.
Unattempted
The availability of resources should always be considered in the iteration planning and the teams should commit to tasks in line with the resource availability. Teams estimate what they can complete, which is a measure of capacity.
Question 15 of 58
15. Question
You have recently joined an organization that is just beginning to follow formal project management practices. In a meeting, your manager describes your next assignment, it will be a project to select and implement new telephone system for the customer service department. When you request a signed charter authorizing you to begin work, the manager suggests you “just draft something.” In this context, which of the following is true about the development of a project charter?
Correct
The project manager may create the project charter, but it is approved and authorized by the project sponsor, giving the project manager authority to proceed with the project.
Incorrect
The project manager may create the project charter, but it is approved and authorized by the project sponsor, giving the project manager authority to proceed with the project.
Unattempted
The project manager may create the project charter, but it is approved and authorized by the project sponsor, giving the project manager authority to proceed with the project.
Question 16 of 58
16. Question
The project has been challenging to manage, everyone has been on edge due to pressure to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches, with little work accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has expressed interest in attending future team meetings to hear how the project is going and to better understand the issues involved in completing the project. In addition, the customer has started discussions about adding scope to the project. In this situation, what is the best for the project manager to do?
Correct
Here is a situation in which all four choices could be done, but there is one best answer. Asking the sponsor if the information could be sent in a report does not solve the root cause of the problem described. Informing the team member of the value of communication in meetings merely dismisses the concerns of the team member. A team-building exercise would take planning, so it could not be done right away. Remember, the sponsor might be attending the next meeting, and at least one team member might not attend because of past problems. The best thing to do would be to set up new ground rules governing team behavior and then plan a team-building exercise.
Incorrect
Here is a situation in which all four choices could be done, but there is one best answer. Asking the sponsor if the information could be sent in a report does not solve the root cause of the problem described. Informing the team member of the value of communication in meetings merely dismisses the concerns of the team member. A team-building exercise would take planning, so it could not be done right away. Remember, the sponsor might be attending the next meeting, and at least one team member might not attend because of past problems. The best thing to do would be to set up new ground rules governing team behavior and then plan a team-building exercise.
Unattempted
Here is a situation in which all four choices could be done, but there is one best answer. Asking the sponsor if the information could be sent in a report does not solve the root cause of the problem described. Informing the team member of the value of communication in meetings merely dismisses the concerns of the team member. A team-building exercise would take planning, so it could not be done right away. Remember, the sponsor might be attending the next meeting, and at least one team member might not attend because of past problems. The best thing to do would be to set up new ground rules governing team behavior and then plan a team-building exercise.
Question 17 of 58
17. Question
You are an agile practitioner working in company X. The executive management of the company has decided to remove the experienced scrum master from his high-performing team. According to them, the team can work well even in the absence of that scrum master. Besides, this experienced scrum master can help other teams to improve their scrum knowledge and thus, their performance. What will you suggest the management as an agile practitioner?
Correct
In agile practice, a dedicated scrum master is assigned to each and every team. Removing the scrum master is not the right option because it can degrade the performance of the team. But with the high-performance team, scrum master can be associated with other teams. Also without overburdening him while providing the required assistance to the current team also.[Agile Practice Guide,1st edition, Page(s) 35]
Incorrect
In agile practice, a dedicated scrum master is assigned to each and every team. Removing the scrum master is not the right option because it can degrade the performance of the team. But with the high-performance team, scrum master can be associated with other teams. Also without overburdening him while providing the required assistance to the current team also.[Agile Practice Guide,1st edition, Page(s) 35]
Unattempted
In agile practice, a dedicated scrum master is assigned to each and every team. Removing the scrum master is not the right option because it can degrade the performance of the team. But with the high-performance team, scrum master can be associated with other teams. Also without overburdening him while providing the required assistance to the current team also.[Agile Practice Guide,1st edition, Page(s) 35]
Question 18 of 58
18. Question
You are an experienced project manager for an international bank with branches in every major city in the country. You are developing a new app for the bank using the Crystal method. Which three factors are used in this method to determine the right methodology to use for the project? (Choose three.)
Correct
Crystal examines the number of people involved, the priority of the project, and criticality of the project to determine which methodology to use.
Incorrect
Crystal examines the number of people involved, the priority of the project, and criticality of the project to determine which methodology to use.
Unattempted
Crystal examines the number of people involved, the priority of the project, and criticality of the project to determine which methodology to use.
Question 19 of 58
19. Question
Your are the product owner of the project, and you are working to sort various user stories by value during the current sprint. A key stakeholder comes to you in the middle of the current sprint and asks you to add a feature that was deemed unnecessary by the customer. As an agile practitioner, what is the best thing to do?
Correct
There are a couple of things going on here, first, the product owner is in charge of the backlog, and stakeholders should respect that. Next, adding a feature because the stakeholder finds it value may not match up with the customer’s needs. Finally, in Scrum, no new user stories are added in the middle of a sprint.
Incorrect
There are a couple of things going on here, first, the product owner is in charge of the backlog, and stakeholders should respect that. Next, adding a feature because the stakeholder finds it value may not match up with the customer’s needs. Finally, in Scrum, no new user stories are added in the middle of a sprint.
Unattempted
There are a couple of things going on here, first, the product owner is in charge of the backlog, and stakeholders should respect that. Next, adding a feature because the stakeholder finds it value may not match up with the customer’s needs. Finally, in Scrum, no new user stories are added in the middle of a sprint.
