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Project Management Professional (PMP)
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Question 1 of 60
1. Question
Your team is working on an agile project developing an app that alerts airline passengers to gate changes for their flights once they’ve checked in. They are having a difficult time understanding how the user stories work together toward the big picture. Which of the following should you do? (Choose two.)
Correct
Backlog refinement and impact mapping are two techniques you can use to help the team understand how user stories fit into the big picture of the overall project.
Incorrect
Backlog refinement and impact mapping are two techniques you can use to help the team understand how user stories fit into the big picture of the overall project.
Unattempted
Backlog refinement and impact mapping are two techniques you can use to help the team understand how user stories fit into the big picture of the overall project.
Question 2 of 60
2. Question
You are an agile practitioner working as the product owner for a software development project, and you have just finished a meeting with a key stakeholder who identified several important priority changes. You have assigned a relative value to each item in the list of planned features, but the team is not yet able to prioritize them. What is the next action that the team should take?
Correct
Product owners need to take two things into account when they prioritize the backlog: the relative value of each feature, and the amount of work required to build it. Since you are able to assign relative value to each item in the backlog but you don’t yet know how to prioritize them, the missing information is the amount of work required. The way to get that information is to re-estimate the items in the backlog
Incorrect
Product owners need to take two things into account when they prioritize the backlog: the relative value of each feature, and the amount of work required to build it. Since you are able to assign relative value to each item in the backlog but you don’t yet know how to prioritize them, the missing information is the amount of work required. The way to get that information is to re-estimate the items in the backlog
Unattempted
Product owners need to take two things into account when they prioritize the backlog: the relative value of each feature, and the amount of work required to build it. Since you are able to assign relative value to each item in the backlog but you don’t yet know how to prioritize them, the missing information is the amount of work required. The way to get that information is to re-estimate the items in the backlog
Question 3 of 60
3. Question
Your project team has a very good idea of the requirements for the project up front. Some specific elements of the deliverables are known at this point. Not all deliverables have been completely defined yet. The team would like to start with the known requirements and specific deliverables and then change their approach later in the development phase to incrementally deliver results. What development life cycle does this describe?
Correct
This describes a hybrid development life cycle. Early on, requirements might be gathered in detail, and as the project progresses, the team reverts to an agile approach to deliver functionality incrementally.
Incorrect
This describes a hybrid development life cycle. Early on, requirements might be gathered in detail, and as the project progresses, the team reverts to an agile approach to deliver functionality incrementally.
Unattempted
This describes a hybrid development life cycle. Early on, requirements might be gathered in detail, and as the project progresses, the team reverts to an agile approach to deliver functionality incrementally.
Question 4 of 60
4. Question
During the execution of a large construction project, one of your construction managers informs you that she discovered a design flaw that will require the team to go back and make a large change on an executed part of the project. What is the best way to handle this situation?
Correct
When this happens, the first thing you do is stop and gather information. And that should make sense to you, since you don’t know if this change will really impact cost or not. It may seem like a huge change to the construction manager, but may not actually cost the project anything. Or it may really be huge. So the first thing to do is figure out the impact of the change on the project constraints.
Incorrect
When this happens, the first thing you do is stop and gather information. And that should make sense to you, since you don’t know if this change will really impact cost or not. It may seem like a huge change to the construction manager, but may not actually cost the project anything. Or it may really be huge. So the first thing to do is figure out the impact of the change on the project constraints.
Unattempted
When this happens, the first thing you do is stop and gather information. And that should make sense to you, since you don’t know if this change will really impact cost or not. It may seem like a huge change to the construction manager, but may not actually cost the project anything. Or it may really be huge. So the first thing to do is figure out the impact of the change on the project constraints.
Question 5 of 60
5. Question
As an agile practitioner working on a software development project, the team has proposed using a Kanban board to manage the team’s work in progress and spot bottlenecks. The following work flow has been agreed on for the Kanban board: Ready -> Develop and Unit Test -> Dev-Done -> System Test -> Done. According to this Kanban board, which of the following represents the response time of an item?
Correct
Response time is the time that an item waits until work starts. On the Kanban board, this is the time an item enters the ‘Ready” bin till the time it enters the “Develop and Unit Test” bin (or exits the ‘Ready” bin). [Agile Practice Guide, 1st edition, Pages 64, 65]
Incorrect
Response time is the time that an item waits until work starts. On the Kanban board, this is the time an item enters the ‘Ready” bin till the time it enters the “Develop and Unit Test” bin (or exits the ‘Ready” bin). [Agile Practice Guide, 1st edition, Pages 64, 65]
Unattempted
Response time is the time that an item waits until work starts. On the Kanban board, this is the time an item enters the ‘Ready” bin till the time it enters the “Develop and Unit Test” bin (or exits the ‘Ready” bin). [Agile Practice Guide, 1st edition, Pages 64, 65]
Question 6 of 60
6. Question
The project has been chartered to address concerns of low levels of customer satisfaction with the help desk of a large online retailer. You and your team are considering options including upgrading computer systems and software programs, adding additional help desk staff, and improving help desk training. You realize the impact of such changes will be difficult to measure and you are finding it challenging to evaluate the exact cost impact of risks and responses the team has identified. In this scenario, you should evaluate on which of the following?
Correct
If you cannot determine an exact cost impact of the event, use qualitative estimates such as low, medium, and high. This is part of the Perform Qualitative risk analysis process – Subjective Evaluation.
Incorrect
If you cannot determine an exact cost impact of the event, use qualitative estimates such as low, medium, and high. This is part of the Perform Qualitative risk analysis process – Subjective Evaluation.
Unattempted
If you cannot determine an exact cost impact of the event, use qualitative estimates such as low, medium, and high. This is part of the Perform Qualitative risk analysis process – Subjective Evaluation.
Question 7 of 60
7. Question
An Agile team is working on ABC project. At the end of the 3rd iteration, the team had successfully delivered 81 story points. The team was able to successfully address some improvement opportunities and during the 4th iteration, the team was able to deliver 39 story points. What is the team’s current velocity?
Correct
Velocity = average story points per iteration. Since the team had delivered 120 story points in 4 iterations, the velocity is 120/4 = 30 story points per iteration (on average). [Agile Practice Guide, 1st edition, Page 61]
Incorrect
Velocity = average story points per iteration. Since the team had delivered 120 story points in 4 iterations, the velocity is 120/4 = 30 story points per iteration (on average). [Agile Practice Guide, 1st edition, Page 61]
Unattempted
Velocity = average story points per iteration. Since the team had delivered 120 story points in 4 iterations, the velocity is 120/4 = 30 story points per iteration (on average). [Agile Practice Guide, 1st edition, Page 61]
Question 8 of 60
8. Question
Although the customer agreed to the original project schedule, they are now asking for an earlier project finish, as they are being pressured by their own customers. The project manager’s sponsor thinks finishing early is not only a viable option but also a good idea for your organization because it will enable you to start another project sooner. In attempting to complete the project faster, the project manager looks at the cost associated with crashing each activity. The best approach to crashing would also include looking at which of the following?
Correct
You may or may not need your customer or your sponsor input, but you will definitely need to include an analysis of risk, as crashing might increase the project overall risk.
Incorrect
You may or may not need your customer or your sponsor input, but you will definitely need to include an analysis of risk, as crashing might increase the project overall risk.
Unattempted
You may or may not need your customer or your sponsor input, but you will definitely need to include an analysis of risk, as crashing might increase the project overall risk.
Question 9 of 60
9. Question
Shadi is managing an industrial design project, and he is in the process of translating the quality management plan into executable quality activities that account for existing quality policies. In this situation, _______ can be used to help Shadi organize information in a series of steps that lead to a defect.
