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Project Management Professional (PMP)
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Question 1 of 59
1. Question
You have been awarded a one-year, fixed-price contract to lead a project to design and build electric humidifiers. These new humidifiers will use photo voltaic solar cells. The chief scientist at the company informs you that the cell is already being sold by another country in Europe. The board of directors has decided to buy the new technology, not make it. Your project is canceled—today. What is the next thing you should do?
Correct
The close project or phase process is performed even if the project is terminated before objectives are met. Close project activities must also be performed at the end of each phase to satisfy the exit criteria from the prior phase and to justify proceeding to the next phase
Incorrect
The close project or phase process is performed even if the project is terminated before objectives are met. Close project activities must also be performed at the end of each phase to satisfy the exit criteria from the prior phase and to justify proceeding to the next phase
Unattempted
The close project or phase process is performed even if the project is terminated before objectives are met. Close project activities must also be performed at the end of each phase to satisfy the exit criteria from the prior phase and to justify proceeding to the next phase
Question 2 of 59
2. Question
Interpersonal and team skills are used during the manage project knowledge process. One of these skills is used to help the project manager plan communications based on the project environment as well as the organization political environment. This definition refers to which of the following interpersonal skills?
Correct
This is the definition of the political awareness interpersonal skill, Interpersonal and team skills includes: Leadership, Facilitation, Active Listening, Political awareness and Networking.
Incorrect
This is the definition of the political awareness interpersonal skill, Interpersonal and team skills includes: Leadership, Facilitation, Active Listening, Political awareness and Networking.
Unattempted
This is the definition of the political awareness interpersonal skill, Interpersonal and team skills includes: Leadership, Facilitation, Active Listening, Political awareness and Networking.
Question 3 of 59
3. Question
Yara is a principal project manager working for a global tour company headquartered in London. Recently, Yara was formally tasked with leading the development of a new tour that would take customers across 10 countries in 10 days within South America. While Yara is grabbing a coffee at the office, a colleague from the marketing department approaches her, noting that she was excited to be joining Yara as the marketing lead for the project. Yara was unaware of any pre-assignments. She should look to the ___________ to validate whether her colleague was preassigned to the project.
Correct
Formal pre-assignments are typically documented within agreements or the project charter. In this case, we know that the marketing expert is internal to the organization, since she is a colleague of the project manager, making the project charter the best choice.
Incorrect
Formal pre-assignments are typically documented within agreements or the project charter. In this case, we know that the marketing expert is internal to the organization, since she is a colleague of the project manager, making the project charter the best choice.
Unattempted
Formal pre-assignments are typically documented within agreements or the project charter. In this case, we know that the marketing expert is internal to the organization, since she is a colleague of the project manager, making the project charter the best choice.
Question 4 of 59
4. Question
While managing an Agile project for your organization, you have recently setup a daily team stand-up. For the first few days, the stand-ups were flowing smoothly, until today when several issues have been reported by the team, and the stand-up took more than its timebox. What should be done next?
Correct
An anti-pattern typically seen in stand-ups is that the team begins to solve problems as they become apparent. Stand-ups are for realizing there are problems — not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the stand-up, and solve problems there. [Agile Practice Guide, 1st edition, Page 54]
Incorrect
An anti-pattern typically seen in stand-ups is that the team begins to solve problems as they become apparent. Stand-ups are for realizing there are problems — not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the stand-up, and solve problems there. [Agile Practice Guide, 1st edition, Page 54]
Unattempted
An anti-pattern typically seen in stand-ups is that the team begins to solve problems as they become apparent. Stand-ups are for realizing there are problems — not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the stand-up, and solve problems there. [Agile Practice Guide, 1st edition, Page 54]
Question 5 of 59
5. Question
At the end of a project phase, Shadi facilitates a lessons-learned meeting to capture what went well and what could be improved. As an experienced project manager, Shadi has come to realize that capturing lessons learned throughout the project is important. In this situation, _________ knowledge is the type of knowledge Shadi is capturing.
Correct
Explicit knowledge is knowledge that can be captured and described using words, numbers, and images. Tacit knowledge, on the other hand, is much more challenging to capture and express.
