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Project Management Professional (PMP)
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Question 1 of 59
1. Question
Arguably the most collaborative contracting approach is to embed the supplier’s services directly into the customer organization, funding teams instead of a specific scope preserves the customer’s strategic discretion on what work should actually be done. Which of the following options represents the described approach?
Correct
Team augmentation: Arguably the most collaborative contracting approach is to embed the supplier’s services directly into the customer organization. Funding teams instead of a specific scope preserves the customer’s strategic discretion on what work should actually be done. [Practice Guide, 1st edition, page 78].
Incorrect
Team augmentation: Arguably the most collaborative contracting approach is to embed the supplier’s services directly into the customer organization. Funding teams instead of a specific scope preserves the customer’s strategic discretion on what work should actually be done. [Practice Guide, 1st edition, page 78].
Unattempted
Team augmentation: Arguably the most collaborative contracting approach is to embed the supplier’s services directly into the customer organization. Funding teams instead of a specific scope preserves the customer’s strategic discretion on what work should actually be done. [Practice Guide, 1st edition, page 78].
Question 2 of 59
2. Question
You are in the build phase of your project, when you realize that because of design error, the product will not meet the performance parameters specified by the customer. In this context, what should you do first?
Correct
The first step to should be to try and assess the problem within the team and then explore alternative methods to solve the issue.
Incorrect
The first step to should be to try and assess the problem within the team and then explore alternative methods to solve the issue.
Unattempted
The first step to should be to try and assess the problem within the team and then explore alternative methods to solve the issue.
Question 3 of 59
3. Question
John is managing the implementation of the new procurement system for a large organization where the procurement department have 25 engineers and 40 logistic officers. Due to the complexity of the project and the number of key stakeholders John is dealing with, he decided to use multi criteria decision analysis for reviewing all the change requests. What should be his first step in establishing this?
Correct
The multi criteria decision analysis uses a decision matrix to evaluate the requested change according to a set of predefined criteria. John should create a decision matrix.
Incorrect
The multi criteria decision analysis uses a decision matrix to evaluate the requested change according to a set of predefined criteria. John should create a decision matrix.
Unattempted
The multi criteria decision analysis uses a decision matrix to evaluate the requested change according to a set of predefined criteria. John should create a decision matrix.
Question 4 of 59
4. Question
Shadi’s project is in the executing phase, and during an internal project review meeting, Shadi learns that the stakeholder’s engagement plan needs an update, as the last update was done two weeks earlier. According to the stakeholder’s engagement plan, the plan must be reviewed and updated on monthly basis. The nature of the required update doesn’t require following the formal change control process. What should Shadi do?
Correct
There is no need to seek the sponsor guidance as Shadi is the project manager and he should be proactive taking such action, even the plan shall be updated on monthly review, if there are new updates it can be done right away.
Incorrect
There is no need to seek the sponsor guidance as Shadi is the project manager and he should be proactive taking such action, even the plan shall be updated on monthly review, if there are new updates it can be done right away.
Unattempted
There is no need to seek the sponsor guidance as Shadi is the project manager and he should be proactive taking such action, even the plan shall be updated on monthly review, if there are new updates it can be done right away.
Question 5 of 59
5. Question
After the completion of an iteration retrospective, one of the team members tells you in confidence that he is concerned that the team is making poor design and architecture decisions. How should you respond as an agile practitioner?
Correct
People work most effectively when they’re in an open and safe environment where they’re encouraged to talk about anything related to the project –especially issues that could potentially cause problems. As an agile practitioner, the best course of action is to encourage the team member to bring this up with the whole team.
Incorrect
People work most effectively when they’re in an open and safe environment where they’re encouraged to talk about anything related to the project –especially issues that could potentially cause problems. As an agile practitioner, the best course of action is to encourage the team member to bring this up with the whole team.
Unattempted
People work most effectively when they’re in an open and safe environment where they’re encouraged to talk about anything related to the project –especially issues that could potentially cause problems. As an agile practitioner, the best course of action is to encourage the team member to bring this up with the whole team.
Question 6 of 59
6. Question
Sami is working at Wasamat real estate company, he was assigned to manage the most important project running for the company, and the senior management wants to be updated on weekly basis on this project due to its importance. Sami is a PMP certification holder since 3 months, and he is so excited to apply the knowledge he gained on the project. He is in the project initiation phase and he just produced the stakeholders register document of the project. The project sponsor was impressed with this document, and Sami is working now on the stakeholder engagement plan for his project, this had made the project sponsor uncomfortable as he believes Sami is spending too much time on the documentation and paperwork instead of executing the project work. The project sponsor came to Sami and asked him about the difference between the stakeholder register and the stakeholder engagement plan. What should Sami respond?
Correct
All options represent true statements, but you want to explain for the sponsor why you created the stakeholder engagement plan. The stakeholder register only contains basic stakeholders assessment information, while the stakeholder engagement plan includes stakeholders engagement strategy that ensures the project success.
Incorrect
All options represent true statements, but you want to explain for the sponsor why you created the stakeholder engagement plan. The stakeholder register only contains basic stakeholders assessment information, while the stakeholder engagement plan includes stakeholders engagement strategy that ensures the project success.
Unattempted
All options represent true statements, but you want to explain for the sponsor why you created the stakeholder engagement plan. The stakeholder register only contains basic stakeholders assessment information, while the stakeholder engagement plan includes stakeholders engagement strategy that ensures the project success.
Question 7 of 59
7. Question
You are managing a strategic initiative for your firm. While preparing for the executive monthly meeting, you have performed variance analysis and discovered that you need to take action to get the project back on track. In this situation, which of the following are true? (Choose two.)
Correct
The project manager is responsible for ensuring corrective actions are taken. Change requests bring about changes, not corrective actions. However, a corrective action may bring about a change request.
Incorrect
The project manager is responsible for ensuring corrective actions are taken. Change requests bring about changes, not corrective actions. However, a corrective action may bring about a change request.
Unattempted
The project manager is responsible for ensuring corrective actions are taken. Change requests bring about changes, not corrective actions. However, a corrective action may bring about a change request.
Question 8 of 59
8. Question
You’re working as a scrum master and you are attending a daily scrum meeting. In the scrum meeting, one of the team members highlights a major issue and everyone started discussing about the issue. As a scrum master, what would you do in this situation?
Correct
Daily stand-ups are short meetings generally conducted in the morning. All team members are expected to be involved in the meeting and stand during the whole meeting. This meeting focuses on mainly three things; what has been done since the previous daily meeting, what is to be done until the next daily meeting and what are the issues or impediments in the accomplishment of tasks. In the given scenario, one of the team members informs about a major risk identified recently, it should be discussed in detail with the affected team members after the meeting. These types of issues are generally not discussed in standup meeting as these are small meetings and takes maximum 15 minutes with an objective to give chance to each and every member to speak.
Incorrect
Daily stand-ups are short meetings generally conducted in the morning. All team members are expected to be involved in the meeting and stand during the whole meeting. This meeting focuses on mainly three things; what has been done since the previous daily meeting, what is to be done until the next daily meeting and what are the issues or impediments in the accomplishment of tasks. In the given scenario, one of the team members informs about a major risk identified recently, it should be discussed in detail with the affected team members after the meeting. These types of issues are generally not discussed in standup meeting as these are small meetings and takes maximum 15 minutes with an objective to give chance to each and every member to speak.