Correct
Flowcharts, a tool and technique of the Manage Quality process, show a series of steps that lead to a defect. Flow Charts help project managers understand the sequence of events. They help you visualize the relationships and dependencies between events. Building flow charts help the project team visualize a complex process in a simple way. There are 3 components to the Flow Chart: events, arrows, and decision points. The events are connected by the arrow to show their sequence or order. Some events can also happen in parallel. The decision points, which are represented by diamonds, split events onto 2 separate paths, and the path you go on depends on the decision you choose.
Incorrect
Flowcharts, a tool and technique of the Manage Quality process, show a series of steps that lead to a defect. Flow Charts help project managers understand the sequence of events. They help you visualize the relationships and dependencies between events. Building flow charts help the project team visualize a complex process in a simple way. There are 3 components to the Flow Chart: events, arrows, and decision points. The events are connected by the arrow to show their sequence or order. Some events can also happen in parallel. The decision points, which are represented by diamonds, split events onto 2 separate paths, and the path you go on depends on the decision you choose.
Unattempted
Flowcharts, a tool and technique of the Manage Quality process, show a series of steps that lead to a defect. Flow Charts help project managers understand the sequence of events. They help you visualize the relationships and dependencies between events. Building flow charts help the project team visualize a complex process in a simple way. There are 3 components to the Flow Chart: events, arrows, and decision points. The events are connected by the arrow to show their sequence or order. Some events can also happen in parallel. The decision points, which are represented by diamonds, split events onto 2 separate paths, and the path you go on depends on the decision you choose.
Question 10 of 60
10. Question
You are the Scrum master of a complex software project. During a daily scrum meeting, one of the team members raises a serious severe risk as a potential problem. In this context, which of the following is not a useful action for the team to take?
Correct
When teams discover risks or other issues that could threaten the project, they need to communicate the status of those issues to the stakeholders, and if possible, incorporate activities into the backlog to deal with the risk. One useful activity is exploratory work, where team members take time during a sprint to build a risk-based spike solution to help mitigate the risk. But while refactoring the source code and performing continuous integration might be useful for lowering risk due to technical debt, it is unlikely to help with this situation.
Incorrect
When teams discover risks or other issues that could threaten the project, they need to communicate the status of those issues to the stakeholders, and if possible, incorporate activities into the backlog to deal with the risk. One useful activity is exploratory work, where team members take time during a sprint to build a risk-based spike solution to help mitigate the risk. But while refactoring the source code and performing continuous integration might be useful for lowering risk due to technical debt, it is unlikely to help with this situation.
Unattempted
When teams discover risks or other issues that could threaten the project, they need to communicate the status of those issues to the stakeholders, and if possible, incorporate activities into the backlog to deal with the risk. One useful activity is exploratory work, where team members take time during a sprint to build a risk-based spike solution to help mitigate the risk. But while refactoring the source code and performing continuous integration might be useful for lowering risk due to technical debt, it is unlikely to help with this situation.
Question 11 of 60
11. Question
You work as a project manager for Wasamat real estate company. You are going through a project with your project team. Some of your project team members are reporting that their activities are running late because there are lag times between activities that do not need to be there. You examine the schedule and see that the lag times have been incorporated into the project schedule for quality control reviews. You also learn that the quality control reviews are not being completed as planned. What is the best approach you should take in this scenario?
Correct
The best answer is to make certain quality control happens in the project. This means reviewing past work and ensuring that future inspections are met.
Incorrect
The best answer is to make certain quality control happens in the project. This means reviewing past work and ensuring that future inspections are met.
Unattempted
The best answer is to make certain quality control happens in the project. This means reviewing past work and ensuring that future inspections are met.
Question 12 of 60
12. Question
Dina is the scrum master for a new software development project and is working with the product owner and team on selecting the user stories for the first sprint. The team has committed to 30 story points for the sprint, but the product owner wants the team to deliver 42 story points. The team is uncomfortable committing more as it hasn’t understood the stories well. What should Dina do?
Correct
The product owner needs to provide the details that the team requires to make their commitments. The development team is responsible of sizing the user stories, but it is the responsibility of the product owner to explain to the team all related details.
Incorrect
The product owner needs to provide the details that the team requires to make their commitments. The development team is responsible of sizing the user stories, but it is the responsibility of the product owner to explain to the team all related details.
Unattempted
The product owner needs to provide the details that the team requires to make their commitments. The development team is responsible of sizing the user stories, but it is the responsibility of the product owner to explain to the team all related details.
Question 13 of 60
13. Question
You have completed your project of constructing the new airport of your city. Your project deliverables are complete and have been accepted by all stakeholders. What should be your next step?
Correct
When the project is complete, the product, service, or result is transitioned to a production/maintenance/support group.
Incorrect
When the project is complete, the product, service, or result is transitioned to a production/maintenance/support group.
Unattempted
When the project is complete, the product, service, or result is transitioned to a production/maintenance/support group.
Question 14 of 60
14. Question
You are leading an Agile team currently developing a new financial application. The product is complex as some of the critical requirements haven’t been clearly defined. You and the team understand that this project will involve a high degree of change and uncertainty. How should you tackle the product complexity in this case?
Correct
When product complexity is high, the team should be encouraged to determine simple solutions that would work and apply the Agile principle of ‘Simplicity — the art of minimizing the amount of work that needs to get done”. This helps reduce complexity. [Agile Practice Guide, 1st edition, Page 59]
Incorrect
When product complexity is high, the team should be encouraged to determine simple solutions that would work and apply the Agile principle of ‘Simplicity — the art of minimizing the amount of work that needs to get done”. This helps reduce complexity. [Agile Practice Guide, 1st edition, Page 59]
Unattempted
When product complexity is high, the team should be encouraged to determine simple solutions that would work and apply the Agile principle of ‘Simplicity — the art of minimizing the amount of work that needs to get done”. This helps reduce complexity. [Agile Practice Guide, 1st edition, Page 59]
Question 15 of 60
15. Question
You are the project manager for XYZ company. The quality control team recently identified many defects in the project deliverables which the team had to repair. You have been working for a few weeks with the quality assurance team to adjust some quality procedures and address some training issues for your project which the team believes is the reason for the defects. The project is now behind schedule due to problem encountered. The CPI is currently 1.12 and the SPI is 0.82. While discussing the quality issues in a status meeting, a key stakeholder comments that she is alarmed at the potential cost impact of one particular risk and is wondering why it is little concern to the project team. You are confident that her concern for that particular cost risk is unwarranted at the amount; in fact, you believe there is another risk that is of bigger concern right now. The following information displays the current risks for your project. Considering that schedule is a concern right now, which risk are you going to tell the stakeholder and another meeting participant is the greatest and is therefore the biggest concern of the team right now?
Correct
For each risk identified, multiply the probability by the cost impact as the expected monetary value EMV = P*I. Once you have each P * I score, you can prioritize the risks. Risk A currently is the biggest threat to your budget and overall objectives, as it is the risk with the highest expected monetary value. Risk A EMV= 0.6*9,000= 5,400.
Incorrect
For each risk identified, multiply the probability by the cost impact as the expected monetary value EMV = P*I. Once you have each P * I score, you can prioritize the risks. Risk A currently is the biggest threat to your budget and overall objectives, as it is the risk with the highest expected monetary value. Risk A EMV= 0.6*9,000= 5,400.
Unattempted
For each risk identified, multiply the probability by the cost impact as the expected monetary value EMV = P*I. Once you have each P * I score, you can prioritize the risks. Risk A currently is the biggest threat to your budget and overall objectives, as it is the risk with the highest expected monetary value. Risk A EMV= 0.6*9,000= 5,400.
Question 16 of 60
16. Question
A project manager is new to the company but has 10 years of project management experience. She is given a medium-sized project and is asked to plan the project so it is finished as quickly as possible because the company has a large list of projects to complete in the coming year. She will be given another project to manage as soon as she has this one baseline, and she needs to report on the longest time the project will take. Which of the following is the best project management tool to use to determine this?