Incorrect
Explicit knowledge is knowledge that can be captured and described using words, numbers, and images. Tacit knowledge, on the other hand, is much more challenging to capture and express.
Unattempted
Explicit knowledge is knowledge that can be captured and described using words, numbers, and images. Tacit knowledge, on the other hand, is much more challenging to capture and express.
Question 6 of 59
6. Question
Sally is the project manager on a software development project. About halfway through development, her team found that they had not estimated enough time for some of the technical work they needed to do. She requested that the new work be added to the scope statement and that the time to do the work be added to the schedule, and the change control board approved her change. What should be her next step?
Correct
When a change has been approved you always need to update the baseline and then implement the change. That way, you will be sure to track your performance versus new scope and schedule expectations and not the old ones.
Incorrect
When a change has been approved you always need to update the baseline and then implement the change. That way, you will be sure to track your performance versus new scope and schedule expectations and not the old ones.
Unattempted
When a change has been approved you always need to update the baseline and then implement the change. That way, you will be sure to track your performance versus new scope and schedule expectations and not the old ones.
Question 7 of 59
7. Question
You are working as the project manger and discovered that one of the business users responsible for testing the product never completed this activity. She has written an email requesting that one of your team members drop everything to assist her with a problem that could have been avoided if she had performed the test. This employee reports to a stakeholder, not to the project team. You estimate that the project might not be completed on time as a result of this missed activity. Which of the following options are true? (Choose three.)
Correct
You are performing the Monitor and Control Project Work process and should recommend a change request that can take the form of a corrective action. Preventive actions reduce the possibility of negative impacts from risk events and do not apply to this situation. Lessons learned should not be used to document employee performance. However, you could document the missed activity and why it was missed without naming names.
Incorrect
You are performing the Monitor and Control Project Work process and should recommend a change request that can take the form of a corrective action. Preventive actions reduce the possibility of negative impacts from risk events and do not apply to this situation. Lessons learned should not be used to document employee performance. However, you could document the missed activity and why it was missed without naming names.
Unattempted
You are performing the Monitor and Control Project Work process and should recommend a change request that can take the form of a corrective action. Preventive actions reduce the possibility of negative impacts from risk events and do not apply to this situation. Lessons learned should not be used to document employee performance. However, you could document the missed activity and why it was missed without naming names.
Question 8 of 59
8. Question
The project manager is performing well on the development of the new water treatment unit of the town. Middle path of the project, the governmental client demands changes to the product specifications that will add only two weeks to the critical path. Which of the following is the best thing for the project manager to do?
Correct
Evaluate first. You wouldn’t take action before getting approval so compressing the schedule or cutting scope would happen after consulting the sponsor and/ or advising the client of the impact of the change. You would not go to the customer before going to your internal management, so advising the client is not the correct thing to do next. The next step is to discuss options with the sponsor.
Incorrect
Evaluate first. You wouldn’t take action before getting approval so compressing the schedule or cutting scope would happen after consulting the sponsor and/ or advising the client of the impact of the change. You would not go to the customer before going to your internal management, so advising the client is not the correct thing to do next. The next step is to discuss options with the sponsor.
Unattempted
Evaluate first. You wouldn’t take action before getting approval so compressing the schedule or cutting scope would happen after consulting the sponsor and/ or advising the client of the impact of the change. You would not go to the customer before going to your internal management, so advising the client is not the correct thing to do next. The next step is to discuss options with the sponsor.
Question 9 of 59
9. Question
Shadi is managing a project when he had some problems, but now seems under control. In the last few months, almost all the reserves have been used, and most of the negative impacts of events that had been predicted have occurred. There are only five activities left, and three of them are on the critical path. Management now informs Shadi that it would be in the performing organization’s best interest to finish the project two weeks earlier than scheduled in order to receive an additional profit. In response, Shadi sends out a request for proposal for some work that the team was going to do, hoping to find another company that might be able to do the work faster. Shadi can best be said to be attempting to work with which of the following?