Unattempted
Daily stand-ups are short meetings generally conducted in the morning. All team members are expected to be involved in the meeting and stand during the whole meeting. This meeting focuses on mainly three things; what has been done since the previous daily meeting, what is to be done until the next daily meeting and what are the issues or impediments in the accomplishment of tasks. In the given scenario, one of the team members informs about a major risk identified recently, it should be discussed in detail with the affected team members after the meeting. These types of issues are generally not discussed in standup meeting as these are small meetings and takes maximum 15 minutes with an objective to give chance to each and every member to speak.
Question 9 of 59
9. Question
In projects managed using an agile approach with evolving requirements, high risk, or significant uncertainty, the scope is often not understood at the beginning of the project or it evolves during the project. How do agile projects handle project scope in such circumstances?
Correct
The product backlog is prioritized by the product owner and not the team. Agile teams manage project scope by spending less time in defining and agreeing on scope at the start of the project and spending more time in establishing the process of its ongoing discovery. [Agile Practice Guide, 1st edition, Page 91]
Incorrect
The product backlog is prioritized by the product owner and not the team. Agile teams manage project scope by spending less time in defining and agreeing on scope at the start of the project and spending more time in establishing the process of its ongoing discovery. [Agile Practice Guide, 1st edition, Page 91]
Unattempted
The product backlog is prioritized by the product owner and not the team. Agile teams manage project scope by spending less time in defining and agreeing on scope at the start of the project and spending more time in establishing the process of its ongoing discovery. [Agile Practice Guide, 1st edition, Page 91]
Question 10 of 59
10. Question
You are managing a project when you received information that one of the project tasks will be delayed. You review the project schedule to determine how this will affect your project. While there is a substantial delay on this task, it’s not a critical task of the project, and will not affect any of the project milestones. Another project manager advised you to just present the milestone chart during your meeting with the project stakeholders and tell them the project is progressing as planned. What should you do?
Correct
Present the project as a milestone chart and disclose the details about the task delay, as per the PMI code of ethics a project manager should provide accurate and timely information.
Incorrect
Present the project as a milestone chart and disclose the details about the task delay, as per the PMI code of ethics a project manager should provide accurate and timely information.
Unattempted
Present the project as a milestone chart and disclose the details about the task delay, as per the PMI code of ethics a project manager should provide accurate and timely information.
Question 11 of 59
11. Question
Predictive project management stresses the importance of project integration management and expects the project manager to be in control of the detailed product planning and integrating different aspects of project integration with each other. In an agile project, who is primarily responsible for integration management?
Correct
In an Agile setting, the team member determines how plans and components should integrate. [Agile Practice Guide, 1st edition, Page 91]
Incorrect
In an Agile setting, the team member determines how plans and components should integrate. [Agile Practice Guide, 1st edition, Page 91]
Unattempted
In an Agile setting, the team member determines how plans and components should integrate. [Agile Practice Guide, 1st edition, Page 91]
Question 12 of 59
12. Question
This leadership style is all about inspiring the team members with ideal goals and encouraging them to change the project environment for better. ________________ leaders motivate project team members to be creative and bring about positive change.
Correct
Transactional: This 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. Interactional: This leadership style is dynamic as it changes based on the situation at hand. In a given situation, whatever approach that works will be adopted by the leader. Laissez Faire: This leadership style is about staying “hands-off” and letting the project team members do their own goal setting and take care of day-to-day leadership requirements. This doesn’t mean that the Laissez Faire leaders don’t do anything, they do step in for decision-making as a last resort. Transformational: This leadership style is all about inspiring the team members with ideal goals and encouraging them to change the project environment for better. Transformational leaders motivate project team members to be creative and bring about positive change. Charismatic: This is the leadership style of those that have magnetic personalities and strong convictions. Not to be confused with Charismatic Power as this is about using charisma to create a team culture that encourages innovation and aligns the project team with goals based on the strongly held convictions. Servant Leader: Think of Agile and one of the important leadership concepts that shows up is Servant Leadership. This is the leadership style that focuses on serving the project team, removing roadblocks or impediments and helping the project team members achieve their goals. Creating a collaborative team culture is the focus of the servant leader.
Incorrect
Transactional: This 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. Interactional: This leadership style is dynamic as it changes based on the situation at hand. In a given situation, whatever approach that works will be adopted by the leader. Laissez Faire: This leadership style is about staying “hands-off” and letting the project team members do their own goal setting and take care of day-to-day leadership requirements. This doesn’t mean that the Laissez Faire leaders don’t do anything, they do step in for decision-making as a last resort. Transformational: This leadership style is all about inspiring the team members with ideal goals and encouraging them to change the project environment for better. Transformational leaders motivate project team members to be creative and bring about positive change. Charismatic: This is the leadership style of those that have magnetic personalities and strong convictions. Not to be confused with Charismatic Power as this is about using charisma to create a team culture that encourages innovation and aligns the project team with goals based on the strongly held convictions. Servant Leader: Think of Agile and one of the important leadership concepts that shows up is Servant Leadership. This is the leadership style that focuses on serving the project team, removing roadblocks or impediments and helping the project team members achieve their goals. Creating a collaborative team culture is the focus of the servant leader.
Unattempted
Transactional: This 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. Interactional: This leadership style is dynamic as it changes based on the situation at hand. In a given situation, whatever approach that works will be adopted by the leader. Laissez Faire: This leadership style is about staying “hands-off” and letting the project team members do their own goal setting and take care of day-to-day leadership requirements. This doesn’t mean that the Laissez Faire leaders don’t do anything, they do step in for decision-making as a last resort. Transformational: This leadership style is all about inspiring the team members with ideal goals and encouraging them to change the project environment for better. Transformational leaders motivate project team members to be creative and bring about positive change. Charismatic: This is the leadership style of those that have magnetic personalities and strong convictions. Not to be confused with Charismatic Power as this is about using charisma to create a team culture that encourages innovation and aligns the project team with goals based on the strongly held convictions. Servant Leader: Think of Agile and one of the important leadership concepts that shows up is Servant Leadership. This is the leadership style that focuses on serving the project team, removing roadblocks or impediments and helping the project team members achieve their goals. Creating a collaborative team culture is the focus of the servant leader.
Question 13 of 59
13. Question
You are managing a team consisting of members from three different countries, and you realize that some cultural differences among your team members are hampering the progress of your project. In this context, what should you do?
Correct
When working with team members from different countries, to ensure that cultural diversities do not hamper the progress of the project, the project manager must provide training to her team members regarding cultural diversities among various countries, project goals, and the ethics and culture of the company.
Incorrect
When working with team members from different countries, to ensure that cultural diversities do not hamper the progress of the project, the project manager must provide training to her team members regarding cultural diversities among various countries, project goals, and the ethics and culture of the company.
Unattempted
When working with team members from different countries, to ensure that cultural diversities do not hamper the progress of the project, the project manager must provide training to her team members regarding cultural diversities among various countries, project goals, and the ethics and culture of the company.