Correct
The bar chart may show an end date, but it is not used to determine dates. The project charter also may include a required end date but not a logical determination of how long the project will take. The network diagram shows dependencies between activities on the project activity list. The dependencies allow us to look at the various paths through the diagram to determine the longest duration (critical) path. The network diagram is the best answer.
Incorrect
The bar chart may show an end date, but it is not used to determine dates. The project charter also may include a required end date but not a logical determination of how long the project will take. The network diagram shows dependencies between activities on the project activity list. The dependencies allow us to look at the various paths through the diagram to determine the longest duration (critical) path. The network diagram is the best answer.
Unattempted
The bar chart may show an end date, but it is not used to determine dates. The project charter also may include a required end date but not a logical determination of how long the project will take. The network diagram shows dependencies between activities on the project activity list. The dependencies allow us to look at the various paths through the diagram to determine the longest duration (critical) path. The network diagram is the best answer.
Question 17 of 60
17. Question
Match the following Scrum events with their description.
Correct
Sprint Planning is the first event inside a Sprint. The Scrum Team plans the items they are going to deliver in the Sprint and the way they will deliver them. The Development Team starts working on the objectives of the Sprint as soon as Sprint Planning is completed. During this time, it holds a daily meeting (normally 15 minutes) to coordinate the work for the next 24 hours, which is called Daily Scrum. Before the end of the Sprint, the Development Team presents (demonstrates) the outcome of the Sprint to the customer and receives feedback. Just before the Sprint is over, the Development Team holds an internal meeting to review the Sprint and use it to improve the process (lessons learned) in the next Sprint. This is called Sprint Retrospective.
Incorrect
Sprint Planning is the first event inside a Sprint. The Scrum Team plans the items they are going to deliver in the Sprint and the way they will deliver them. The Development Team starts working on the objectives of the Sprint as soon as Sprint Planning is completed. During this time, it holds a daily meeting (normally 15 minutes) to coordinate the work for the next 24 hours, which is called Daily Scrum. Before the end of the Sprint, the Development Team presents (demonstrates) the outcome of the Sprint to the customer and receives feedback. Just before the Sprint is over, the Development Team holds an internal meeting to review the Sprint and use it to improve the process (lessons learned) in the next Sprint. This is called Sprint Retrospective.
Unattempted
Sprint Planning is the first event inside a Sprint. The Scrum Team plans the items they are going to deliver in the Sprint and the way they will deliver them. The Development Team starts working on the objectives of the Sprint as soon as Sprint Planning is completed. During this time, it holds a daily meeting (normally 15 minutes) to coordinate the work for the next 24 hours, which is called Daily Scrum. Before the end of the Sprint, the Development Team presents (demonstrates) the outcome of the Sprint to the customer and receives feedback. Just before the Sprint is over, the Development Team holds an internal meeting to review the Sprint and use it to improve the process (lessons learned) in the next Sprint. This is called Sprint Retrospective.
Question 18 of 60
18. Question
You are leading the deployment of a supply chain management system for a priority client. The project team is geographically distributed and many time zones apart. Conducting daily standups is a major problem. How should this problem be tackled?
Correct
Recording updates is a bad idea that takes away the required interaction between the team members. When team members are many time zones apart, consider using whole-project interactions less frequently, while encouraging more frequent personal meetings (two or three people at a time). [Agile Practice Guide, 1st edition, Page 122]
Incorrect
Recording updates is a bad idea that takes away the required interaction between the team members. When team members are many time zones apart, consider using whole-project interactions less frequently, while encouraging more frequent personal meetings (two or three people at a time). [Agile Practice Guide, 1st edition, Page 122]
Unattempted
Recording updates is a bad idea that takes away the required interaction between the team members. When team members are many time zones apart, consider using whole-project interactions less frequently, while encouraging more frequent personal meetings (two or three people at a time). [Agile Practice Guide, 1st edition, Page 122]
Question 19 of 60
19. Question
You have been asked to submit a proposal for a project that has been put out for bid. Prior to submitting the proposal, your company must register so that it becomes on the qualified sellers list. In this situation, which of the following statements are true? (Choose two.)
Correct
Qualified seller lists are a component of the organizational process assets input of Conduct Procurements. Their purpose is to provide information about the sellers.
Incorrect
Qualified seller lists are a component of the organizational process assets input of Conduct Procurements. Their purpose is to provide information about the sellers.
Unattempted
Qualified seller lists are a component of the organizational process assets input of Conduct Procurements. Their purpose is to provide information about the sellers.
Question 20 of 60
20. Question
Your project sponsor has requested a cost estimate for the project on which you’re working. You’re using an agile methodology to perform the work. This project is similar in scope to a project you worked on last year. She would like to get the cost estimates as soon as possible. Accuracy is not her primary concern right now. She needs a ballpark figure by tomorrow. You decide to use _________.
Correct
Analogous—or top-down—estimating techniques are a form of expert judgment. Because this project is similar to another recent project, you can use the cost estimates from the previous project to help you quickly determine estimates for the current project. Analogous estimates are best for agile projects because not everything is known about the end product at the beginning of an agile project.
Incorrect
Analogous—or top-down—estimating techniques are a form of expert judgment. Because this project is similar to another recent project, you can use the cost estimates from the previous project to help you quickly determine estimates for the current project. Analogous estimates are best for agile projects because not everything is known about the end product at the beginning of an agile project.
Unattempted
Analogous—or top-down—estimating techniques are a form of expert judgment. Because this project is similar to another recent project, you can use the cost estimates from the previous project to help you quickly determine estimates for the current project. Analogous estimates are best for agile projects because not everything is known about the end product at the beginning of an agile project.
Question 21 of 60
21. Question
The project manager is expecting a deliverable to be submitted by email from a team member today. At the end of the day, the project manager contacts the team member to notify him that it has not been received. The team member apologizes and explains that he was not able to email the deliverable, and it was sent through the mail instead. The team member goes on to remind the project manager that he had informed the project manager during a phone conversation that this would occur. “Was that the conversation we had when I told you l could not hear you well due to poor cell phone coverage?” asks the project manager. “Yes,” replies the team member. What could have been done to avoid this problem?
Correct
The pitch and tone of voice (verbal communication) is not relevant here, as the project manager could not even hear all that was being said. There were no issues recognized after the conversation, so none could be added to the issue log. This issue is not related to communications requirements, so that choice cannot be best. Saying, “I am not sure I properly heard what you said,” during the conversation or repeating the message back to the team member would have prevented this problem. Giving and requesting feedback during the communication is the best option.
Incorrect
The pitch and tone of voice (verbal communication) is not relevant here, as the project manager could not even hear all that was being said. There were no issues recognized after the conversation, so none could be added to the issue log. This issue is not related to communications requirements, so that choice cannot be best. Saying, “I am not sure I properly heard what you said,” during the conversation or repeating the message back to the team member would have prevented this problem. Giving and requesting feedback during the communication is the best option.
Unattempted
The pitch and tone of voice (verbal communication) is not relevant here, as the project manager could not even hear all that was being said. There were no issues recognized after the conversation, so none could be added to the issue log. This issue is not related to communications requirements, so that choice cannot be best. Saying, “I am not sure I properly heard what you said,” during the conversation or repeating the message back to the team member would have prevented this problem. Giving and requesting feedback during the communication is the best option.
Question 22 of 60
22. Question
You are managing a mega construction project of building a high-tech university in the city. Middle path of the project, you are reviewing some invoices from the electro-mechanical works contractor. You see that material that is not required for your project have been included in the invoice. After making few phone calls, it becomes clear that one of your project resources asked one of the vendor’s staff to add a few extra circuits to one part of the building. This change was never approved through the change management process. What should do you do?
Correct
Immediately inform the stakeholders of the unauthorized scope change, then call team meeting to determine the impact. The code of ethics requires project managers to provide accurate and timely information about their projects.
Incorrect
Immediately inform the stakeholders of the unauthorized scope change, then call team meeting to determine the impact. The code of ethics requires project managers to provide accurate and timely information about their projects.