Question 20 of 58
20. Question
You are the project manager at a real estate development organization. A key stakeholder approached you recently requesting a change. You figured out that the change would cost additional time and money. The stakeholder agreed, you were given additional time and budget, and the changes were approved by the change control board. Now you have to incorporate the changes into the project. What should you do next?
Correct
The first thing you do after a change is approved is to update the baseline. The whole purpose of the baseline is to figure out whether your project has deviated from the plan. But a change isn’t a deviation from the plan! A deviation is accidental, while a change is done on purpose.
Incorrect
The first thing you do after a change is approved is to update the baseline. The whole purpose of the baseline is to figure out whether your project has deviated from the plan. But a change isn’t a deviation from the plan! A deviation is accidental, while a change is done on purpose.
Unattempted
The first thing you do after a change is approved is to update the baseline. The whole purpose of the baseline is to figure out whether your project has deviated from the plan. But a change isn’t a deviation from the plan! A deviation is accidental, while a change is done on purpose.
Question 21 of 58
21. Question
Knowledge management is the key responsibility of the project manager. This responsibility includes managing two types of knowledge: Explicit and tacit. In this context, which of the following definitions is correct?
Correct
Tacit knowledge includes emotions, experience and ability which are more difficult to communicate clearly. Sharing this type of knowledge required a high level of trust.
Incorrect
Tacit knowledge includes emotions, experience and ability which are more difficult to communicate clearly. Sharing this type of knowledge required a high level of trust.
Unattempted
Tacit knowledge includes emotions, experience and ability which are more difficult to communicate clearly. Sharing this type of knowledge required a high level of trust.
Question 22 of 58
22. Question
As an agile practitioner, how should you interrupt this chart?
Correct
The is a burn down chart for an agile team running into trouble, they are at day 6 and they are behind schedule, this means the sprint goal is jeopardy if the team did nothing to remove few stories from the sprint backlog.
Incorrect
The is a burn down chart for an agile team running into trouble, they are at day 6 and they are behind schedule, this means the sprint goal is jeopardy if the team did nothing to remove few stories from the sprint backlog.
Unattempted
The is a burn down chart for an agile team running into trouble, they are at day 6 and they are behind schedule, this means the sprint goal is jeopardy if the team did nothing to remove few stories from the sprint backlog.
Question 23 of 58
23. Question
You are the project manager working on a research project for a new high-tech product. Your preliminary project schedule runs past the due date for a federal grant application. The manager of the R&D department has agreed to release two resources to work on your project to meet the federal grant application date. This is an example of ______________.
Correct
Crashing the schedule includes tasks such as adding resources to the critical path tasks or speeding up deliveries of materials and resources.
Incorrect
Crashing the schedule includes tasks such as adding resources to the critical path tasks or speeding up deliveries of materials and resources.
Unattempted
Crashing the schedule includes tasks such as adding resources to the critical path tasks or speeding up deliveries of materials and resources.
Question 24 of 58
24. Question
In agile, the team is involved right from the beginning, even in the project chartering process to ensure understanding, proper planning and estimating, and delivering value to the customer. Which type of risk is mitigated by adopting such an approach on agile projects?
Correct
The involvement of team right from the beginning, even in the project chartering process to ensure understanding, proper planning and estimating, and delivering value to the customer will definitely affect the team’s performance. The main reason of early engagement of the team in the project is to make sure that the team fully understands all the different parameters of tasks and their context within the project that further helps the team in identifying the value of the project and make informed decisions. It helps them in knowing the answer of three important questions 1) why is the team building the product? 2) how to check whether it is a success or not? 3) who are the customers, stakeholders, and end users?
Incorrect
The involvement of team right from the beginning, even in the project chartering process to ensure understanding, proper planning and estimating, and delivering value to the customer will definitely affect the team’s performance. The main reason of early engagement of the team in the project is to make sure that the team fully understands all the different parameters of tasks and their context within the project that further helps the team in identifying the value of the project and make informed decisions. It helps them in knowing the answer of three important questions 1) why is the team building the product? 2) how to check whether it is a success or not? 3) who are the customers, stakeholders, and end users?
Unattempted
The involvement of team right from the beginning, even in the project chartering process to ensure understanding, proper planning and estimating, and delivering value to the customer will definitely affect the team’s performance. The main reason of early engagement of the team in the project is to make sure that the team fully understands all the different parameters of tasks and their context within the project that further helps the team in identifying the value of the project and make informed decisions. It helps them in knowing the answer of three important questions 1) why is the team building the product? 2) how to check whether it is a success or not? 3) who are the customers, stakeholders, and end users?
Question 25 of 58
25. Question
Which of the following terms represents project acceleration and collaboration technique whereby any team member is authorized to modify any project work product or deliverable, thus emphasizing team-wide ownership and accountability?
Correct
Collective Code Ownership. A project acceleration and collaboration technique whereby any team member is authorized to modify any project work product or deliverable, thus emphasizing team-wide ownership and accountability. [Practice Guide, 1st edition, page 151].
Incorrect
Collective Code Ownership. A project acceleration and collaboration technique whereby any team member is authorized to modify any project work product or deliverable, thus emphasizing team-wide ownership and accountability. [Practice Guide, 1st edition, page 151].
Unattempted
Collective Code Ownership. A project acceleration and collaboration technique whereby any team member is authorized to modify any project work product or deliverable, thus emphasizing team-wide ownership and accountability. [Practice Guide, 1st edition, page 151].
Question 26 of 58
26. Question
When an agile team is communicating, several meetings occur including a daily stand-up. Which of the following options are true regarding the daily stand-up in an agile methodology? (Choose two.)