Question 14 of 59
14. Question
A project was estimated to cost $200,000 with a timeline of 10 months, and some materials are coming by ships from China. Due to an issue with the logistic company managing the shipment, the materials were slightly delayed, and the result was that there will be additional cost in the project. At the end of the second month, the project manager reviews the project and finds that the project is 20% complete and actual costs are $50,000. In this context, what is the estimate to complete the project?
Correct
Budget at Completion (BAC)= 200,000, Actual Costs (AC)= 50,000, Earned Value (EV)= (2/10)*200,000 since 20% of the project completed, EV = 40,000. The case described in the question is atypical situation as it is not necessary all the material will be delayed, so the EAC= AC + BAC – EV= 210,000, so the Estimate to Complete (ETC)= EAC – AC= 160,000.
Incorrect
Budget at Completion (BAC)= 200,000, Actual Costs (AC)= 50,000, Earned Value (EV)= (2/10)*200,000 since 20% of the project completed, EV = 40,000. The case described in the question is atypical situation as it is not necessary all the material will be delayed, so the EAC= AC + BAC – EV= 210,000, so the Estimate to Complete (ETC)= EAC – AC= 160,000.
Unattempted
Budget at Completion (BAC)= 200,000, Actual Costs (AC)= 50,000, Earned Value (EV)= (2/10)*200,000 since 20% of the project completed, EV = 40,000. The case described in the question is atypical situation as it is not necessary all the material will be delayed, so the EAC= AC + BAC – EV= 210,000, so the Estimate to Complete (ETC)= EAC – AC= 160,000.
Question 15 of 59
15. Question
The product of the project has been completed and delivered to the customer by the team. They are informed by the customer that several of the deliverables are not acceptable, as they do not meet the requirements specified early in the project. The project manager and team review the requirements documentation, and are in agreement that the product deliverables meet the customer’s requirements as they understand them. The project manager, who is new to the organization, seeks the advice of the project management office in determining what went wrong. After some discussion, the PMO realizes that the validate scope process was not performed appropriately by the project manager. In this context, which of the following is a key output of the validate scope process?
Correct
The output of the validate scope process is customer acceptance of project deliverables. The other choices all happen during project planning, well before the time the validate scope process takes place.
Incorrect
The output of the validate scope process is customer acceptance of project deliverables. The other choices all happen during project planning, well before the time the validate scope process takes place.
Unattempted
The output of the validate scope process is customer acceptance of project deliverables. The other choices all happen during project planning, well before the time the validate scope process takes place.
Question 16 of 59
16. Question
Your organization executive management resist starting projects without having any idea how long those projects will take. As an agile practitioner, you are not comfortable in sharing any estimates until the first few iterations are completed. What should you do?
Correct
Reverting back to traditional project management approaches would be an extreme step. In this situation, it is important to stress that your desire to run a few iterations first stems not from a desire to avoid making an estimate but to avoid making an estimate without adequate foundation.
Incorrect
Reverting back to traditional project management approaches would be an extreme step. In this situation, it is important to stress that your desire to run a few iterations first stems not from a desire to avoid making an estimate but to avoid making an estimate without adequate foundation.
Unattempted
Reverting back to traditional project management approaches would be an extreme step. In this situation, it is important to stress that your desire to run a few iterations first stems not from a desire to avoid making an estimate but to avoid making an estimate without adequate foundation.
Question 17 of 59
17. Question
The project has thirteen team members and affects more than fifteen departments in the organization. Because the project is 20% complete to date and the team has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. The project manager invites key stakeholders from all of the departments to the party in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project. At the party, the project manager walks around to try to discover any relevant information that would help her make the project even more successful. She happens to hear a manager of one of the departments talking about setting up more regular meetings on the project. In this situation, what should be the project manager first action?
Correct
The party may well generate lessons learned, and recording them would certainly be a good idea, but the question asked what to do first. There is a more immediate issue-the manager. Meeting with all the stakeholders could be useful, but there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Making sure the manager has a copy of the communications management plan might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not be enough to ensure the manager does communicate.
Incorrect
The party may well generate lessons learned, and recording them would certainly be a good idea, but the question asked what to do first. There is a more immediate issue-the manager. Meeting with all the stakeholders could be useful, but there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Making sure the manager has a copy of the communications management plan might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not be enough to ensure the manager does communicate.
Unattempted
The party may well generate lessons learned, and recording them would certainly be a good idea, but the question asked what to do first. There is a more immediate issue-the manager. Meeting with all the stakeholders could be useful, but there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Making sure the manager has a copy of the communications management plan might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not be enough to ensure the manager does communicate.
Question 18 of 59
18. Question
You are the project manager in a software company. As an output from the plan resources management process, you have determined the roles and responsibilities of all your project team members. Which of the following statements about your team members’ roles and responsibilities in the project is inaccurate?
Correct
Authority means the right to apply project resources, make decisions, and sign approvals. Team members operate best when their individual levels of authority match their individual responsibilities.
Incorrect
Authority means the right to apply project resources, make decisions, and sign approvals. Team members operate best when their individual levels of authority match their individual responsibilities.
Unattempted
Authority means the right to apply project resources, make decisions, and sign approvals. Team members operate best when their individual levels of authority match their individual responsibilities.
Question 19 of 59
19. Question
There is a confusion among some of the stakeholders about how the cost forecasts will be calculated on the project, and they have concerns about whether enough money has been set aside to cover the cost of risk responses. You are planning to share information in the upcoming team meeting and in reports to stakeholders to clear up the confusion. You are referencing the stakeholder and communications management plans to determine how best to communicate with the stakeholders. You will explain that the difference between the cost baseline and the cost budget can be best described as which of the following?
Correct
The costs of activities are included in the project cost estimate, and the contingency reserves (to cover identified risks) are added to that to come up with the cost baseline. Thereafter, the management reserves (to cover unknown, or unidentified, risks) are added to come up with the cost budget. The management reserves make up the difference between the cost baseline and the cost budget.
Incorrect
The costs of activities are included in the project cost estimate, and the contingency reserves (to cover identified risks) are added to that to come up with the cost baseline. Thereafter, the management reserves (to cover unknown, or unidentified, risks) are added to come up with the cost budget. The management reserves make up the difference between the cost baseline and the cost budget.
Unattempted
The costs of activities are included in the project cost estimate, and the contingency reserves (to cover identified risks) are added to that to come up with the cost baseline. Thereafter, the management reserves (to cover unknown, or unidentified, risks) are added to come up with the cost budget. The management reserves make up the difference between the cost baseline and the cost budget.
Question 20 of 59
20. Question
You are halfway through a major network project, and the network is in 300 locations in Canada, with another 20 locations in the United States. A software seller has just released a major software upgrade for some of the equipment’s being installed. The upgrade would provide the customer with functionality they requested, which was not available at the time the project began. What is the best course of action under these circumstances?
Correct
Professional and social responsibility includes looking after the customer’s best interests. ‘Therefore, ignoring the newly available upgrade cannot be best. In this case, the schedule and scope are already approved, and all changes must go through the integrated change control process. Implementing the change on any of the sites without following the process is not acceptable. The best option is to inform the customer of the available upgrade, and explain the impacts to the project’s timeline and functionality if the upgrade is implemented.