Correct
The wording of this question can be confusing. Scope validation involves meeting with the customer to gain formal acceptance, so that cannot be the best choice. Reserve is mentioned in the situation, but the use of reserves is not the primary concern. The project manager is working to make a positive impact on the project more likely to occur. Therefore, he is working with an opportunity. This may include analyzing the appropriateness of using management reserves to cover the cost of exploiting the opportunity.
Incorrect
The wording of this question can be confusing. Scope validation involves meeting with the customer to gain formal acceptance, so that cannot be the best choice. Reserve is mentioned in the situation, but the use of reserves is not the primary concern. The project manager is working to make a positive impact on the project more likely to occur. Therefore, he is working with an opportunity. This may include analyzing the appropriateness of using management reserves to cover the cost of exploiting the opportunity.
Unattempted
The wording of this question can be confusing. Scope validation involves meeting with the customer to gain formal acceptance, so that cannot be the best choice. Reserve is mentioned in the situation, but the use of reserves is not the primary concern. The project manager is working to make a positive impact on the project more likely to occur. Therefore, he is working with an opportunity. This may include analyzing the appropriateness of using management reserves to cover the cost of exploiting the opportunity.
Question 10 of 59
10. Question
As per the burndown graph shown below, the dotted burndown line is the plan. What should the team see at day 3?
Correct
The graph shows an example of a burndown chart where the team planned to deliver 37 story points. Story points rate the relative work, risk, and complexity of a requirement or story. Many agile teams use story points to estimate effort. The dotted burndown line is the plan. The team can see by Day 3 that they are at risk for that delivery. [Practice Guide, 1st edition, page 62].
Incorrect
The graph shows an example of a burndown chart where the team planned to deliver 37 story points. Story points rate the relative work, risk, and complexity of a requirement or story. Many agile teams use story points to estimate effort. The dotted burndown line is the plan. The team can see by Day 3 that they are at risk for that delivery. [Practice Guide, 1st edition, page 62].
Unattempted
The graph shows an example of a burndown chart where the team planned to deliver 37 story points. Story points rate the relative work, risk, and complexity of a requirement or story. Many agile teams use story points to estimate effort. The dotted burndown line is the plan. The team can see by Day 3 that they are at risk for that delivery. [Practice Guide, 1st edition, page 62].
Question 11 of 59
11. Question
Your first agile project was a resounding success and the executives are on board with adopting an agile methodology for future projects. They liked the quick delivery and quality product. You are reviewing the team’s performance and know which of the following are true? (Choose three.)
Correct
A 360-degree review is performed for individuals. Assessments on an agile team occur naturally using the retrospective meeting, not the review meeting. Assessments should be a team activity, not just the project manager’s observations.
Incorrect
A 360-degree review is performed for individuals. Assessments on an agile team occur naturally using the retrospective meeting, not the review meeting. Assessments should be a team activity, not just the project manager’s observations.
Unattempted
A 360-degree review is performed for individuals. Assessments on an agile team occur naturally using the retrospective meeting, not the review meeting. Assessments should be a team activity, not just the project manager’s observations.
Question 12 of 59
12. Question
After much hard work, the procurement statement of work for the project is completed. However, even after gaining agreement that the procurement statement of work is complete, the project manager is unsure of whether it actually addresses all the buyer’s needs. The project manager is about to attend the bidder conference, and he asks you for advice on what to do during the session. Which of the following is the best advice you can give him?
Correct
The project manager should attend the bidder conference, although the procurement manager may lead it. Sellers may ask questions about scope during the conference, but negotiations occur alter the bidder conference, when the buyer selects one or more sellers with whom to negotiate. Allowing ample opportunity for all the prospective sellers to ask questions is one of the many challenges of a bidder conference. They may not want to ask questions while their competitors are present.
Incorrect
The project manager should attend the bidder conference, although the procurement manager may lead it. Sellers may ask questions about scope during the conference, but negotiations occur alter the bidder conference, when the buyer selects one or more sellers with whom to negotiate. Allowing ample opportunity for all the prospective sellers to ask questions is one of the many challenges of a bidder conference. They may not want to ask questions while their competitors are present.