Unattempted
Immediately inform the stakeholders of the unauthorized scope change, then call team meeting to determine the impact. The code of ethics requires project managers to provide accurate and timely information about their projects.
Question 23 of 60
23. Question
You are using an iteration-based agile approach to manage your project. You are meeting with your team members and they are describing what they accomplished yesterday, what they will work on today, and what obstacles are in their way. What is this meeting called, and when does it occur? (Choose two.)
Correct
Each day at the same time, the team meets so as to bring everyone up to date on the information that is vital for coordination: each team members briefly describes any “completed” contributions and any obstacles that stand in their way. Usually, Scrum’s Three Questions are used to structure discussion. The meeting is normally held in front of the task board. This meeting is normally timeboxed to a maximum duration of 15 minutes, though this may need adjusting for larger teams. To keep the meeting short, any topic that starts a discussion is cut short, added to a “parking lot” list, and discussed in greater depth after the meeting, between the people affected by the issue.
Incorrect
Each day at the same time, the team meets so as to bring everyone up to date on the information that is vital for coordination: each team members briefly describes any “completed” contributions and any obstacles that stand in their way. Usually, Scrum’s Three Questions are used to structure discussion. The meeting is normally held in front of the task board. This meeting is normally timeboxed to a maximum duration of 15 minutes, though this may need adjusting for larger teams. To keep the meeting short, any topic that starts a discussion is cut short, added to a “parking lot” list, and discussed in greater depth after the meeting, between the people affected by the issue.
Unattempted
Each day at the same time, the team meets so as to bring everyone up to date on the information that is vital for coordination: each team members briefly describes any “completed” contributions and any obstacles that stand in their way. Usually, Scrum’s Three Questions are used to structure discussion. The meeting is normally held in front of the task board. This meeting is normally timeboxed to a maximum duration of 15 minutes, though this may need adjusting for larger teams. To keep the meeting short, any topic that starts a discussion is cut short, added to a “parking lot” list, and discussed in greater depth after the meeting, between the people affected by the issue.
Question 24 of 60
24. Question
You work as a project manager for Elite Minds educational institute for the past six years. Your project is falling behind though the project team reports that the actual durations of their work is what they estimated. You investigate the cause and determine that the project team is not starting their assignments early enough to finish their work on time. While the duration of the assignments may be in synchronization with the duration estimates, the completion time is causing the project schedule to slip from the baseline. Out of the listed options, what can you do to rectify this problem?
Correct
Corrective actions should be taken to move the results of the project work back into alignment with the project scope. The project team must start their activities on time and finish on time. A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are implemented in response to a customer complaint, abnormal levels of internal nonconformity, nonconformity identified during an internal audit or adverse or unstable trends in product and process monitoring such as would be identified by SP. It is method of identifying and eliminating the causes of a problem, thus preventing their reappearance. Examples of a corrective action are: Improvements to maintenance schedules; Improvements to material handling or storage
Incorrect
Corrective actions should be taken to move the results of the project work back into alignment with the project scope. The project team must start their activities on time and finish on time. A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are implemented in response to a customer complaint, abnormal levels of internal nonconformity, nonconformity identified during an internal audit or adverse or unstable trends in product and process monitoring such as would be identified by SP. It is method of identifying and eliminating the causes of a problem, thus preventing their reappearance. Examples of a corrective action are: Improvements to maintenance schedules; Improvements to material handling or storage
Unattempted
Corrective actions should be taken to move the results of the project work back into alignment with the project scope. The project team must start their activities on time and finish on time. A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are implemented in response to a customer complaint, abnormal levels of internal nonconformity, nonconformity identified during an internal audit or adverse or unstable trends in product and process monitoring such as would be identified by SP. It is method of identifying and eliminating the causes of a problem, thus preventing their reappearance. Examples of a corrective action are: Improvements to maintenance schedules; Improvements to material handling or storage
Question 25 of 60
25. Question
The product owner is having a discussion with the business stakeholders of the project and he discovered that stakeholder priorities have changed, and a deliverable they have not yet started is now more important than the one they are currently working on. How can the team best handle this situation?
Correct
Scrum teams plan their work by dividing the project into increments, and delivering a “done” increment at the end of each sprint. Scrum teams typically don’t make major adjustments to their long-term plans mid-sprint. Instead, they make sure they are working on the most valuable deliverables they can during any individual sprint, so that even if priorities changes, they can meet the commitments they made for the current sprint and still deliver value. They’ll adapt their plans to the new priorities as soon as the current sprint is done.
Incorrect
Scrum teams plan their work by dividing the project into increments, and delivering a “done” increment at the end of each sprint. Scrum teams typically don’t make major adjustments to their long-term plans mid-sprint. Instead, they make sure they are working on the most valuable deliverables they can during any individual sprint, so that even if priorities changes, they can meet the commitments they made for the current sprint and still deliver value. They’ll adapt their plans to the new priorities as soon as the current sprint is done.
Unattempted
Scrum teams plan their work by dividing the project into increments, and delivering a “done” increment at the end of each sprint. Scrum teams typically don’t make major adjustments to their long-term plans mid-sprint. Instead, they make sure they are working on the most valuable deliverables they can during any individual sprint, so that even if priorities changes, they can meet the commitments they made for the current sprint and still deliver value. They’ll adapt their plans to the new priorities as soon as the current sprint is done.
Question 26 of 60
26. Question
You are leading an agile web development project for your organization. One of the development team members is helping her colleagues in the team to maximize their potential. She promotes emotional intelligence and self-awareness, and she is a good listener and help the team members improve their skills. Which leadership style is this team member displaying?
Correct
Servant leaders exhibit these characteristics, they coach instead of dictating or controlling, they encourage safety and respectful behaviors, they build trust in the team and ensure that obstacles are removed or resolved.
Incorrect
Servant leaders exhibit these characteristics, they coach instead of dictating or controlling, they encourage safety and respectful behaviors, they build trust in the team and ensure that obstacles are removed or resolved.
Unattempted
Servant leaders exhibit these characteristics, they coach instead of dictating or controlling, they encourage safety and respectful behaviors, they build trust in the team and ensure that obstacles are removed or resolved.
Question 27 of 60
27. Question
As an agile practitioner, you are leading an agile team and just completed the fourth iteration of the project. During the iteration planning meeting, the team thinks that the original release plan has become outdated. What should you do next?
Correct
If the release plan is based on outdated information or on assumptions that are now false, update it,and notify the product owner. The product owner can then decide the future course for the project.
Incorrect
If the release plan is based on outdated information or on assumptions that are now false, update it,and notify the product owner. The product owner can then decide the future course for the project.
Unattempted
If the release plan is based on outdated information or on assumptions that are now false, update it,and notify the product owner. The product owner can then decide the future course for the project.
Question 28 of 60
28. Question
Project management teams following waterfall model methodology govern vendor relationships by fixed milestones or phase gates focused on intermediate artifacts, rather than a full deliverable of incremental business value. What is the challenge associated with this approach?
Correct
Many vendor relationships are governed by fixed milestones or phase gates focused on intermediate artifacts, rather than a full deliverable of incremental business value. Often, these controls limit the use of feedback to improve the product. [Agile Practice Guide, 1st edition, Page 77]
Incorrect
Many vendor relationships are governed by fixed milestones or phase gates focused on intermediate artifacts, rather than a full deliverable of incremental business value. Often, these controls limit the use of feedback to improve the product. [Agile Practice Guide, 1st edition, Page 77]
Unattempted
Many vendor relationships are governed by fixed milestones or phase gates focused on intermediate artifacts, rather than a full deliverable of incremental business value. Often, these controls limit the use of feedback to improve the product. [Agile Practice Guide, 1st edition, Page 77]
Question 29 of 60
29. Question
Your business customer is working very closely with your agile team on the prioritization of value for their product. There are certain items that must be in the final product no matter what and others that won’t be included unless different information is presented at a later date. Which of the following prioritization techniques does it look like they used?