Incorrect
Professional and social responsibility includes looking after the customer’s best interests. ‘Therefore, ignoring the newly available upgrade cannot be best. In this case, the schedule and scope are already approved, and all changes must go through the integrated change control process. Implementing the change on any of the sites without following the process is not acceptable. The best option is to inform the customer of the available upgrade, and explain the impacts to the project’s timeline and functionality if the upgrade is implemented.
Unattempted
Professional and social responsibility includes looking after the customer’s best interests. ‘Therefore, ignoring the newly available upgrade cannot be best. In this case, the schedule and scope are already approved, and all changes must go through the integrated change control process. Implementing the change on any of the sites without following the process is not acceptable. The best option is to inform the customer of the available upgrade, and explain the impacts to the project’s timeline and functionality if the upgrade is implemented.
Question 21 of 59
21. Question
You are working as the senior project manager for large construction firm, and recently you were assigned for the highest priority project within the firm portfolio. You are currently working on the cost baseline for this project. In this context, which of the following statements are true? (Choose three.)
Correct
Future period operating costs are considered ongoing costs and are not part of project costs.
Incorrect
Future period operating costs are considered ongoing costs and are not part of project costs.
Unattempted
Future period operating costs are considered ongoing costs and are not part of project costs.
Question 22 of 59
22. Question
You are the project manager of a software company involved in creating an anti-virus software product. You are in the execution phase of the project when you realize that a requirement was not included in the product, this is due to an omission in defining the scope baseline of the project. What should you do?
Correct
Analysis of the scope performance can result in a change request to the scope baseline or other components of the project management plan. Since the scope baseline is not fully defined, the requirement has been omitted, to incorporate the missing requirement, a change request has to be issued.
Incorrect
Analysis of the scope performance can result in a change request to the scope baseline or other components of the project management plan. Since the scope baseline is not fully defined, the requirement has been omitted, to incorporate the missing requirement, a change request has to be issued.
Unattempted
Analysis of the scope performance can result in a change request to the scope baseline or other components of the project management plan. Since the scope baseline is not fully defined, the requirement has been omitted, to incorporate the missing requirement, a change request has to be issued.
Question 23 of 59
23. Question
You are the project manager of private residential complex owned by the organization managing director. While you are in the middle of your project execution, you received a call from his side saying that, yesterday he passed by the project and he would like from you to demolish two block walls as they have no reason to be there from his perspective. Given that he approved the project drawings and layouts before the execution starts, what shall be your first action?
Correct
When it comes to change management, it’s always the first step to document this change request then evaluating it’s impact.
Incorrect
When it comes to change management, it’s always the first step to document this change request then evaluating it’s impact.
Unattempted
When it comes to change management, it’s always the first step to document this change request then evaluating it’s impact.
Question 24 of 59
24. Question
You are discussing the project life cycle approach that will be used in the project with the customer. He is recommending the use of an iterative lifecycle, but he wants to know from you if the project will benefit from using this approach. You should tell the customer that projects benefit from iterative life cycles in which of the following characteristics?
Correct
Projects benefit from iterative life cycles when complexity is high, when the project incurs frequent changes, or when the scope is subject to differing stakeholders’ views of the desired final product. Iterative life cycles may take longer because they are optimized for learning rather than speed of delivery. [Practice Guide, 1st edition, page 21].
Incorrect
Projects benefit from iterative life cycles when complexity is high, when the project incurs frequent changes, or when the scope is subject to differing stakeholders’ views of the desired final product. Iterative life cycles may take longer because they are optimized for learning rather than speed of delivery. [Practice Guide, 1st edition, page 21].
Unattempted
Projects benefit from iterative life cycles when complexity is high, when the project incurs frequent changes, or when the scope is subject to differing stakeholders’ views of the desired final product. Iterative life cycles may take longer because they are optimized for learning rather than speed of delivery. [Practice Guide, 1st edition, page 21].
Question 25 of 59
25. Question
Two of the senior programmers on the project have different opinions on the use of management tools. The use of Kanban and Agile approaches are being proposed by these seniors. In case you decide to use both of the approaches on your project, which of the following can be a valid justification for such a decision?
Correct
Although Kanban and Agile approaches can slightly differ, both focus on delivering value, respect for people, minimizing waste, adapting to change, and continuous improvement. Project teams sometime blend various methods to achieve project objectives.
Incorrect
Although Kanban and Agile approaches can slightly differ, both focus on delivering value, respect for people, minimizing waste, adapting to change, and continuous improvement. Project teams sometime blend various methods to achieve project objectives.
Unattempted
Although Kanban and Agile approaches can slightly differ, both focus on delivering value, respect for people, minimizing waste, adapting to change, and continuous improvement. Project teams sometime blend various methods to achieve project objectives.
Question 26 of 59
26. Question
Being a senior project manager with more than 20 years of experience, you recognize the importance of quality control on your project. However, you also know that quality control has costs associated with it and that the project has a limited budget. In this context, __________ technique can be used to reduce the cost of quality control.
Correct
Statistical sampling uses part of a population to draw conclusions about the total population. It is a well-proven technique that can significantly reduce the cost of quality control.
Incorrect
Statistical sampling uses part of a population to draw conclusions about the total population. It is a well-proven technique that can significantly reduce the cost of quality control.
Unattempted
Statistical sampling uses part of a population to draw conclusions about the total population. It is a well-proven technique that can significantly reduce the cost of quality control.
Question 27 of 59
27. Question
The project was going well when all of a sudden there were changes to the project coming from multiple stakeholders. After all the changes were determined, the project manager spent time with all the stakeholders to find out why there were changes and to discover any more. The project work has quieted down when a team member casually mentions to the project manager that he added functionality to the product of the project “Do not worry“, he says, “ I did not impact time, cost, or quality“. What should the project manager do first?
Correct
Notice that the change has already been made, the project manager action would be different if the change has not been made, the project manager must determine how a change impacts the project as whole, asking the team member how he knows there is no impact on time, cost or quality is the best answer, a change request must be submitted to integrated change control, but that is not listed as an option.
Incorrect
Notice that the change has already been made, the project manager action would be different if the change has not been made, the project manager must determine how a change impacts the project as whole, asking the team member how he knows there is no impact on time, cost or quality is the best answer, a change request must be submitted to integrated change control, but that is not listed as an option.
Unattempted
Notice that the change has already been made, the project manager action would be different if the change has not been made, the project manager must determine how a change impacts the project as whole, asking the team member how he knows there is no impact on time, cost or quality is the best answer, a change request must be submitted to integrated change control, but that is not listed as an option.
Question 28 of 59
28. Question
Sami was required to investigate a business problem and describe the higher-level needs of the business as a whole. Sami’s final report described the features in detail, functions and characteristics of the product that will meet the business and stakeholders requirements. What is wrong in Sami’s report?
Correct
Sami was asked to analyze the business requirements but he focus on the solution requirements, business requirements focus on the higher level needs of the organization as whole, while the solution requirements describe the features in details.
Incorrect
Sami was asked to analyze the business requirements but he focus on the solution requirements, business requirements focus on the higher level needs of the organization as whole, while the solution requirements describe the features in details.
Unattempted
Sami was asked to analyze the business requirements but he focus on the solution requirements, business requirements focus on the higher level needs of the organization as whole, while the solution requirements describe the features in details.