Unattempted
The project manager should attend the bidder conference, although the procurement manager may lead it. Sellers may ask questions about scope during the conference, but negotiations occur alter the bidder conference, when the buyer selects one or more sellers with whom to negotiate. Allowing ample opportunity for all the prospective sellers to ask questions is one of the many challenges of a bidder conference. They may not want to ask questions while their competitors are present.
Question 13 of 59
13. Question
You have recently joined an Agile team working on a complex application development project. The team is new to Agile approaches and occasionally struggles with some of the Agile tools and techniques. You have noticed that during each daily standup meeting the team discusses WIP statuses with a focus on where different items are during the development cycle. You think this is a waste and the team should rather focus on the objectives of the standups. Which of the following tools can help the team in this situation?
Correct
A Kanban board provides a means to visualize the flow of work, make impediments easily visible, and allow flow to be managed by adjusting the work in process limits. [Agile Practice Guide, 1st edition, Page 31]
Incorrect
A Kanban board provides a means to visualize the flow of work, make impediments easily visible, and allow flow to be managed by adjusting the work in process limits. [Agile Practice Guide, 1st edition, Page 31]
Unattempted
A Kanban board provides a means to visualize the flow of work, make impediments easily visible, and allow flow to be managed by adjusting the work in process limits. [Agile Practice Guide, 1st edition, Page 31]
Question 14 of 59
14. Question
In your project, you have just conducted a risk data quality assessment to evaluate the degree to which the data about risks is useful for risk analysis. What will most likely be your next step?
Correct
Risk data quality assessment is a tool for perform qualitative risk analysis. Conduct interviews to quantify the probability and impact of risks on project activities refers to interviewing which is a tool of perform quantitative risk analysis process. Perform quantitative risk analysis is conducted after perform qualitative risk analysis.
Incorrect
Risk data quality assessment is a tool for perform qualitative risk analysis. Conduct interviews to quantify the probability and impact of risks on project activities refers to interviewing which is a tool of perform quantitative risk analysis process. Perform quantitative risk analysis is conducted after perform qualitative risk analysis.
Unattempted
Risk data quality assessment is a tool for perform qualitative risk analysis. Conduct interviews to quantify the probability and impact of risks on project activities refers to interviewing which is a tool of perform quantitative risk analysis process. Perform quantitative risk analysis is conducted after perform qualitative risk analysis.
Question 15 of 59
15. Question
In the develop schedule process, ____________ technique is used to provide a high-level summary timeline of a 3-6 month schedule based on the product road map and the product vision for the product evolution.
Correct
Agile release planning is used in the develop schedule process to provide a high level summary timeline of the release schedule (3-6) month based on the product roadmap and the product vision for the product evolution. It also determines the number of iterations or sprints in the release, it also allows the product owner and team to decide how much needs to be developed and how much it will take to have a releasable product. An adaptive life cycle is used when the detailed scope should be defined and approved before.
Incorrect
Agile release planning is used in the develop schedule process to provide a high level summary timeline of the release schedule (3-6) month based on the product roadmap and the product vision for the product evolution. It also determines the number of iterations or sprints in the release, it also allows the product owner and team to decide how much needs to be developed and how much it will take to have a releasable product. An adaptive life cycle is used when the detailed scope should be defined and approved before.
Unattempted
Agile release planning is used in the develop schedule process to provide a high level summary timeline of the release schedule (3-6) month based on the product roadmap and the product vision for the product evolution. It also determines the number of iterations or sprints in the release, it also allows the product owner and team to decide how much needs to be developed and how much it will take to have a releasable product. An adaptive life cycle is used when the detailed scope should be defined and approved before.
Question 16 of 59
16. Question
Match the following categories associated with analyzing stakeholders in the Salience model with their classification.
Correct
A-2, B-4, C-1, D-6, E-5, F-3. The Salience model is a tool and technique in the Identify Stakeholder process that allows you to categorize stakeholders according to power, urgency, and legitimacy.