Correct
In this case, the must-haves versus the won’t-haves points to prioritization using the MoSCoW approach.
Incorrect
In this case, the must-haves versus the won’t-haves points to prioritization using the MoSCoW approach.
Unattempted
In this case, the must-haves versus the won’t-haves points to prioritization using the MoSCoW approach.
Question 30 of 60
30. Question
During project executing, a large number of changes are made to the project. Several of the change requests have come from the customer, significantly changing the functionality of the originally requested product. Seven project team members have been reassigned by management to a higher-priority project, and they have been replaced. As project work has progressed, many of the identified risks have occurred and have been successfully mitigated. However, three contingency plans have been adjusted and will be implemented if identified risks recur during the remainder of the project. In this situation, what should the project manager do?
Correct
Waiting until all changes are known and then printing out a new schedule is a common error many project managers make. Instead, the project manager should be controlling the project throughout its completion. The situation in the question does not provide a reason to believe the schedule baseline must be changed. A project manager must be in control of the project, rather than consulting with management before making any changes. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid.
Incorrect
Waiting until all changes are known and then printing out a new schedule is a common error many project managers make. Instead, the project manager should be controlling the project throughout its completion. The situation in the question does not provide a reason to believe the schedule baseline must be changed. A project manager must be in control of the project, rather than consulting with management before making any changes. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid.
Unattempted
Waiting until all changes are known and then printing out a new schedule is a common error many project managers make. Instead, the project manager should be controlling the project throughout its completion. The situation in the question does not provide a reason to believe the schedule baseline must be changed. A project manager must be in control of the project, rather than consulting with management before making any changes. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid.
Question 31 of 60
31. Question
You are managing a critical project for your organization, although the project doesn’t have a completion deadline, there is a general expectation that the project should complete in seven to nine months. The project team is currently struggling to collaborate to expedite work across the board. Which of the following actions might help the situation and facilitate collaboration?
Correct
Traditional project management approaches are not recommended for complex and high-change projects. Crashing the project and increasing the team size doesn’t help in increasing the team’s agility. However, by limiting the work in progress, it is more likely that team members can collaborate to expedite work across the board. [Agile Practice Guide, 1st edition, Page 39]
Incorrect
Traditional project management approaches are not recommended for complex and high-change projects. Crashing the project and increasing the team size doesn’t help in increasing the team’s agility. However, by limiting the work in progress, it is more likely that team members can collaborate to expedite work across the board. [Agile Practice Guide, 1st edition, Page 39]
Unattempted
Traditional project management approaches are not recommended for complex and high-change projects. Crashing the project and increasing the team size doesn’t help in increasing the team’s agility. However, by limiting the work in progress, it is more likely that team members can collaborate to expedite work across the board. [Agile Practice Guide, 1st edition, Page 39]
Question 32 of 60
32. Question
Shadi is an agile coach who is working on a complex software development project with his team. During each iteration planning meeting, one of the project stakeholders suggests some new features to add in the product. However, the new features are not aligned with the proposed goal of the project, agreed at the beginning by all the project stakeholders. In this situation, which of the following is the most appropriate action?
Correct
As the newly requested features are not aligned with the project goals and objectives, Shadi should communicate the project vision continuously to all the project stakeholders.
Incorrect
As the newly requested features are not aligned with the project goals and objectives, Shadi should communicate the project vision continuously to all the project stakeholders.
Unattempted
As the newly requested features are not aligned with the project goals and objectives, Shadi should communicate the project vision continuously to all the project stakeholders.
Question 33 of 60
33. Question
While managing your construction project, and as a part of the executing process group, you had to deal with a change request that was requested by the project sponsor. You evaluated the impact of this change on all the project constraints, and then you got this change approved by the change control board. As the project manager, what should you do next?
Correct
As this change request was approved by the CCB, it needs to be implemented as part of the direct and manage project work.
Incorrect
As this change request was approved by the CCB, it needs to be implemented as part of the direct and manage project work.
Unattempted
As this change request was approved by the CCB, it needs to be implemented as part of the direct and manage project work.
Question 34 of 60
34. Question
You are managing a project of constructing a new mall in the city center. As with any construction project, there will be multiple iterations for engineering drawings and plans. Therefore, you have decided to create an online database that can be used to find the drawings and documents by name, type, revision and date. This is an example of what type of communication tools?
Correct
An online data base used to data communication and distribution is the project management information system – PMIS. A project management information system (PMIS) is how information needed to run a project is organized. It collects and uses project information through one or more software applications. What these programs do is help project managers to plan, execute and close their project. It’s a way to organize that flood of information, so you don’t drown in data.
Incorrect
An online data base used to data communication and distribution is the project management information system – PMIS. A project management information system (PMIS) is how information needed to run a project is organized. It collects and uses project information through one or more software applications. What these programs do is help project managers to plan, execute and close their project. It’s a way to organize that flood of information, so you don’t drown in data.
Unattempted
An online data base used to data communication and distribution is the project management information system – PMIS. A project management information system (PMIS) is how information needed to run a project is organized. It collects and uses project information through one or more software applications. What these programs do is help project managers to plan, execute and close their project. It’s a way to organize that flood of information, so you don’t drown in data.
Question 35 of 60
35. Question
Under Test-Driven Development (TDD), the team has written failing unit tests, showing the intent of what the new code is supposed to do. The development team, due to multiple factors, is able to do just enough to get the test pass. The team knows that the code needs to be revisited and will clean up the code later. Which of the following techniques will help the team make the code lean, mean, and clear?
Correct
Under Test-Driven Development (TDD), the team has written failing unit tests, showing the intent of what the new code is supposed to do. The development team, due to multiple factors, is able to do just enough to get the test pass. The team knows that the code needs to be revisited and will clean up the code later by refactoring to make it lean, mean, and clear. Always improve by refactoring and do small chunks of refactoring frequently.
Incorrect
Under Test-Driven Development (TDD), the team has written failing unit tests, showing the intent of what the new code is supposed to do. The development team, due to multiple factors, is able to do just enough to get the test pass. The team knows that the code needs to be revisited and will clean up the code later by refactoring to make it lean, mean, and clear. Always improve by refactoring and do small chunks of refactoring frequently.
Unattempted
Under Test-Driven Development (TDD), the team has written failing unit tests, showing the intent of what the new code is supposed to do. The development team, due to multiple factors, is able to do just enough to get the test pass. The team knows that the code needs to be revisited and will clean up the code later by refactoring to make it lean, mean, and clear. Always improve by refactoring and do small chunks of refactoring frequently.
Question 36 of 60
36. Question
A business sponsor is trying to do some negotiations with a potential contractor for the web application upgrade project. Both the contractor and sponsor have worked together in the past on a stable requirements project, and they have great trust in each other. The current contract includes volatile requirements that subject to change on biweekly basis. Which of the following type of contracts would be most appropriate for both parties in the project?
Correct
In the projects with volatile requirements, fixed price contracts are not ideal. It is always better to use a fixed price per story point where the scope of the project is not fixed. As a fixed amount is paid for each story point, it provides a fair way to determine the overall cost of the final product. In the given question, as the current project includes the volatile requirements that subject to change on a weekly basis, Fixed-price per story point would be the most appropriate contract for both the parties for this project.[Agile Practice Guide, 1st edition, Page 77]
Incorrect
In the projects with volatile requirements, fixed price contracts are not ideal. It is always better to use a fixed price per story point where the scope of the project is not fixed. As a fixed amount is paid for each story point, it provides a fair way to determine the overall cost of the final product. In the given question, as the current project includes the volatile requirements that subject to change on a weekly basis, Fixed-price per story point would be the most appropriate contract for both the parties for this project.[Agile Practice Guide, 1st edition, Page 77]
Unattempted
In the projects with volatile requirements, fixed price contracts are not ideal. It is always better to use a fixed price per story point where the scope of the project is not fixed. As a fixed amount is paid for each story point, it provides a fair way to determine the overall cost of the final product. In the given question, as the current project includes the volatile requirements that subject to change on a weekly basis, Fixed-price per story point would be the most appropriate contract for both the parties for this project.[Agile Practice Guide, 1st edition, Page 77]
Question 37 of 60
37. Question
While identifying risks for a new construction project, you discover that a chemical you are using on your building cannot be applied in rainy conditions. You also learn that your project will be ready for the chemical application around the time when most of the rainfall happens in this part of the country. Since the project can’t be delayed until after the rainy season and you need to make sure the building gets the chemical coating, you decide that your team will just have to work around the rain. This is an example of which strategy?