Question 29 of 59
29. Question
A project team has recently adopted agile approaches to project management. However, the team is still not proficient in these methods as it has only recently adopted these approaches. Which of the following questions should the team address to ensure it has successfully adopted an agile mindset?
Correct
Tailoring project management processes, handling confidential information, and compliance to contractual obligations are considerations of all project teams regardless of the chosen project management approach. However, Agile approaches stress on the need to deliver quickly and obtain early feedback to benefit the next delivery cycle. [Agile Practice Guide, 1st edition, Page 33]
Incorrect
Tailoring project management processes, handling confidential information, and compliance to contractual obligations are considerations of all project teams regardless of the chosen project management approach. However, Agile approaches stress on the need to deliver quickly and obtain early feedback to benefit the next delivery cycle. [Agile Practice Guide, 1st edition, Page 33]
Unattempted
Tailoring project management processes, handling confidential information, and compliance to contractual obligations are considerations of all project teams regardless of the chosen project management approach. However, Agile approaches stress on the need to deliver quickly and obtain early feedback to benefit the next delivery cycle. [Agile Practice Guide, 1st edition, Page 33]
Question 30 of 59
30. Question
You are the project manager for ABC fashion, a nationwide clothes store chain. Your new project involves creating a prototype display at several stores across the country. You are using a RACI chart to display individuals and activities. What does RACI stand for? (Choose two.)
Correct
RACI is an acronym derived from the four key responsibilities most typically used: responsible, accountable, consulted, and informed. It is used for clarifying and defining roles and responsibilities in cross-functional or departmental projects and processes. There are a number of alternatives to the RACI model.
Incorrect
RACI is an acronym derived from the four key responsibilities most typically used: responsible, accountable, consulted, and informed. It is used for clarifying and defining roles and responsibilities in cross-functional or departmental projects and processes. There are a number of alternatives to the RACI model.
Unattempted
RACI is an acronym derived from the four key responsibilities most typically used: responsible, accountable, consulted, and informed. It is used for clarifying and defining roles and responsibilities in cross-functional or departmental projects and processes. There are a number of alternatives to the RACI model.
Question 31 of 59
31. Question
The iteration review is a cadence-based event, where each team inspects the increment at the end of every Iteration to assess progress, and then adjusts its backlog for the next iteration. In this context, which of the following statements are true regarding the iteration review meeting? (Choose three.)
Correct
Review meetings are not decision-making meetings. The retrospective meeting includes the cross-functional team members, Scrum master, and product owner.
Incorrect
Review meetings are not decision-making meetings. The retrospective meeting includes the cross-functional team members, Scrum master, and product owner.
Unattempted
Review meetings are not decision-making meetings. The retrospective meeting includes the cross-functional team members, Scrum master, and product owner.
Question 32 of 59
32. Question
You have an active stakeholder that can directly affect your project’s success. This stakeholder is a positive supporter, but is concerned about the inferior performance of previous projects. Based on your stakeholder analysis, which of the following is the best way to handle this stakeholder?
Correct
Keeping a supportive stakeholder aware of the project and potential impacts will maintain the relationship and support for the work and its outcomes.
Incorrect
Keeping a supportive stakeholder aware of the project and potential impacts will maintain the relationship and support for the work and its outcomes.
Unattempted
Keeping a supportive stakeholder aware of the project and potential impacts will maintain the relationship and support for the work and its outcomes.
Question 33 of 59
33. Question
You are working as an agile expert for a large software development company, and you are leading an agile project. Some of the team members are complaining that a couple of functional managers are constantly interrupting the project work and pulling out resources to compete routine business work. What should you do?
Correct
Delaying the resolution until next retrospective is not recommended. The best thing to do is to collaborate with the functional managers and negotiate other workable solutions. Escalating to the product owner or barring the team to entertain the functional managers are not the solutions to this problem.
Incorrect
Delaying the resolution until next retrospective is not recommended. The best thing to do is to collaborate with the functional managers and negotiate other workable solutions. Escalating to the product owner or barring the team to entertain the functional managers are not the solutions to this problem.
Unattempted
Delaying the resolution until next retrospective is not recommended. The best thing to do is to collaborate with the functional managers and negotiate other workable solutions. Escalating to the product owner or barring the team to entertain the functional managers are not the solutions to this problem.
Question 34 of 59
34. Question
The project manager of a critical project in your company has to go on leave and you have to take up his responsibilities. In the project briefing, the outgoing project manager tells you that the scope statement for the project has been documented, WBS has been created by subdividing the major project deliverables into smaller, more manageable components and an activity list has been prepared. What should you do next?
Correct
Project schedule network diagrams are graphical representation of the logical relationship among the project schedule activities. This is done after the activity list is created.
Incorrect
Project schedule network diagrams are graphical representation of the logical relationship among the project schedule activities. This is done after the activity list is created.
Unattempted
Project schedule network diagrams are graphical representation of the logical relationship among the project schedule activities. This is done after the activity list is created.
Question 35 of 59
35. Question
One of your key stakeholders is upset about the quality of the demo from the last iteration. During the retrospective, one of the developers openly blames the other team members through the entire meeting to the point of hurting people’s feelings. You step in and remind the team that the retrospective is a time for them to learn from previous work and make small improvements. Two weeks later, at the next retrospective, the same team member repeats the same “blamestorming” behavior. Which of the following is a team development behavior that you can improve?
Correct
A servant leader/facilitator in an agile environment encourages collaboration through interactive meetings and knowledge sharing.
Incorrect
A servant leader/facilitator in an agile environment encourages collaboration through interactive meetings and knowledge sharing.
Unattempted
A servant leader/facilitator in an agile environment encourages collaboration through interactive meetings and knowledge sharing.
Question 36 of 59
36. Question
An agile coach is handling an agile project that will replace the existing payroll system of your organization. Given that the agile coach is working with an overly aggressive delivery schedule, what should the coach advocate?
Correct
In Iterative and incremental delivery, a working product increment is provided to the customer with each release. Each working increment is based on the previous version with some additional customer valued functionality. As, features are generally prioritized based on their business value, so generally high-value features are developed by the team first. In case of an aggressive delivery schedule, the team should focus on developing and delivering the high-value features incrementally and iteratively leaving the low-value features for the end. in case if the project is not completed within the scheduled deadline, only the least valuable features will be dropped out that will make the things better and beneficial for the team. [Agile Practice Guide, 1st edition, Page 19]
Incorrect
In Iterative and incremental delivery, a working product increment is provided to the customer with each release. Each working increment is based on the previous version with some additional customer valued functionality. As, features are generally prioritized based on their business value, so generally high-value features are developed by the team first. In case of an aggressive delivery schedule, the team should focus on developing and delivering the high-value features incrementally and iteratively leaving the low-value features for the end. in case if the project is not completed within the scheduled deadline, only the least valuable features will be dropped out that will make the things better and beneficial for the team. [Agile Practice Guide, 1st edition, Page 19]
Unattempted
In Iterative and incremental delivery, a working product increment is provided to the customer with each release. Each working increment is based on the previous version with some additional customer valued functionality. As, features are generally prioritized based on their business value, so generally high-value features are developed by the team first. In case of an aggressive delivery schedule, the team should focus on developing and delivering the high-value features incrementally and iteratively leaving the low-value features for the end. in case if the project is not completed within the scheduled deadline, only the least valuable features will be dropped out that will make the things better and beneficial for the team. [Agile Practice Guide, 1st edition, Page 19]
Question 37 of 59
37. Question
Refinement meetings allow the product owner to present story ideas to the team and for the team to learn about the potential challenges or problems in the stories. If the product owner is unsure of the dependencies, the product owner can request the team to perform which of the following actions?