Incorrect
A-2, B-4, C-1, D-6, E-5, F-3. The Salience model is a tool and technique in the Identify Stakeholder process that allows you to categorize stakeholders according to power, urgency, and legitimacy.
Unattempted
A-2, B-4, C-1, D-6, E-5, F-3. The Salience model is a tool and technique in the Identify Stakeholder process that allows you to categorize stakeholders according to power, urgency, and legitimacy.
Question 17 of 59
17. Question
You are managing a project for your professional services firm that follow a weak matrix organization structure. Due to travel restrictions, you will not have any face-to-face meetings during this two-year project. During the project duration, you do not want to lose any project member to other projects or their functional work. To be successful in this environment, what should you do?
Correct
Encouraging collaborative problem solving improves consensus and commitment to the team. It also creates a cohesive team culture.
Incorrect
Encouraging collaborative problem solving improves consensus and commitment to the team. It also creates a cohesive team culture.
Unattempted
Encouraging collaborative problem solving improves consensus and commitment to the team. It also creates a cohesive team culture.
Question 18 of 59
18. Question
Shadi is managing a large infrastructure project in the city, and the customer of the project is the ministry of labor. Recently, the customer requested that all future project updates be posted to their information system automatically. In order to implement this, the project team needs to customize their project management information system, and this is a new customer requirement that was not a part of the project scope. What should Shadi do?
Correct
Change requests do come, you cannot just ignore it. They should be documented and managed through perform integrated change control process.
Incorrect
Change requests do come, you cannot just ignore it. They should be documented and managed through perform integrated change control process.
Unattempted
Change requests do come, you cannot just ignore it. They should be documented and managed through perform integrated change control process.
Question 19 of 59
19. Question
You are the project manager for a project that involves developing a very important product for the company. While executing the project plan, you notice that there are a lot of disagreements and conflicts occurring among project team members, specifically regarding approved changes to the product. You review the change and issue logs to gather some information about what the conflicts could be about. After doing this, what should be your next step?
Correct
While the project is in executing phase, it is not uncommon for there to be conflict and disagreement among project team members. The role of the project manager is to effectively manage stakeholders and promote appropriate stakeholder engagement. It is therefore important for the project manager to have strong interpersonal and management skills. Examples of interpersonal skills include building trust, resolving conflict, active listening, and overcoming resistance to change. Examples of management skills include facilitating consensus toward project objectives, influencing others to support the project, negotiating agreements to satisfy the project needs, and modifying organizational behavior to accept the project outcomes.
Incorrect
While the project is in executing phase, it is not uncommon for there to be conflict and disagreement among project team members. The role of the project manager is to effectively manage stakeholders and promote appropriate stakeholder engagement. It is therefore important for the project manager to have strong interpersonal and management skills. Examples of interpersonal skills include building trust, resolving conflict, active listening, and overcoming resistance to change. Examples of management skills include facilitating consensus toward project objectives, influencing others to support the project, negotiating agreements to satisfy the project needs, and modifying organizational behavior to accept the project outcomes.
Unattempted
While the project is in executing phase, it is not uncommon for there to be conflict and disagreement among project team members. The role of the project manager is to effectively manage stakeholders and promote appropriate stakeholder engagement. It is therefore important for the project manager to have strong interpersonal and management skills. Examples of interpersonal skills include building trust, resolving conflict, active listening, and overcoming resistance to change. Examples of management skills include facilitating consensus toward project objectives, influencing others to support the project, negotiating agreements to satisfy the project needs, and modifying organizational behavior to accept the project outcomes.
Question 20 of 59
20. Question
An Agile team in your organization collected all the requirements for a particular project iteration. These requirements were translated to the design specifications followed by the development work. During the acceptance testing, the team realized that some of the design assumptions were not valid and most of the features requires rework. What went wrong?