Correct
This is an example of accepting a risk. The team can’t do anything about the weather, so the project manager has accepted the fact that they could end up being delayed by it.
Incorrect
This is an example of accepting a risk. The team can’t do anything about the weather, so the project manager has accepted the fact that they could end up being delayed by it.
Unattempted
This is an example of accepting a risk. The team can’t do anything about the weather, so the project manager has accepted the fact that they could end up being delayed by it.
Question 38 of 60
38. Question
An organization which was following traditional approach for the past 20 years has recently begun its agile transformation. Which of the following can help motivate more frequent hand-offs across departments, and thus more frequent interactions and a faster flow of value across the organization?
Correct
Highly functionalized structures and geographically distributed project sites create impediments to Agile approaches. An Agile PMO can help but the frequency of the deliverables is directly related to the size of the deliverables. Reducing the size of a project deliverable will motivate more frequent handoffs across departments, and thus more frequent interactions and a faster flow of value across the organization. [Agile Practice Guide, 1st edition, Page 83]
Incorrect
Highly functionalized structures and geographically distributed project sites create impediments to Agile approaches. An Agile PMO can help but the frequency of the deliverables is directly related to the size of the deliverables. Reducing the size of a project deliverable will motivate more frequent handoffs across departments, and thus more frequent interactions and a faster flow of value across the organization. [Agile Practice Guide, 1st edition, Page 83]
Unattempted
Highly functionalized structures and geographically distributed project sites create impediments to Agile approaches. An Agile PMO can help but the frequency of the deliverables is directly related to the size of the deliverables. Reducing the size of a project deliverable will motivate more frequent handoffs across departments, and thus more frequent interactions and a faster flow of value across the organization. [Agile Practice Guide, 1st edition, Page 83]
Question 39 of 60
39. Question
Match the following risk response strategies with their description.
You are the project manager of a large construction firm. You are creating a collection and filing structure that details methods used to gather and store various types of information, and also procedures to collect and disseminate updates and corrections to the concerned stakeholders. This information should be included in the ____________.
Correct
The communications management plan includes: 1- Communication needs of the stakeholders. 2- Description of the information to be distributed, including reason for distribution, time frame, frequency, format, content, level of detail. 3- Identification of a person to receive, authorize, and release confidential information and its communication. 4- Technologies/methods used to convey information. 5- Resources allotted to communicate activities; and escalation process definition and identification. Collection and filing structure that details what methods will be used to gather and store various types of information. 6- Flow charts, workflows with possible sequence of authorization, list of reports, and meeting plans. 7- Constraints related to communications 8- Method of updating and refining the communications management plan as project progresses. All the methods, planning documents etc. Related to Communications Management are included in the Communications Management Plan.
Incorrect
The communications management plan includes: 1- Communication needs of the stakeholders. 2- Description of the information to be distributed, including reason for distribution, time frame, frequency, format, content, level of detail. 3- Identification of a person to receive, authorize, and release confidential information and its communication. 4- Technologies/methods used to convey information. 5- Resources allotted to communicate activities; and escalation process definition and identification. Collection and filing structure that details what methods will be used to gather and store various types of information. 6- Flow charts, workflows with possible sequence of authorization, list of reports, and meeting plans. 7- Constraints related to communications 8- Method of updating and refining the communications management plan as project progresses. All the methods, planning documents etc. Related to Communications Management are included in the Communications Management Plan.
Unattempted
The communications management plan includes: 1- Communication needs of the stakeholders. 2- Description of the information to be distributed, including reason for distribution, time frame, frequency, format, content, level of detail. 3- Identification of a person to receive, authorize, and release confidential information and its communication. 4- Technologies/methods used to convey information. 5- Resources allotted to communicate activities; and escalation process definition and identification. Collection and filing structure that details what methods will be used to gather and store various types of information. 6- Flow charts, workflows with possible sequence of authorization, list of reports, and meeting plans. 7- Constraints related to communications 8- Method of updating and refining the communications management plan as project progresses. All the methods, planning documents etc. Related to Communications Management are included in the Communications Management Plan.
Question 41 of 60
41. Question
The scrum team of a large IT firm is working on an agile project. The new CEO of the Product Development asks the scrum master to share a report that describes the progress of remaining project work at both the release level and sprint level. Which of the following would be the most appropriate to share with the CEO of Product Development?
Correct
A burn-down chart is a diagrammatic tool that is used to assess the progress of the work. It is used to understand how much work is still left against the given time. Each day, tasks in the sprint backlog are updated by the team members with the number of hours left to work for completing each task. Total working hours left are calculated by summation and displayed on the sprint burndown chart. The idea behind its name is – it is expected that with the time, line displaying the work left will start burning down representing the decrease in work left. Burndown charts can be used at sprint as well as release level.
Incorrect
A burn-down chart is a diagrammatic tool that is used to assess the progress of the work. It is used to understand how much work is still left against the given time. Each day, tasks in the sprint backlog are updated by the team members with the number of hours left to work for completing each task. Total working hours left are calculated by summation and displayed on the sprint burndown chart. The idea behind its name is – it is expected that with the time, line displaying the work left will start burning down representing the decrease in work left. Burndown charts can be used at sprint as well as release level.
Unattempted
A burn-down chart is a diagrammatic tool that is used to assess the progress of the work. It is used to understand how much work is still left against the given time. Each day, tasks in the sprint backlog are updated by the team members with the number of hours left to work for completing each task. Total working hours left are calculated by summation and displayed on the sprint burndown chart. The idea behind its name is – it is expected that with the time, line displaying the work left will start burning down representing the decrease in work left. Burndown charts can be used at sprint as well as release level.
Question 42 of 60
42. Question
You have been assigned as the project manager for a project to develop a new manufacturing line of air conditioning units. You understand that projects drive change in organizations, and the project seems to be a clever idea. What is the next thing you should do?
Correct
After the project initiation context has been mapped to one of the four fundamental categories, you need to determine the link to the strategic objectives of the organization and the business value of the project.
Incorrect
After the project initiation context has been mapped to one of the four fundamental categories, you need to determine the link to the strategic objectives of the organization and the business value of the project.
Unattempted
After the project initiation context has been mapped to one of the four fundamental categories, you need to determine the link to the strategic objectives of the organization and the business value of the project.
Question 43 of 60
43. Question
During a planning poker meeting for your agile project, the team was not able to converge on a single estimate for a particular story after the third round. What should be done next?
Correct
In many cases, the estimates will already converge by the second round. But if they have not, continue to repeat the process. The goal is for the estimators to converge on a single estimate that can be used for the story. It rarely takes more than three rounds but continue the process as long as the estimates are moving closer together.
Incorrect
In many cases, the estimates will already converge by the second round. But if they have not, continue to repeat the process. The goal is for the estimators to converge on a single estimate that can be used for the story. It rarely takes more than three rounds but continue the process as long as the estimates are moving closer together.
Unattempted
In many cases, the estimates will already converge by the second round. But if they have not, continue to repeat the process. The goal is for the estimators to converge on a single estimate that can be used for the story. It rarely takes more than three rounds but continue the process as long as the estimates are moving closer together.
Question 44 of 60
44. Question
While conducting a status update meeting and monitoring the risk register, you discovered a risk that remains even after you implement all of your response strategies. What kind of risk is this and what should you do about it?