Correct
Refinement meetings allow the product owner to present story ideas to the team and for the team to learn about the potential challenges or problems in the stories. If the product owner is unsure of the dependencies, the product owner can request the team to spike the feature in order to understand the risks. [Practice Guide, 1st edition, page 53].
Incorrect
Refinement meetings allow the product owner to present story ideas to the team and for the team to learn about the potential challenges or problems in the stories. If the product owner is unsure of the dependencies, the product owner can request the team to spike the feature in order to understand the risks. [Practice Guide, 1st edition, page 53].
Unattempted
Refinement meetings allow the product owner to present story ideas to the team and for the team to learn about the potential challenges or problems in the stories. If the product owner is unsure of the dependencies, the product owner can request the team to spike the feature in order to understand the risks. [Practice Guide, 1st edition, page 53].
Question 38 of 59
38. Question
You are managing the new airport construction project in Jeddah, and at 75% through the project, you determine that you are behind schedule. You review the project schedule to determine how to complete the project on time, and the project sponsor will not give you any more resources. When analyzing the project schedule, you see a lot of soft logic—the remaining activities are sequenced based on the project team’s knowledge of best practices. What can you do to adjust the project schedule and finish the project on the expected due date?
Correct
When you remove the discretionary dependencies, you are now ready to fast-track and do more task activities in parallel, leaving the rest of the work on the critical path.
Incorrect
When you remove the discretionary dependencies, you are now ready to fast-track and do more task activities in parallel, leaving the rest of the work on the critical path.
Unattempted
When you remove the discretionary dependencies, you are now ready to fast-track and do more task activities in parallel, leaving the rest of the work on the critical path.
Question 39 of 59
39. Question
A generally accepted practice in project management is to use lessons learned to capitalize on effective and ineffective events that have happened in past projects and to take corrective actions for future work. In addition, the project manager uses lessons learned and communication techniques to keep stakeholders informed. Lessons learned will be compiled and archived at project closure time, and a final report will be written and distributed. When is the best time to inform stakeholders about lessons learned?
Correct
Lessons learned can occur at key times in a project: the team delivers something, the end of a phase, and the end of the project.
Incorrect
Lessons learned can occur at key times in a project: the team delivers something, the end of a phase, and the end of the project.
Unattempted
Lessons learned can occur at key times in a project: the team delivers something, the end of a phase, and the end of the project.
Question 40 of 59
40. Question
Your procurement department has prepared an independent estimate for the scope of work described in the SOW. The procurement documents were shared with three vendors. All of the vendors proposals are substantially different from the independent estimate you developed. Which of the following options are true regarding this scenario? (Choose two.)
Correct
This question states that the independent estimates are substantially different than proposals received. This implies that your SOW or contract terms were not detailed enough. Vendors may fail to respond to all of the items in the SOW, but it is unlikely that all three vendors made this same error.
Incorrect
This question states that the independent estimates are substantially different than proposals received. This implies that your SOW or contract terms were not detailed enough. Vendors may fail to respond to all of the items in the SOW, but it is unlikely that all three vendors made this same error.
Unattempted
This question states that the independent estimates are substantially different than proposals received. This implies that your SOW or contract terms were not detailed enough. Vendors may fail to respond to all of the items in the SOW, but it is unlikely that all three vendors made this same error.
Question 41 of 59
41. Question
A new project manager is being mentored by a more experienced PMP-certified project manager. The new project manager is having difficulty finding enough time to manage the project because the project scope is being progressively elaborated. The PMP-certified project manager advises that the basic tools for project management, such as a work breakdown structure, can be used during project executing to assist the project manager. In this context, for which of the following can a work breakdown structure be used?
Correct
A WBS does not show dates or responsibility assignments. The business need is described in the project charter. In this situation, the project scope is being fine-tuned. It would save the project manager time in effectively managing progressive elaboration if the WBS was used as a communications tool. Using the WBS helps ensure everyone (including the customer) understands the scope of the work.
Incorrect
A WBS does not show dates or responsibility assignments. The business need is described in the project charter. In this situation, the project scope is being fine-tuned. It would save the project manager time in effectively managing progressive elaboration if the WBS was used as a communications tool. Using the WBS helps ensure everyone (including the customer) understands the scope of the work.
Unattempted
A WBS does not show dates or responsibility assignments. The business need is described in the project charter. In this situation, the project scope is being fine-tuned. It would save the project manager time in effectively managing progressive elaboration if the WBS was used as a communications tool. Using the WBS helps ensure everyone (including the customer) understands the scope of the work.
Question 42 of 59
42. Question
Your well-planned project is likely to encounter a number of change requests and approved changes during its life cycle. In the change management plan, you have outlined the processes that you and others will use to understand the impacts of changes. Getting stakeholder acceptance of the decisions related to change on this project is critical, as a failed project could impact shareholders value and the earning projections for the organization. In this context, your attention should be best focused on which of the following?
Correct
Project managers should be proactive. The only proactive answer here is preventing unnecessary changes, a lot of project managers focuses on managing changes and forget to prevent the root cause of the change.
Incorrect
Project managers should be proactive. The only proactive answer here is preventing unnecessary changes, a lot of project managers focuses on managing changes and forget to prevent the root cause of the change.
Unattempted
Project managers should be proactive. The only proactive answer here is preventing unnecessary changes, a lot of project managers focuses on managing changes and forget to prevent the root cause of the change.
Question 43 of 59
43. Question
The Agile Manifesto was written in 2001 by seventeen independent-minded software practitioners. While the participants didn’t often agree, they did find consensus around four core values. In this context, which of the following are true regarding the Agile Manifesto? (Choose two.)
Correct
The Agile Manifesto focuses on value to the customer, not in measuring processes or the quality of deliverables. Success is measured in incremental steps.
Incorrect
The Agile Manifesto focuses on value to the customer, not in measuring processes or the quality of deliverables. Success is measured in incremental steps.
Unattempted
The Agile Manifesto focuses on value to the customer, not in measuring processes or the quality of deliverables. Success is measured in incremental steps.
Question 44 of 59
44. Question
The project manager is kicking off her project, and she is planning to use her training to implement many risk identification methods. She realizes that some identified risks will be managed throughout the project, while others will not be considered important enough to deal with. She is aware that risk management is ongoing throughout the project, as new risks may be identified, risk ratings may change, and the project itself may change. She realizes that all the following are common results of risk management except which one?
Correct
A contract is a tool to transfer risk. The project management plan could change to include a modified WBS and new work packages related to mitigating risk. The communications management plan could change as a way to address a risk. A change to the charter is a fundamental change to the project and may require a major adjustment to all aspects of the project management plan. It is not a common result of risk management efforts.