Correct
Mini-waterfalls occur when the team manages project iterations in a waterfall style. Although Agile teams welcome change, the rework in this scenario could have been avoided by delivering smaller finished features to the customer and obtaining feedback. [Agile Practice Guide, 1st edition, Page 39]
Incorrect
Mini-waterfalls occur when the team manages project iterations in a waterfall style. Although Agile teams welcome change, the rework in this scenario could have been avoided by delivering smaller finished features to the customer and obtaining feedback. [Agile Practice Guide, 1st edition, Page 39]
Unattempted
Mini-waterfalls occur when the team manages project iterations in a waterfall style. Although Agile teams welcome change, the rework in this scenario could have been avoided by delivering smaller finished features to the customer and obtaining feedback. [Agile Practice Guide, 1st edition, Page 39]
Question 21 of 59
21. Question
A project manager has worked closely with the project team to develop the subsidiary management plans identified as necessary. Using various estimating techniques and the guidance of experts, they have also carefully documented the scope and generated a project schedule and budget. What is the project manager likely to do next?
Correct
The project manager and team have completed the project management plan. The next step would be to baseline the plan, which means to obtain formal documented approval of the plan. Changes after baseline must follow the documented change control process as defined within the plan.
Incorrect
The project manager and team have completed the project management plan. The next step would be to baseline the plan, which means to obtain formal documented approval of the plan. Changes after baseline must follow the documented change control process as defined within the plan.
Unattempted
The project manager and team have completed the project management plan. The next step would be to baseline the plan, which means to obtain formal documented approval of the plan. Changes after baseline must follow the documented change control process as defined within the plan.
Question 22 of 59
22. Question
As project manager for a multinational company, you are responsible for new product development and maintenance of existing products. 90% of the development is outsourced to contract professionals. A system of processes is in place to consistently manage product development, and several contracts are used to control the work and ensure acceptable work is performed. After a contractor reports completion of a phase and the transfer of the completed deliverable’s to others, what is your next step?
Correct
After a contractor reports completion of a phase and the transfer of the completed deliverables to others, your next step is to review customer acceptance documentation from the Validate Scope process.
Incorrect
After a contractor reports completion of a phase and the transfer of the completed deliverables to others, your next step is to review customer acceptance documentation from the Validate Scope process.
Unattempted
After a contractor reports completion of a phase and the transfer of the completed deliverables to others, your next step is to review customer acceptance documentation from the Validate Scope process.
Question 23 of 59
23. Question
In determining the physical resource requirements of the project, the team has identified the need for a highly specialized piece of testing equipment that will be used for approximately six months. The organization only owns one of these units, and it has been committed to other projects during the time this team will need it. Purchasing another similar unit is assumed to be cost-prohibitive. Which of the following is the least effective action for the project manager to take?
Correct
It is a professional responsibility of the project manager to consider the needs of the entire organization, not only those of his project. It is also the project manager’s responsibility to attempt to deal with the situation before involving the sponsor. For these reasons, involving the sponsor is not the best thing to do.
Incorrect
It is a professional responsibility of the project manager to consider the needs of the entire organization, not only those of his project. It is also the project manager’s responsibility to attempt to deal with the situation before involving the sponsor. For these reasons, involving the sponsor is not the best thing to do.
Unattempted
It is a professional responsibility of the project manager to consider the needs of the entire organization, not only those of his project. It is also the project manager’s responsibility to attempt to deal with the situation before involving the sponsor. For these reasons, involving the sponsor is not the best thing to do.
Question 24 of 59
24. Question
You are leading an agile team working on a complex software development project. Before initiating the first iteration, the team held a meeting to finalize the product development approach from so many available. But instead of finding the final technical approach, the team stuck with a disagreement on something. In this situation, what will you do as the team lead?