Correct
Residual risks are risks that remain even after you have planned for and implemented all of your risk response strategies. They don’t need any further analysis because you have already planned the most complete response strategy you know in dealing with the risk that came before them.
Incorrect
Residual risks are risks that remain even after you have planned for and implemented all of your risk response strategies. They don’t need any further analysis because you have already planned the most complete response strategy you know in dealing with the risk that came before them.
Unattempted
Residual risks are risks that remain even after you have planned for and implemented all of your risk response strategies. They don’t need any further analysis because you have already planned the most complete response strategy you know in dealing with the risk that came before them.
Question 45 of 60
45. Question
In the middle path of the project execution, your quality assurance department performed a quality audit of your project and identified a number of findings and recommendations. One recommendation seems critical and should be implemented because it affects successful delivery of the product to your customer. In this context, what shall be your next step?
Correct
The information obtained from a quality audit can be used to improve quality systems and performance. In most cases, implementing quality improvements requires preparation of change requests. Your first step shall be to issue a change request.
Incorrect
The information obtained from a quality audit can be used to improve quality systems and performance. In most cases, implementing quality improvements requires preparation of change requests. Your first step shall be to issue a change request.
Unattempted
The information obtained from a quality audit can be used to improve quality systems and performance. In most cases, implementing quality improvements requires preparation of change requests. Your first step shall be to issue a change request.
Question 46 of 60
46. Question
You are in the closing stage of the project, while reviewing the product, and you have come to know that the tolerance is 0.05 microns more than what was specified in the project requirements. This is a very minor deviation, and you know that your customer will not notice it during product delivery. Also, it will not adversely impact your customer when the product is put to actual use. What should you do in this situation?
Correct
It is the project managers responsibility to maintain and satisfy the scope and objectives of professional services, unless otherwise directed by the customer. According to PMI, if there is any change in the project or product scope, it has to be explained to the customer, who can then make an informed decision.
Incorrect
It is the project managers responsibility to maintain and satisfy the scope and objectives of professional services, unless otherwise directed by the customer. According to PMI, if there is any change in the project or product scope, it has to be explained to the customer, who can then make an informed decision.
Unattempted
It is the project managers responsibility to maintain and satisfy the scope and objectives of professional services, unless otherwise directed by the customer. According to PMI, if there is any change in the project or product scope, it has to be explained to the customer, who can then make an informed decision.
Question 47 of 60
47. Question
You are managing a governmental hospital construction project. The end users representing the ministry of health are not happy with the final product. You met with the end users and find out that the governmental operation team haven’t received a training on the hospital mechanical systems. In this situation, what should you do first?
Correct
The first course of action after identification of the issue is to update the issue log, once you are done with this, you need to carry out a root cause and take corrective action as needed.
Incorrect
The first course of action after identification of the issue is to update the issue log, once you are done with this, you need to carry out a root cause and take corrective action as needed.
Unattempted
The first course of action after identification of the issue is to update the issue log, once you are done with this, you need to carry out a root cause and take corrective action as needed.
Question 48 of 60
48. Question
As an agile practitioner, you are reviewing the team Kanban board, and you discover that many work items tend to accumulate in a specific step in the process. What is the best way to handle this situation?
Correct
When teams use a kanban board to visualize their workflow, they use columns to represent workflow steps and typically use sticky notes or index cards to show individual work items flowing through the process. If items tend to accumulate in one column, it tells the team that step is a potential root cause for the process flow slowing down. The way to fix it is to work with the stakeholders to impose a work in progress (WIP) limit, usually by writing the maximum allowable number of work items for that step.
Incorrect
When teams use a kanban board to visualize their workflow, they use columns to represent workflow steps and typically use sticky notes or index cards to show individual work items flowing through the process. If items tend to accumulate in one column, it tells the team that step is a potential root cause for the process flow slowing down. The way to fix it is to work with the stakeholders to impose a work in progress (WIP) limit, usually by writing the maximum allowable number of work items for that step.
Unattempted
When teams use a kanban board to visualize their workflow, they use columns to represent workflow steps and typically use sticky notes or index cards to show individual work items flowing through the process. If items tend to accumulate in one column, it tells the team that step is a potential root cause for the process flow slowing down. The way to fix it is to work with the stakeholders to impose a work in progress (WIP) limit, usually by writing the maximum allowable number of work items for that step.
Question 49 of 60
49. Question
The four types of life cycles that are most commonly used are: predictive, iterative, incremental, and agile. Which of the following is the main focus of an incremental life cycle approach?
Correct
Incremental life cycle: An approach that provides finished deliverables that the customer may be able to use immediately. Some projects optimize for speed of delivery. Many businesses and initiatives cannot afford to wait for everything to be completed; in these cases, customers are willing to receive a subset of the overall solution. This frequent delivery of smaller deliverables is called an incremental life cycle. [Practice Guide, 1st edition, page 22].
Incorrect
Incremental life cycle: An approach that provides finished deliverables that the customer may be able to use immediately. Some projects optimize for speed of delivery. Many businesses and initiatives cannot afford to wait for everything to be completed; in these cases, customers are willing to receive a subset of the overall solution. This frequent delivery of smaller deliverables is called an incremental life cycle. [Practice Guide, 1st edition, page 22].
Unattempted
Incremental life cycle: An approach that provides finished deliverables that the customer may be able to use immediately. Some projects optimize for speed of delivery. Many businesses and initiatives cannot afford to wait for everything to be completed; in these cases, customers are willing to receive a subset of the overall solution. This frequent delivery of smaller deliverables is called an incremental life cycle. [Practice Guide, 1st edition, page 22].
Question 50 of 60
50. Question
You work for a governmental nonprofit organization and is currently heading up a project to bring clear drinking water to several villages in a remote area in your country. Your stakeholders have changed the scope of this project three times already, and the steering committee has reprioritized this project twice during the last four months. Which of the following risk categories does this represent?
Correct
Organizational risks typically include time, cost, scope objectives that are inconsistent, a lack of funding, a lack of prioritization or changing priorities, and resource conflicts with other projects the organization has undertaken.
Incorrect
Organizational risks typically include time, cost, scope objectives that are inconsistent, a lack of funding, a lack of prioritization or changing priorities, and resource conflicts with other projects the organization has undertaken.
Unattempted
Organizational risks typically include time, cost, scope objectives that are inconsistent, a lack of funding, a lack of prioritization or changing priorities, and resource conflicts with other projects the organization has undertaken.
Question 51 of 60
51. Question
You are an agile practitioner leading a team holding an iteration retrospective meeting. One of your team members says that the team could have done a better job planning the work if they had tried a different planning technique and that the project would benefit from using it next time. Which of the following represents an appropriate response?
Correct
When new leaders emerge on an agile team, your job is to encourage that leadership. It’s often difficult to try out new techniques, so your job as an agile practitioner is to establish a safe and respectful environment for that
Incorrect
When new leaders emerge on an agile team, your job is to encourage that leadership. It’s often difficult to try out new techniques, so your job as an agile practitioner is to establish a safe and respectful environment for that
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When new leaders emerge on an agile team, your job is to encourage that leadership. It’s often difficult to try out new techniques, so your job as an agile practitioner is to establish a safe and respectful environment for that
Question 52 of 60
52. Question
Sami is managing a project, and he is identifying stakeholders who can significantly impact the project, what the level of participation for each identified stakeholder may be, and classifying the stakeholders by common characteristics, concerns, and their perception of the project. Sami and his project team want to define an approach as a result of this information to gain support from the stakeholders for their project. What should Sami and his project team create in this scenario?