Correct
The other options describe a review meeting and a retrospective meeting.
Incorrect
The other options describe a review meeting and a retrospective meeting.
Unattempted
The other options describe a review meeting and a retrospective meeting.
Question 27 of 58
27. Question
Unanimity, majority, plurality, and autocratic are four examples of which of the following techniques and what they are used for? (Choose two.)
Correct
These four decision-making techniques belong to the Collect Requirements process and are part of the decision-making tool and technique in this process. They help stakeholders make decisions and come to agreement on the requirements of the project.
Incorrect
These four decision-making techniques belong to the Collect Requirements process and are part of the decision-making tool and technique in this process. They help stakeholders make decisions and come to agreement on the requirements of the project.
Unattempted
These four decision-making techniques belong to the Collect Requirements process and are part of the decision-making tool and technique in this process. They help stakeholders make decisions and come to agreement on the requirements of the project.
Question 28 of 58
28. Question
Shadi is managing a project that have a timeline of 24 months, and he is planning to send daily status reports to all concerned stakeholders. After receiving too much reports. Osama, the project sponsor informed Shadi that he would like to receive status reports each two weeks only. Shadi did an analysis on communications requirements and considered various attributes for the communication management plan. In this context, what aspect had Shadi missed which resulted in daily status reports instead of bi-weekly status report?
Correct
Shadi should have considered stakeholders requirements and planned the frequency of the status reports accordingly, it’s not a logic to send daily status report for a 24 months project. He didn’t consider the frequency of information distribution.
Incorrect
Shadi should have considered stakeholders requirements and planned the frequency of the status reports accordingly, it’s not a logic to send daily status report for a 24 months project. He didn’t consider the frequency of information distribution.
Unattempted
Shadi should have considered stakeholders requirements and planned the frequency of the status reports accordingly, it’s not a logic to send daily status report for a 24 months project. He didn’t consider the frequency of information distribution.
Question 29 of 58
29. Question
You are managing a project with the following activities: Activity A can start immediately and has an estimated duration of 40 hours. Activity B can start immediately and has an estimated duration of 25 hours. Activity C can start after activity A is completed and has an estimated duration of 35 hours. Activity D can start after activities B and C are completed and has an estimated duration of 30 hours. Activity E can start after activity C is completed and has an estimated duration of 10 hours. Activity F can start after activity E is completed and has an estimated duration of 22 hours. Activities F and D are the last activities of the project. Which of the following is true if activity B actually takes 37 hours?
Correct
Project paths are: Start – A – C – E – F – End= 107 hours. Start – A – C – D – End= 105 hours. Start – B – D – End= 55 hours. Activity B isn’t on the critical path, if it takes actually 37 hours, then the third path will still less than the critical path, and the critical path is: Start – A – C – E – F – End with the longest duration.
Incorrect
Project paths are: Start – A – C – E – F – End= 107 hours. Start – A – C – D – End= 105 hours. Start – B – D – End= 55 hours. Activity B isn’t on the critical path, if it takes actually 37 hours, then the third path will still less than the critical path, and the critical path is: Start – A – C – E – F – End with the longest duration.
Unattempted
Project paths are: Start – A – C – E – F – End= 107 hours. Start – A – C – D – End= 105 hours. Start – B – D – End= 55 hours. Activity B isn’t on the critical path, if it takes actually 37 hours, then the third path will still less than the critical path, and the critical path is: Start – A – C – E – F – End with the longest duration.
Question 30 of 58
30. Question
Two of your project team members approach you with a conflict that they are having with each other over the technical approach to their work. One of the two people is very aggressive, and tries to get you to make a decision quickly. The other team member is quiet, and seems less willing to talk about the issue. The conflict is starting to cause delays, and you need to reach a decision quickly. You spend the weekend studying conflict resolution techniques, which is an example of which of the following?
Correct
An important part of any project manager’s career is enhancing personal professional competence. This means increasing your knowledge and applying it so that you can improve your ability to manage projects.
Incorrect
An important part of any project manager’s career is enhancing personal professional competence. This means increasing your knowledge and applying it so that you can improve your ability to manage projects.
Unattempted
An important part of any project manager’s career is enhancing personal professional competence. This means increasing your knowledge and applying it so that you can improve your ability to manage projects.
Question 31 of 58
31. Question
You are managing the project to move the company from one database platform to another platform with more security features. There are business stakeholders and information technology (IT) stakeholders, and each stakeholders group seems to have different goals. Which of the following is critical to ensure that you can create a shared understanding of success criteria for this project?
Correct
Without stakeholder involvement, most projects will be challenged and may not succeed. So it is very important to include all stakeholders from the beginning of the project.
Incorrect
Without stakeholder involvement, most projects will be challenged and may not succeed. So it is very important to include all stakeholders from the beginning of the project.
Unattempted
Without stakeholder involvement, most projects will be challenged and may not succeed. So it is very important to include all stakeholders from the beginning of the project.
Question 32 of 58
32. Question
You are using an agile project management methodology to deliver business value. During each iteration, you and the team members are breaking down tasks into tangible components that have enough features and functionality to allow the customer to examine value and provide feedback to the team. Which of the following are true regarding this question when using a Scrum methodology? (Choose two.)
Correct
The minimum viable product is a component of work, or a task, that’s been broken down into the lowest tangible feature, function, or result possible. The product owner is responsible for determining if business value has been achieved. The project team does not manage or prioritize the backlog; the product owner does. The Scrum master is a facilitator. Team members do not report to the Scrum master, and they do not assign tasks to team members.