Incorrect
A contract is a tool to transfer risk. The project management plan could change to include a modified WBS and new work packages related to mitigating risk. The communications management plan could change as a way to address a risk. A change to the charter is a fundamental change to the project and may require a major adjustment to all aspects of the project management plan. It is not a common result of risk management efforts.
Unattempted
A contract is a tool to transfer risk. The project management plan could change to include a modified WBS and new work packages related to mitigating risk. The communications management plan could change as a way to address a risk. A change to the charter is a fundamental change to the project and may require a major adjustment to all aspects of the project management plan. It is not a common result of risk management efforts.
Question 45 of 59
45. Question
You are an agile practitioner working with an agile delivery team. One of the team members raises a serious issue just before the iteration demonstration meeting. Even he had known about this issue for some time, this is the first time when the rest of the development team came across the issue. What is the next thing you should do in this situation as an agile practitioner?
Correct
Agile best practices motivate the team members for sharing the knowledge by communication and collaboration that further helps in lowering down the risks and reducing the bottlenecks. Moreover, the status of issues and threats that someone/ team faces in his/ their work should be openly communicated with the whole team and even the project stakeholders (if the issue is relevant to them) by maintaining the issues and threat list. Also, by adding the activities into the backlog in order to maintain the transparency.
Incorrect
Agile best practices motivate the team members for sharing the knowledge by communication and collaboration that further helps in lowering down the risks and reducing the bottlenecks. Moreover, the status of issues and threats that someone/ team faces in his/ their work should be openly communicated with the whole team and even the project stakeholders (if the issue is relevant to them) by maintaining the issues and threat list. Also, by adding the activities into the backlog in order to maintain the transparency.
Unattempted
Agile best practices motivate the team members for sharing the knowledge by communication and collaboration that further helps in lowering down the risks and reducing the bottlenecks. Moreover, the status of issues and threats that someone/ team faces in his/ their work should be openly communicated with the whole team and even the project stakeholders (if the issue is relevant to them) by maintaining the issues and threat list. Also, by adding the activities into the backlog in order to maintain the transparency.
Question 46 of 59
46. Question
Frequent validation and testing is a critical success factor in projects managed using an agile methodology. In this context, which of the following options represents a technical practice where the entire team gets together and discusses the acceptance criteria for a work product. Then the team creates the tests, which allows the team to write just enough code and automated tests to meet the criteria?
Correct
Acceptance Test-Driven Development (ATDD). In ATDD, the entire team gets together and discusses the acceptance criteria for a work product. Then the team creates the tests, which allows the team to write just enough code and automated tests to meet the criteria. For non-software projects, consider how to test the work as the team completes chunks of value. [Practice Guide, 1st edition, page 56].
Incorrect
Acceptance Test-Driven Development (ATDD). In ATDD, the entire team gets together and discusses the acceptance criteria for a work product. Then the team creates the tests, which allows the team to write just enough code and automated tests to meet the criteria. For non-software projects, consider how to test the work as the team completes chunks of value. [Practice Guide, 1st edition, page 56].
Unattempted
Acceptance Test-Driven Development (ATDD). In ATDD, the entire team gets together and discusses the acceptance criteria for a work product. Then the team creates the tests, which allows the team to write just enough code and automated tests to meet the criteria. For non-software projects, consider how to test the work as the team completes chunks of value. [Practice Guide, 1st edition, page 56].
Question 47 of 59
47. Question
Your organization has been awarded a contract to develop and implement a new resource management system for a client based in Asia. Your development team is distributed across Europe. You are also planning to relocate the implementation team to the client location. What would be your biggest challenge in such a setup?
Correct
The most efficient and effective method of communication is face-to-face conversation. When a project has a virtual team, the biggest challenge is ensuring efficient and effective communications. None of the other choices are more significant than this. [Agile Practice Guide, 1st edition, Page 9]
Incorrect
The most efficient and effective method of communication is face-to-face conversation. When a project has a virtual team, the biggest challenge is ensuring efficient and effective communications. None of the other choices are more significant than this. [Agile Practice Guide, 1st edition, Page 9]
Unattempted
The most efficient and effective method of communication is face-to-face conversation. When a project has a virtual team, the biggest challenge is ensuring efficient and effective communications. None of the other choices are more significant than this. [Agile Practice Guide, 1st edition, Page 9]
Question 48 of 59
48. Question
The stakeholders engagement plan was developed early in the project planning phase. However, as the project moves into execution phase, project stakeholders needs, interests, and influence might change. If a significant change happens, what should the project manager do first?
Correct
Plan stakeholder engagement is an iterative process, project stakeholders needs, interests and influence might change during the project life cycle and whenever a significant change happen, the project manager should revisit the plan stakeholder engagement process.
Incorrect
Plan stakeholder engagement is an iterative process, project stakeholders needs, interests and influence might change during the project life cycle and whenever a significant change happen, the project manager should revisit the plan stakeholder engagement process.
Unattempted
Plan stakeholder engagement is an iterative process, project stakeholders needs, interests and influence might change during the project life cycle and whenever a significant change happen, the project manager should revisit the plan stakeholder engagement process.
Question 49 of 59
49. Question
Shadi is managing a real estate development project were many changes to the project schedule and requirements have been suggested by the project team and the customer. These are urgent, and all affect the resources you are using. What is the next step to take?
Correct
Changes to project scope or requirements must be passed to perform integrated change control for review and then disposition according to the change control system.
Incorrect
Changes to project scope or requirements must be passed to perform integrated change control for review and then disposition according to the change control system.
Unattempted
Changes to project scope or requirements must be passed to perform integrated change control for review and then disposition according to the change control system.
Question 50 of 59
50. Question
You have recently took charge of a team managing a complex research and development project that heavily relies on knowledge work. Your team is currently spending six hours per week in refining user stories. What is the probable cause behind this?
Correct
The scenario doesn’t give enough context to determine the unavailability of the product owner or the scrum master. Further, it doesn’t give any context behind the use of development methodology. This leaves only one choice. Generally speaking, if the team needs to spend more than an hour per week refining stories, the product owner could be over-preparing, or the team may be lacking some critical skills needed to evaluate and refine the work. [Agile Practice Guide, 1st edition, Page 53]
Incorrect
The scenario doesn’t give enough context to determine the unavailability of the product owner or the scrum master. Further, it doesn’t give any context behind the use of development methodology. This leaves only one choice. Generally speaking, if the team needs to spend more than an hour per week refining stories, the product owner could be over-preparing, or the team may be lacking some critical skills needed to evaluate and refine the work. [Agile Practice Guide, 1st edition, Page 53]
Unattempted
The scenario doesn’t give enough context to determine the unavailability of the product owner or the scrum master. Further, it doesn’t give any context behind the use of development methodology. This leaves only one choice. Generally speaking, if the team needs to spend more than an hour per week refining stories, the product owner could be over-preparing, or the team may be lacking some critical skills needed to evaluate and refine the work. [Agile Practice Guide, 1st edition, Page 53]
Question 51 of 59
51. Question
Your top team member has performed extremely well, and you want to reward her. She knows that you don’t have enough money in the budget to give her a bonus, so she approaches you and requests an extra day off, even though she is out of vacation days. She asks if she can take one of her sick days, even though the company doesn’t allow that. Which of the following should be your response?
Correct
You must always follow your company’s policy – it’s your ethical duty as a project manager. You should find some other way to reward her that is not against your company’s rules.