Correct
Sami and his project team are creating the stakeholder management strategy. The goal is to identify a method to gain support through communications for the project. The stakeholder management strategy is an approach to raise the support and decrease negative impacts of stakeholders during the complete project life cycle. It consists of the following essential elements: Key stakeholders who can significantly impact the project Level of participation in the project desired for each identified stakeholder groups and their management
Incorrect
Sami and his project team are creating the stakeholder management strategy. The goal is to identify a method to gain support through communications for the project. The stakeholder management strategy is an approach to raise the support and decrease negative impacts of stakeholders during the complete project life cycle. It consists of the following essential elements: Key stakeholders who can significantly impact the project Level of participation in the project desired for each identified stakeholder groups and their management
Unattempted
Sami and his project team are creating the stakeholder management strategy. The goal is to identify a method to gain support through communications for the project. The stakeholder management strategy is an approach to raise the support and decrease negative impacts of stakeholders during the complete project life cycle. It consists of the following essential elements: Key stakeholders who can significantly impact the project Level of participation in the project desired for each identified stakeholder groups and their management
Question 53 of 60
53. Question
You are creating your project management plan. The project you are working on involves accepting credit cards on your organization’s website. This will require yearly audits to ensure you are following best practices in developing your website and not exposing sensitive customer information. Which of the following EEFs should you consider given this scenario? (Choose two.)
Correct
This describes a regulatory standard and/or compliance issue, which are part of the organization’s EEFs. Constraints restrict the actions of the project team
Incorrect
This describes a regulatory standard and/or compliance issue, which are part of the organization’s EEFs. Constraints restrict the actions of the project team
Unattempted
This describes a regulatory standard and/or compliance issue, which are part of the organization’s EEFs. Constraints restrict the actions of the project team
Question 54 of 60
54. Question
You are the Scrum master of a team with an expected velocity of 24 story points per sprint. After sizing all items in the product backlog, there was a total of 165 total story points for the team to complete in the project. Which of the following statements are true regarding this project? (Choose two.)
Correct
Velocity is used to determine how long it will take to complete the work of the sprint. It measures the speed with which the team progresses, not capacity. Kanban boards display work based on capacity. Velocity is time-bound. (Total story points/velocity) will give you the number of sprints needed to complete all work.
Incorrect
Velocity is used to determine how long it will take to complete the work of the sprint. It measures the speed with which the team progresses, not capacity. Kanban boards display work based on capacity. Velocity is time-bound. (Total story points/velocity) will give you the number of sprints needed to complete all work.
Unattempted
Velocity is used to determine how long it will take to complete the work of the sprint. It measures the speed with which the team progresses, not capacity. Kanban boards display work based on capacity. Velocity is time-bound. (Total story points/velocity) will give you the number of sprints needed to complete all work.
Question 55 of 60
55. Question
You are a project manager for a large manufacturing plant. You’re heading up a small project to promote a new line of products. You’ve held the kickoff meeting and ready to begin creating the project management plan. You know that a kickoff meeting is important for which of the following reasons? (Choose three.)
Correct
Ensuring compliance, regulatory, polices, procedures, and standards may have been considered when developing the project documents so far, but they are not reasons to hold a kickoff meeting.
Incorrect
Ensuring compliance, regulatory, polices, procedures, and standards may have been considered when developing the project documents so far, but they are not reasons to hold a kickoff meeting.
Unattempted
Ensuring compliance, regulatory, polices, procedures, and standards may have been considered when developing the project documents so far, but they are not reasons to hold a kickoff meeting.
Question 56 of 60
56. Question
A large network hardware upgrade project was scheduled to take place over a weekend. During the implementation of the project, several previously unidentified dependencies for additional materials were discovered. The project manager gave approval for the tech staff doing the implementation procure with corporate credit cards several hundred dollars’ worth of additional equipment required to complete the implementation. However, these additional expenses caused the project to exceed its budget. How should the project manager handle this situation?
Correct
Notifying project stakeholders and following proper procedures for dealing with budget variances is the best response. Attempting to pass off or hide an unexpected expense in another budget or in expense reports rather than following proper procedure
Incorrect
Notifying project stakeholders and following proper procedures for dealing with budget variances is the best response. Attempting to pass off or hide an unexpected expense in another budget or in expense reports rather than following proper procedure
Unattempted
Notifying project stakeholders and following proper procedures for dealing with budget variances is the best response. Attempting to pass off or hide an unexpected expense in another budget or in expense reports rather than following proper procedure
Question 57 of 60
57. Question
You are preparing the activity cost estimates for your project. You know much more information today about what resources are needed, when they’re needed, and the quantities needed than you did during the initiation phase. You are estimating costs for human resources, material, equipment, services, information technology needs, and leases, and you are including contingency reserves in many of these estimates. Which of the following options are true regarding this situation? (Choose three.)
Correct
This question describes the Estimate Costs process. As more information is available, the ROM for the accuracy of the estimates is within a ?5% to +/? 10% range. Activity cost estimates should be updated throughout the life of the project. They are made at a certain point in time and could change
Incorrect
This question describes the Estimate Costs process. As more information is available, the ROM for the accuracy of the estimates is within a ?5% to +/? 10% range. Activity cost estimates should be updated throughout the life of the project. They are made at a certain point in time and could change
Unattempted
This question describes the Estimate Costs process. As more information is available, the ROM for the accuracy of the estimates is within a ?5% to +/? 10% range. Activity cost estimates should be updated throughout the life of the project. They are made at a certain point in time and could change
Question 58 of 60
58. Question
You have recently been assigned as the project manager to a new service design project for your web design and development organization. This project resulted from the new corporate strategy your company has adopted. However, the organization is not sure how the newly requested service would work in practice. What should you do?
Correct
If the business is unsure of how the new business service might work in practice, create a proof of concept with evaluation criteria to explore desired outcomes.
Incorrect
If the business is unsure of how the new business service might work in practice, create a proof of concept with evaluation criteria to explore desired outcomes.
Unattempted
If the business is unsure of how the new business service might work in practice, create a proof of concept with evaluation criteria to explore desired outcomes.
Question 59 of 60
59. Question
You have been hired as a management consultant to review the project management practices of a large IT organization. You conduct a review of project management methodology, tools and techniques used by the organization and found out all of these have been developed from scratch in the organization and none of these are well-established techniques in the agile community. However, all of these adhere to the mindset, values and principles of the agile manifesto. What is your view on the organization’s approach to project management?
Correct
The organization’s approach is Agile as the project management approach is rooted in the Agile Manifesto. It is not necessary to use any of the established Agile approaches; an Agile approach can be developed from scratch as long as it adheres to the mindset, values, and principles of the Agile Manifesto.
Incorrect
The organization’s approach is Agile as the project management approach is rooted in the Agile Manifesto. It is not necessary to use any of the established Agile approaches; an Agile approach can be developed from scratch as long as it adheres to the mindset, values, and principles of the Agile Manifesto.
Unattempted
The organization’s approach is Agile as the project management approach is rooted in the Agile Manifesto. It is not necessary to use any of the established Agile approaches; an Agile approach can be developed from scratch as long as it adheres to the mindset, values, and principles of the Agile Manifesto.
Question 60 of 60
60. Question
You are working as the project manager for a professional services firm, and you were assigned to manage a PMO establishment project for a governmental entity. While planning for your agile project, you are in the process of breaking the work packages into activities. Which of the following statements are true regarding this situation? (Choose two.)
Correct
Activity lists can be created using any tool and technique the agile team wants to use, not just the ones found in the Define Activities process. The iteration planning meeting is where the user stories are broken into activities, but a high-level breakdown may also occur early on in the project to determine project duration estimates. These estimates may be based on story points or iterations.
Incorrect
Activity lists can be created using any tool and technique the agile team wants to use, not just the ones found in the Define Activities process. The iteration planning meeting is where the user stories are broken into activities, but a high-level breakdown may also occur early on in the project to determine project duration estimates. These estimates may be based on story points or iterations.
Unattempted
Activity lists can be created using any tool and technique the agile team wants to use, not just the ones found in the Define Activities process. The iteration planning meeting is where the user stories are broken into activities, but a high-level breakdown may also occur early on in the project to determine project duration estimates. These estimates may be based on story points or iterations.
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