Incorrect
The minimum viable product is a component of work, or a task, that’s been broken down into the lowest tangible feature, function, or result possible. The product owner is responsible for determining if business value has been achieved. The project team does not manage or prioritize the backlog; the product owner does. The Scrum master is a facilitator. Team members do not report to the Scrum master, and they do not assign tasks to team members.
Unattempted
The minimum viable product is a component of work, or a task, that’s been broken down into the lowest tangible feature, function, or result possible. The product owner is responsible for determining if business value has been achieved. The project team does not manage or prioritize the backlog; the product owner does. The Scrum master is a facilitator. Team members do not report to the Scrum master, and they do not assign tasks to team members.
Question 33 of 58
33. Question
You have recently taken over as a project manager. In your initial meeting, you first notice that there is too much conflict among the project team members, which harms productivity and working relationships. In this context, which of the following would be a technique you would use to reduce the conflict in your team?
Correct
Setting ground rules help eliminates conflicts or problems and it’s very important when managing virtual teams, mainly used to decrease bad behavior, group norms and solid project management practices like communication planning and role definition reduce the amount of conflict.
Incorrect
Setting ground rules help eliminates conflicts or problems and it’s very important when managing virtual teams, mainly used to decrease bad behavior, group norms and solid project management practices like communication planning and role definition reduce the amount of conflict.
Unattempted
Setting ground rules help eliminates conflicts or problems and it’s very important when managing virtual teams, mainly used to decrease bad behavior, group norms and solid project management practices like communication planning and role definition reduce the amount of conflict.
Question 34 of 58
34. Question
You are working as the project manager with one of the big four consultation firms. You have recently been hired on a complex system integration governmental project. The chief programmer has asked you to review the project BRD prior to arranging a meeting with him and the senior programmers. In this context, what is a BRD?
Correct
The foundation of a successful project is a well-written business requirements document (BRD). The BRD describes the problems the project is trying to solve and the required outcomes necessary to deliver value. A Business Requirement Document (BRD) lists all requirements for a specific project. [Agile Practice Guide, 1st edition, Page 150]
Incorrect
The foundation of a successful project is a well-written business requirements document (BRD). The BRD describes the problems the project is trying to solve and the required outcomes necessary to deliver value. A Business Requirement Document (BRD) lists all requirements for a specific project. [Agile Practice Guide, 1st edition, Page 150]
Unattempted
The foundation of a successful project is a well-written business requirements document (BRD). The BRD describes the problems the project is trying to solve and the required outcomes necessary to deliver value. A Business Requirement Document (BRD) lists all requirements for a specific project. [Agile Practice Guide, 1st edition, Page 150]
Question 35 of 58
35. Question
Match the following terms with the statements that describe them.
Correct
A-3, B-1, C-4, D-2. Project and program management focuses on performing the projects in the right way, whereas portfolio management focuses on working on the right projects and programs at the right time. OPM aligns projects with the organization’s strategic business objectives. The PMO is a centralized unit that oversees the management of projects throughout the organization.
Incorrect
A-3, B-1, C-4, D-2. Project and program management focuses on performing the projects in the right way, whereas portfolio management focuses on working on the right projects and programs at the right time. OPM aligns projects with the organization’s strategic business objectives. The PMO is a centralized unit that oversees the management of projects throughout the organization.
Unattempted
A-3, B-1, C-4, D-2. Project and program management focuses on performing the projects in the right way, whereas portfolio management focuses on working on the right projects and programs at the right time. OPM aligns projects with the organization’s strategic business objectives. The PMO is a centralized unit that oversees the management of projects throughout the organization.
Question 36 of 58
36. Question
Everyone tends to have a personal leadership style but as a Project Manager you need to adapt to the project environment. The project environment can comprise of several things including, but not limited to, organizational culture, project uncertainties, interpersonal relationships within the team etc. In this context, which of the following leadership styles is about having explicit goals for the team that everyone should work towards accomplishing?
Correct
Transactional leadership style is about having explicit goals for the team that everyone should work towards accomplishing. The transactional leader will provide course correction if the team deviates from the goals.
Incorrect
Transactional leadership style is about having explicit goals for the team that everyone should work towards accomplishing. The transactional leader will provide course correction if the team deviates from the goals.
Unattempted
Transactional leadership style is about having explicit goals for the team that everyone should work towards accomplishing. The transactional leader will provide course correction if the team deviates from the goals.
Question 37 of 58
37. Question
You are preparing the procurement documents for the building of a community center. There will be government standards, guidelines, and possibly regulations involved. You need to structure the procurement documentation in order to get proposals from qualified prospective sellers interested in doing business on a particular project. Which of the following statements concerning procurement documents is correct?
Correct
Often, the seller is required to inform the buyer of anything that is missing or unclear in the procurement documents. It is in the buyer’s best interest to discover missing items, since it will save the buyer money and trouble to correct the problem early. Procurement documents must include terms and conditions and selection criteria, as well as documentation of all the work that is to be done (which includes the procurement statement of work). This is so the seller can price the project and know what is most important to the buyer. Well-designed procurement documents can simplify comparison of responses. This is an important point and is the best answer
Incorrect
Often, the seller is required to inform the buyer of anything that is missing or unclear in the procurement documents. It is in the buyer’s best interest to discover missing items, since it will save the buyer money and trouble to correct the problem early. Procurement documents must include terms and conditions and selection criteria, as well as documentation of all the work that is to be done (which includes the procurement statement of work). This is so the seller can price the project and know what is most important to the buyer. Well-designed procurement documents can simplify comparison of responses. This is an important point and is the best answer
Unattempted
Often, the seller is required to inform the buyer of anything that is missing or unclear in the procurement documents. It is in the buyer’s best interest to discover missing items, since it will save the buyer money and trouble to correct the problem early. Procurement documents must include terms and conditions and selection criteria, as well as documentation of all the work that is to be done (which includes the procurement statement of work). This is so the seller can price the project and know what is most important to the buyer. Well-designed procurement documents can simplify comparison of responses. This is an important point and is the best answer
Question 38 of 58
38. Question
You’re managing a construction project to install two hundred air conditioner panels in a new offices building. Every floor has identical panels. The customer, a construction contracting company, has provided specifications for the installations, and the team is using a process to install and verify each panel. As the team completes each panel, your team’s quality control inspector measures it and adds a data point to a control chart. You examine the control chart and discover that the process is out of control. Which of the following best describes what you found on the control chart?