Incorrect
You must always follow your company’s policy – it’s your ethical duty as a project manager. You should find some other way to reward her that is not against your company’s rules.
Unattempted
You must always follow your company’s policy – it’s your ethical duty as a project manager. You should find some other way to reward her that is not against your company’s rules.
Question 52 of 59
52. Question
You are working as an agile practitioner helping an organization transition to Agile approaches, tools and techniques. You have noticed that historically the organization has followed predictive project management approaches and has highly valued the accuracy of the estimation efforts specially the ones done regarding duration and cost. As an agile practitioner, what is your view on estimating?
Correct
Agile teams do estimate and plan but the focus is not on developing accurate estimates and plans, instead the focus is on delivering value to the customer as soon as possible.
Incorrect
Agile teams do estimate and plan but the focus is not on developing accurate estimates and plans, instead the focus is on delivering value to the customer as soon as possible.
Unattempted
Agile teams do estimate and plan but the focus is not on developing accurate estimates and plans, instead the focus is on delivering value to the customer as soon as possible.
Question 53 of 59
53. Question
In accordance with the communications management plan, you have been providing the sponsor with status updates on a daily basis but now the technical manager has been coming to your desk every week to request a status update on the project. What should you do as the project manager?
Correct
The best course of action would be to update the communications management plan to provide updates to the sponsor and the technical manager.
Incorrect
The best course of action would be to update the communications management plan to provide updates to the sponsor and the technical manager.
Unattempted
The best course of action would be to update the communications management plan to provide updates to the sponsor and the technical manager.
Question 54 of 59
54. Question
You are the project manager on a construction project. As you’re planning out the work your team will do, you divide up all of the work into work packages and create a WBS that shows how they fit into categories. For each one of the work packages, you write down details such as initial estimates and information about what account it should be billed against. Where should you store all of that information?
Correct
The WBS dictionary is the companion document to the WBS. It gives all the details that you know about each work package in the WBS including estimates and billing information, it’s the output of the create WBS process as a part of the scope management knowledge area and the planning process group.
Incorrect
The WBS dictionary is the companion document to the WBS. It gives all the details that you know about each work package in the WBS including estimates and billing information, it’s the output of the create WBS process as a part of the scope management knowledge area and the planning process group.
Unattempted
The WBS dictionary is the companion document to the WBS. It gives all the details that you know about each work package in the WBS including estimates and billing information, it’s the output of the create WBS process as a part of the scope management knowledge area and the planning process group.
Question 55 of 59
55. Question
Match the following contracts types with their description.
Correct
A-2, B-4, C-1, D-3. Contracts can fall in one of the following categories: Fixed price, time and material, and cost reimbursed.
Incorrect
A-2, B-4, C-1, D-3. Contracts can fall in one of the following categories: Fixed price, time and material, and cost reimbursed.
Unattempted
A-2, B-4, C-1, D-3. Contracts can fall in one of the following categories: Fixed price, time and material, and cost reimbursed.
Question 56 of 59
56. Question
You are managing a project to set up a new production line for an innovative IT firm, and you have decided to use two contracting companies for the work: one for the software and one for the hardware. You have developed the procurement management plan, and you have created a WBS. You recently met with the software contractor officer and she had an issue to discuss with you, and in thinking about it, you realized it also affected the hardware contractor team. What should you do?
Correct
When you resolve an issue, you need to determine a course of action that is consistent with the project’s objectives to achieve project benefits and deliver business value.
Incorrect
When you resolve an issue, you need to determine a course of action that is consistent with the project’s objectives to achieve project benefits and deliver business value.
Unattempted
When you resolve an issue, you need to determine a course of action that is consistent with the project’s objectives to achieve project benefits and deliver business value.
Question 57 of 59
57. Question
You are working as part an agile team. They have come across a coding problem that is halting progress. Even the most experienced team member is having difficulty figuring out why the code is not working. One of the team members recommends having multiple team members work collaboratively together at the same time and all of them will focus on this issue so that they can figure out what’s wrong and get the project back on track. What does this refer to?
Correct
Swarming is when multiple team members focus on the problem and work through the issues collaboratively until it’s resolved. Mobbing is like swarming but doesn’t focus on one single problem. Pairing is where two developers work side by side on the same programming code to increase the speed of delivery and improve the quality of the code.
Incorrect
Swarming is when multiple team members focus on the problem and work through the issues collaboratively until it’s resolved. Mobbing is like swarming but doesn’t focus on one single problem. Pairing is where two developers work side by side on the same programming code to increase the speed of delivery and improve the quality of the code.
Unattempted
Swarming is when multiple team members focus on the problem and work through the issues collaboratively until it’s resolved. Mobbing is like swarming but doesn’t focus on one single problem. Pairing is where two developers work side by side on the same programming code to increase the speed of delivery and improve the quality of the code.
Question 58 of 59
58. Question
The project sponsor asks an agile project leader to provide an estimated number of hours that the team will take to develop a new software application. Being an experienced software developer and very familiar with the agile methodologies, the agile practitioner takes the conversation away from the time estimating and bring it towards the relative sizing. Which of the following explains the best way in which relative sizing makes use of story points?
Correct
Story points are used as a unit of measurement to express or define the overall size of a user story. Relative sizing makes the agile teams capable of comparing the size of a user story relative to other user stories. For instance, if an agile team estimates that a user story P would consume two hours to develop, how much time would story Q consume in comparison? [Agile Practice Guide, 1st edition, Page 154]
Incorrect
Story points are used as a unit of measurement to express or define the overall size of a user story. Relative sizing makes the agile teams capable of comparing the size of a user story relative to other user stories. For instance, if an agile team estimates that a user story P would consume two hours to develop, how much time would story Q consume in comparison? [Agile Practice Guide, 1st edition, Page 154]
Unattempted
Story points are used as a unit of measurement to express or define the overall size of a user story. Relative sizing makes the agile teams capable of comparing the size of a user story relative to other user stories. For instance, if an agile team estimates that a user story P would consume two hours to develop, how much time would story Q consume in comparison? [Agile Practice Guide, 1st edition, Page 154]
Question 59 of 59
59. Question
Some organizations choose to implement projects primarily through vendors. The major issue with this approach is the loss of project knowledge once vendors complete their obligations and leave the engagement they were assigned to. Which of the following can help organizations mitigate this issue?
Correct
Agile techniques such as retrospectives and follow up on possible improvement areas when the vendor is still engaged can help mitigate loss of product knowledge. Make or buy analysis helps in the contracting decisions and this doesn’t mitigate the risk of loss of product knowledge. The rest of the choices are not collaborative techniques.
Incorrect
Agile techniques such as retrospectives and follow up on possible improvement areas when the vendor is still engaged can help mitigate loss of product knowledge. Make or buy analysis helps in the contracting decisions and this doesn’t mitigate the risk of loss of product knowledge. The rest of the choices are not collaborative techniques.
Unattempted
Agile techniques such as retrospectives and follow up on possible improvement areas when the vendor is still engaged can help mitigate loss of product knowledge. Make or buy analysis helps in the contracting decisions and this doesn’t mitigate the risk of loss of product knowledge. The rest of the choices are not collaborative techniques.
X
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