Correct
A control chart is a really valuable tool for visualizing how a process is doing over time. By taking one measurement after another and plotting them on a line chart, you can get a lot of great information about the process. Every control chart has three important lines on it: the mean (or the average of all data points), an upper control limit and a lower control limit. Any time you find a data point that’s either above the upper control limit or below the lower control limit, that tells you that your process is out of control. And that’s a really useful thing to know! It tells you that you need to take a close look at the process and make some change to the way the team does their work.
Incorrect
A control chart is a really valuable tool for visualizing how a process is doing over time. By taking one measurement after another and plotting them on a line chart, you can get a lot of great information about the process. Every control chart has three important lines on it: the mean (or the average of all data points), an upper control limit and a lower control limit. Any time you find a data point that’s either above the upper control limit or below the lower control limit, that tells you that your process is out of control. And that’s a really useful thing to know! It tells you that you need to take a close look at the process and make some change to the way the team does their work.
Unattempted
A control chart is a really valuable tool for visualizing how a process is doing over time. By taking one measurement after another and plotting them on a line chart, you can get a lot of great information about the process. Every control chart has three important lines on it: the mean (or the average of all data points), an upper control limit and a lower control limit. Any time you find a data point that’s either above the upper control limit or below the lower control limit, that tells you that your process is out of control. And that’s a really useful thing to know! It tells you that you need to take a close look at the process and make some change to the way the team does their work.
Question 39 of 58
39. Question
While attending a training course about the agile methodologies, the instructor mentioned that one of the crucial objectives of applying Agile methodologies in projects is to increase the return of investment. In this context, which of the following situation will increase an Agile project’s return on investment?
Correct
Agile projects increase ROIs by releasing higher value features before the lower value features. If somehow, prioritized features can be released earlier than planned, this can further increase the ROI. [Agile Practice Guide, 1st edition, Page 61]
Incorrect
Agile projects increase ROIs by releasing higher value features before the lower value features. If somehow, prioritized features can be released earlier than planned, this can further increase the ROI. [Agile Practice Guide, 1st edition, Page 61]
Unattempted
Agile projects increase ROIs by releasing higher value features before the lower value features. If somehow, prioritized features can be released earlier than planned, this can further increase the ROI. [Agile Practice Guide, 1st edition, Page 61]
Question 40 of 58
40. Question
An agile team’s average velocity for the first couple of iterations is 20 story points per iteration. Since the team wanted to increase the velocity, it decided to increase the iteration duration from 2 weeks to 3 weeks. What is your view on this?
Correct
Velocity is the number of story points completed per iteration. If the iteration size is increased, the team should be able to deliver more story points, which will increase the velocity. But the increase in velocity through this approach will just be a wash as this approach doesn’t increase the team’s performance. [Agile Practice Guide, 1st edition, Page 61]
Incorrect
Velocity is the number of story points completed per iteration. If the iteration size is increased, the team should be able to deliver more story points, which will increase the velocity. But the increase in velocity through this approach will just be a wash as this approach doesn’t increase the team’s performance. [Agile Practice Guide, 1st edition, Page 61]
Unattempted
Velocity is the number of story points completed per iteration. If the iteration size is increased, the team should be able to deliver more story points, which will increase the velocity. But the increase in velocity through this approach will just be a wash as this approach doesn’t increase the team’s performance. [Agile Practice Guide, 1st edition, Page 61]
Question 41 of 58
41. Question
As per the twelve principles flowed from the agile manifesto values, we need to build projects around motivated individuals. As per the agile manifesto, which of the following is the action we need to focus on in order to build projects around motivated individuals?
Correct
The 5th principle in the agile manifesto: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. [Practice Guide, 1st edition, page 9].
Incorrect
The 5th principle in the agile manifesto: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. [Practice Guide, 1st edition, page 9].
Unattempted
The 5th principle in the agile manifesto: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. [Practice Guide, 1st edition, page 9].
Question 42 of 58
42. Question
You’re managing a project to develop a new mobile application for the inventory tracking-and-control system of a restaurant franchise organization. Schedule is the highest-priority constraint for the leadership team, but the franchise owners are most concerned about cost and the quality of the application. If there are bugs and errors in the system, they will pay higher costs on waste or lost sales, but investing a lot of effort into delivering great functionality could be expensive. It was decided that an adaptive approach to the project life cycle would likely be the best way to balance the competing priorities and deliver a working, cost-effective application. The franchise decision team has been meeting with the development team, and the group feel’s good about the project programs, but they are hearing concerns from other stakeholders about what the impact will be to the bottom line and whether the system will be ready for launch. These concerns were anticipated in planning, and will be managed with cost performance measurement. In this context, cost performance measurement is best done through which of the following?
Correct
Asking percent complete is not a best practice since it is usually a guess. lf the easiest work is done first on a project, it can throw off any percentage calculations of work remaining. The life cycle cost cannot be lower than the project cost, as the life cycle cost includes the project cost. Focusing on the amount spent last month and what will be spent in the next month is often done by inexperienced project managers. Not only does this provide little information, but the data cannot be used to predict the future. Earned value analysis and other calculations is the best answer since this choice looks at the past and uses that information to estimate future costs.
Incorrect
Asking percent complete is not a best practice since it is usually a guess. lf the easiest work is done first on a project, it can throw off any percentage calculations of work remaining. The life cycle cost cannot be lower than the project cost, as the life cycle cost includes the project cost. Focusing on the amount spent last month and what will be spent in the next month is often done by inexperienced project managers. Not only does this provide little information, but the data cannot be used to predict the future. Earned value analysis and other calculations is the best answer since this choice looks at the past and uses that information to estimate future costs.
Unattempted
Asking percent complete is not a best practice since it is usually a guess. lf the easiest work is done first on a project, it can throw off any percentage calculations of work remaining. The life cycle cost cannot be lower than the project cost, as the life cycle cost includes the project cost. Focusing on the amount spent last month and what will be spent in the next month is often done by inexperienced project managers. Not only does this provide little information, but the data cannot be used to predict the future. Earned value analysis and other calculations is the best answer since this choice looks at the past and uses that information to estimate future costs.
Question 43 of 58
43. Question
Shadi is managing a web development project in a large web design and development firm. According to the project essential requirements, he has written an email to one of the functional managers and requested a number of staff to be assigned to his project on permanent basis for a 1-month period, and the functional manager has rejected Shadi’s request. What should Shadi do in this situation?
Correct
Shadi as the project manager has the ultimate responsibility of acquiring the resources on time. In this situation he should use the negotiation techniques to acquire the project team. Of course other items might also be correct in some situations, but the first most responsible way is to do negotiation with the functional manager
Incorrect
Shadi as the project manager has the ultimate responsibility of acquiring the resources on time. In this situation he should use the negotiation techniques to acquire the project team. Of course other items might also be correct in some situations, but the first most responsible way is to do negotiation with the functional manager
Unattempted
Shadi as the project manager has the ultimate responsibility of acquiring the resources on time. In this situation he should use the negotiation techniques to acquire the project team. Of course other items might also be correct in some situations, but the first most responsible way is to do negotiation with the functional manager
Question 44 of 58
44. Question
Shadi is a project manager working for a company that advertises a high degree of quality to their customers within the web development industry. In his current assigned project, Shadi is monitoring quality of the most critical deliverable that will be produced through his project. His colleague in the PMO recommended him to use the __________ technique to ensure that the deliverable conforms to documented standards.
Correct
Inspection is a tool and technique of the Control Quality process and it examines the work to determine whether it conforms to standards that have been documented.
Incorrect
Inspection is a tool and technique of the Control Quality process and it examines the work to determine whether it conforms to standards that have been documented.
Unattempted
Inspection is a tool and technique of the Control Quality process and it examines the work to determine whether it conforms to standards that have been documented.
Question 45 of 58
45. Question
Shadi is the project manager on a large construction project. Halfway through his project, he realizes that there’s a problem with the wood they’ve been using in few rooms and they’re going to have to tear down some of the work they’ve done and rebuild. One of his team members suggests that the defect isn’t bad enough to cause all of that re-work. Shadi says that he worked on a project that made the same mistake before and they ended up having to redo the work when inspectors looked at the house. He convinces the team member that it’s probably better to fix it now than later. What kind of power is Shadi using to make the decision?
Correct
Shadi is using expert power. Since he’s been through this problem before, his team is more likely to accept his authority. Expert power is the best form of power to use when making project decisions. The team will respect decisions that are based on experience and expertise.
Incorrect
Shadi is using expert power. Since he’s been through this problem before, his team is more likely to accept his authority. Expert power is the best form of power to use when making project decisions. The team will respect decisions that are based on experience and expertise.
Unattempted
Shadi is using expert power. Since he’s been through this problem before, his team is more likely to accept his authority. Expert power is the best form of power to use when making project decisions. The team will respect decisions that are based on experience and expertise.
Question 46 of 58
46. Question
Shadi is managing a software development project when one of the team members came to his office asking about the difference in between the configuration control and change control. Which of the following represents Shadi’s best answer for the project team member?
Correct
Configuration control is focused on the specification of both deliverable and process, but change control is focused on identifying, documenting and controlling changes on the project, a configuration management system with the integrated change control will effectively provides a central system to manage approved changes on the project.
Incorrect
Configuration control is focused on the specification of both deliverable and process, but change control is focused on identifying, documenting and controlling changes on the project, a configuration management system with the integrated change control will effectively provides a central system to manage approved changes on the project.
Unattempted
Configuration control is focused on the specification of both deliverable and process, but change control is focused on identifying, documenting and controlling changes on the project, a configuration management system with the integrated change control will effectively provides a central system to manage approved changes on the project.
Question 47 of 58
47. Question
You are working on a project that involves developing a high-tech vehicle that will shuttle students between eight stops on a predetermined route on campus. You don’t know much about the requirements for this project and understand that they will be discovered as the project progresses. You want to avoid the surprised stakeholder effect and decide to deliver business value incrementally using a minimum viable product throughout the project. This will ensure immediate feedback from the stakeholders and the ability to make corrections as you go. What does this describe?
Correct
This question describes the agile methodology. Delivering business value incrementally, discovering requirements as the project progresses, and active participation by the stakeholders are all characteristics of an agile approach.
Incorrect
This question describes the agile methodology. Delivering business value incrementally, discovering requirements as the project progresses, and active participation by the stakeholders are all characteristics of an agile approach.
Unattempted
This question describes the agile methodology. Delivering business value incrementally, discovering requirements as the project progresses, and active participation by the stakeholders are all characteristics of an agile approach.
Question 48 of 58
48. Question
There are a number of demonstration techniques that the agile teams use to get early customer feedback and avoid developing the product that won’t deliver any value to the customer. Out of the following, choose another reason the demonstration techniques are used for.
Correct
There are several project demonstration techniques like product simulators, wireframes, prototypes etc that a team uses to obtain customer feedback to adapt the product according to the expected changes. Therefore, the main objective of these demonstrations is to deliver the product with high customer values and avoid developing the product with no value. The other objective of these demonstrations is to show to its customers how the product works. It is generally difficult for customers to understand the functioning of the product just by reading the documentation, so these demonstration techniques are used. [Agile Practice Guide, 1st edition, Page 55.]
Incorrect
There are several project demonstration techniques like product simulators, wireframes, prototypes etc that a team uses to obtain customer feedback to adapt the product according to the expected changes. Therefore, the main objective of these demonstrations is to deliver the product with high customer values and avoid developing the product with no value. The other objective of these demonstrations is to show to its customers how the product works. It is generally difficult for customers to understand the functioning of the product just by reading the documentation, so these demonstration techniques are used. [Agile Practice Guide, 1st edition, Page 55.]
Unattempted
There are several project demonstration techniques like product simulators, wireframes, prototypes etc that a team uses to obtain customer feedback to adapt the product according to the expected changes. Therefore, the main objective of these demonstrations is to deliver the product with high customer values and avoid developing the product with no value. The other objective of these demonstrations is to show to its customers how the product works. It is generally difficult for customers to understand the functioning of the product just by reading the documentation, so these demonstration techniques are used. [Agile Practice Guide, 1st edition, Page 55.]
Question 49 of 58
49. Question
You’ve been contracted by the government to manage constructing the new municipality building at your city. Your government officer in the project asks you to take over the negotiations for an important contract to design a new automation system of the building. You’ve narrowed it down to one seller, and now you’re working with the buyer legal department to negotiate the terms of the contract. Which of the following best describes your goal?
Correct
One of the most important parts of procurement management is that both the buyer and the seller want to feel like they’re getting a good deal. Every procurement should be a win-win situation for both parties!
Incorrect
One of the most important parts of procurement management is that both the buyer and the seller want to feel like they’re getting a good deal. Every procurement should be a win-win situation for both parties!
Unattempted
One of the most important parts of procurement management is that both the buyer and the seller want to feel like they’re getting a good deal. Every procurement should be a win-win situation for both parties!
Question 50 of 58
50. Question
While initiating your project, you have identified, obtained contact information for, assessed, classified, and prioritized your stakeholders. In this context, which of the following is true? (Choose three.)
Correct
This question describes the stakeholder register. You may have used the power/interest grid to classify your stakeholders, but this tool does not contain other information such as contact information.
Incorrect
This question describes the stakeholder register. You may have used the power/interest grid to classify your stakeholders, but this tool does not contain other information such as contact information.
Unattempted
This question describes the stakeholder register. You may have used the power/interest grid to classify your stakeholders, but this tool does not contain other information such as contact information.
Question 51 of 58
51. Question
You are an agile project manager who has recently joined a team that is working on a software development project for a few months. You noticed some of the following issues in the team: 1. There is no discipline in performing the events of time-boxing 2. The team is stuck to resolve issues/defects. 3. There is no use of information radiators to display project status. What will you do to handle these issues at best?
Correct
In the current scenario, helping the team to deal with issues, telling them the value of time-boxing, and suggesting them to use the information radiators to display project status is the best option for the agile coach. An agile coach is supposed to make his team comfortable with his tasks and should not impose the use of any tools or technologies on them. Rather, he should help his team in understanding his team the importance of tools like time-boxing and information radiators to make their work easy and increase their productivity.[Agile Practice Guide, 1st edition, Page(s) 33-35;]
Incorrect
In the current scenario, helping the team to deal with issues, telling them the value of time-boxing, and suggesting them to use the information radiators to display project status is the best option for the agile coach. An agile coach is supposed to make his team comfortable with his tasks and should not impose the use of any tools or technologies on them. Rather, he should help his team in understanding his team the importance of tools like time-boxing and information radiators to make their work easy and increase their productivity.[Agile Practice Guide, 1st edition, Page(s) 33-35;]
Unattempted
In the current scenario, helping the team to deal with issues, telling them the value of time-boxing, and suggesting them to use the information radiators to display project status is the best option for the agile coach. An agile coach is supposed to make his team comfortable with his tasks and should not impose the use of any tools or technologies on them. Rather, he should help his team in understanding his team the importance of tools like time-boxing and information radiators to make their work easy and increase their productivity.[Agile Practice Guide, 1st edition, Page(s) 33-35;]
Question 52 of 58
52. Question
Your company provides answering services for several major retailers. The number of calls coming into the service center per month has continued to increase over the past 24 months. The phone system is approaching the maximum load limits and needs to be upgraded. You’ve been assigned to head up the upgrade project. Based on the company’s experience with the vendor who worked on the last phone upgrade project, you’re confident they’ll be able to assist you with this project as well. In this situation, which of the following is true?
Correct
The project came about because of a business need. The phones have to be answered because that’s the core business. Upgrading the system to handle more volume is a business need. An assumption has been made regarding vendor availability. Always validate your assumptions
Incorrect
The project came about because of a business need. The phones have to be answered because that’s the core business. Upgrading the system to handle more volume is a business need. An assumption has been made regarding vendor availability. Always validate your assumptions
Unattempted
The project came about because of a business need. The phones have to be answered because that’s the core business. Upgrading the system to handle more volume is a business need. An assumption has been made regarding vendor availability. Always validate your assumptions
Question 53 of 58
53. Question
You are managing a project of a new software development, and the final version of the software was accepted by the customer a month ago. Yesterday you received a phone call from the customer complaining that some of the application features are not as desired and that the application is not functioning properly. What should you do first?
Correct
The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor during the Validate Scope process to ensure that they are completed satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor.
Incorrect
The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor during the Validate Scope process to ensure that they are completed satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor.
Unattempted
The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor during the Validate Scope process to ensure that they are completed satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor.
Question 54 of 58
54. Question
Shadi has recently joined a steel manufacturer, and he has now a project that was already in the execution phase. Recently one of the key stakeholders raised serious concerns over the project scope. Shadi now wants to review the project’s previous communications to understand how the current project scope was agreed to by all key stakeholders in the past. Where can Shadi find this information?
Correct
These communications records are available in the project records folder during the manage communications process. Projects record folder is a part of the organizational process assets.
Incorrect
These communications records are available in the project records folder during the manage communications process. Projects record folder is a part of the organizational process assets.
Unattempted
These communications records are available in the project records folder during the manage communications process. Projects record folder is a part of the organizational process assets.
Question 55 of 58
55. Question
The project manager and the team are excited about the new project. This is the project manager’s first assignment, and the team feels they will be able to complete work that has never been tried before. There are 29 people contributing to the product description, and the team consists of 9 experienced experts in their fields. Part way through planning, three highly skilled technical team members are disagreeing about the scope of two of the deliverables. One is pointing to the draft WBS and saying that two additional work packages should be added, another is saying that a particular work package should not even be done. The third team member agrees with both of them. How should the project manager best deal with the conflict?
Correct
Ask yourself what is the best way is to resolve any conflict, and you can get the answer. Most of the detail provided are distractions. Problem-solving (collaborating) and compromising are the two most important conflict resolution techniques. Conflict management is a key interpersonal and team skill. Therefore, the project manager should listen to the differences of opinion, encourage logical discussions, and facilitate an agreement.
Incorrect
Ask yourself what is the best way is to resolve any conflict, and you can get the answer. Most of the detail provided are distractions. Problem-solving (collaborating) and compromising are the two most important conflict resolution techniques. Conflict management is a key interpersonal and team skill. Therefore, the project manager should listen to the differences of opinion, encourage logical discussions, and facilitate an agreement.
Unattempted
Ask yourself what is the best way is to resolve any conflict, and you can get the answer. Most of the detail provided are distractions. Problem-solving (collaborating) and compromising are the two most important conflict resolution techniques. Conflict management is a key interpersonal and team skill. Therefore, the project manager should listen to the differences of opinion, encourage logical discussions, and facilitate an agreement.
Question 56 of 58
56. Question
You are holding end-of-phase meetings with your team members and key stakeholders to learn what has hindered and helped the project team’s performance of the work. Which of the following options are true regarding this situation? (Choose three.)
Correct
Lessons learned (which is what this question describes) are useful for activities and processes for the current project as well as future projects. Lessons learned are similar to retrospective meetings on agile projects. Review meetings are held to demonstrate functionality or a prototype on agile projects.
Incorrect
Lessons learned (which is what this question describes) are useful for activities and processes for the current project as well as future projects. Lessons learned are similar to retrospective meetings on agile projects. Review meetings are held to demonstrate functionality or a prototype on agile projects.
Unattempted
Lessons learned (which is what this question describes) are useful for activities and processes for the current project as well as future projects. Lessons learned are similar to retrospective meetings on agile projects. Review meetings are held to demonstrate functionality or a prototype on agile projects.
Question 57 of 58
57. Question
Linda is managing an application development project using an agile life cycle. Project management processes are expected to be iterative due to the adaptive environment of the project. In this context, which of the following processes will not be iterative in an agile life cycle?
Correct
Due to the adaptive environment of the project, many of the project management processes are repeated except the develop project charter process which is performed once before the start of each project.
Incorrect
Due to the adaptive environment of the project, many of the project management processes are repeated except the develop project charter process which is performed once before the start of each project.
Unattempted
Due to the adaptive environment of the project, many of the project management processes are repeated except the develop project charter process which is performed once before the start of each project.
Question 58 of 58
58. Question
Match the following manage quality process tools and techniques with their description.
Correct
A-5, B-1, C-3, D-2, E-4. Manage quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. There are a lot of tools and techniques that can be used in managing the project quality including the quality audits, scatter diagrams, document analysis, root cause analysis, and the ones listed in the table.
Incorrect
A-5, B-1, C-3, D-2, E-4. Manage quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. There are a lot of tools and techniques that can be used in managing the project quality including the quality audits, scatter diagrams, document analysis, root cause analysis, and the ones listed in the table.
Unattempted
A-5, B-1, C-3, D-2, E-4. Manage quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. There are a lot of tools and techniques that can be used in managing the project quality including the quality audits, scatter diagrams, document analysis, root cause analysis, and the ones listed in the table.
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