Correct
It is correct that agile teams are self-organized but as the team has stuck in a situation where team members are not agreed on a point, therefore, it becomes the duty of team leader to handle the situation. There seems no point in continuing the meeting to get the final decision. A good agile leader is supposed to take steps in such situations without harming the self-organized trait of agile teams. In the current scenario, to finalize the most appropriate technical approach for product development seems the best choice. [Agile Practice Guide, 1st edition, Page(s) 33-34]
Incorrect
It is correct that agile teams are self-organized but as the team has stuck in a situation where team members are not agreed on a point, therefore, it becomes the duty of team leader to handle the situation. There seems no point in continuing the meeting to get the final decision. A good agile leader is supposed to take steps in such situations without harming the self-organized trait of agile teams. In the current scenario, to finalize the most appropriate technical approach for product development seems the best choice. [Agile Practice Guide, 1st edition, Page(s) 33-34]
Unattempted
It is correct that agile teams are self-organized but as the team has stuck in a situation where team members are not agreed on a point, therefore, it becomes the duty of team leader to handle the situation. There seems no point in continuing the meeting to get the final decision. A good agile leader is supposed to take steps in such situations without harming the self-organized trait of agile teams. In the current scenario, to finalize the most appropriate technical approach for product development seems the best choice. [Agile Practice Guide, 1st edition, Page(s) 33-34]
Question 25 of 59
25. Question
You are an agile expert working for a large IT firm, and your team is working on a software development project. During the last few iterations of the agile project, the team members find that there are many incomplete user stories. One of the team members suggests that there should be an upper limit on the amount of work that the team needs to take on at any point during an iteration. As an agile expert, what will you do in this situation?
Correct
Kanban is an agile methodology followed to manage the development of products with a focus on continual delivery without overburdening the team. One principle of this approach is to limit the amount of work in progress which suggest that the team should not be busy at too many uncontrollable tasks or activities at the same time. As in current scenario, there are many incomplete user stories in the last few iterations which indicate that the team is considering too many user stories in one iteration and not capable to complete all those. The in-completed tasks don’t count into the throughput. Therefore, there is a need to put an upper limit on the work in progress and to consider only that many user stories that the team is confident and capable of completing in one iteration. [Agile practice guide, 1st edition, Page 105]
Incorrect
Kanban is an agile methodology followed to manage the development of products with a focus on continual delivery without overburdening the team. One principle of this approach is to limit the amount of work in progress which suggest that the team should not be busy at too many uncontrollable tasks or activities at the same time. As in current scenario, there are many incomplete user stories in the last few iterations which indicate that the team is considering too many user stories in one iteration and not capable to complete all those. The in-completed tasks don’t count into the throughput. Therefore, there is a need to put an upper limit on the work in progress and to consider only that many user stories that the team is confident and capable of completing in one iteration. [Agile practice guide, 1st edition, Page 105]
Unattempted
Kanban is an agile methodology followed to manage the development of products with a focus on continual delivery without overburdening the team. One principle of this approach is to limit the amount of work in progress which suggest that the team should not be busy at too many uncontrollable tasks or activities at the same time. As in current scenario, there are many incomplete user stories in the last few iterations which indicate that the team is considering too many user stories in one iteration and not capable to complete all those. The in-completed tasks don’t count into the throughput. Therefore, there is a need to put an upper limit on the work in progress and to consider only that many user stories that the team is confident and capable of completing in one iteration. [Agile practice guide, 1st edition, Page 105]
Question 26 of 59
26. Question
You are managing a high-way construction project, the project is critical, and must stay on schedule in order to not cause delays in subsequent projects being planned. Your sponsor has placed a lot of pressure on you to ensure that you do a good job of planning the schedule for this project so it can be submitted to the project managers of those subsequent projects to be taken into account during their planning processes. You would like to use the best practices in the road construction industry to help you in your project. In this situation, which of the following tools of sequence activities process is based on these best practices?
Correct
Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspects of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented, since they can create arbitrary total float values and can limit later scheduling options.
Incorrect
Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspects of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented, since they can create arbitrary total float values and can limit later scheduling options.
Unattempted
Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspects of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented, since they can create arbitrary total float values and can limit later scheduling options.
Question 27 of 59
27. Question
Dima is a project manager working on a project that will require a specially engineered machine. Only three manufacturers can make the machine to the specifications Dima needs. The price of this machine is particularly critical to this project. The budget is limited, and there’s no chance of securing additional funds if the bids for the machine come in higher than budgeted. She’s developing the source selection criteria for the bidders’ responses and knows all of the following are true except for which one? (Choose three.)
Correct
The incorrect statements are:
Dima will use a sole source evaluation method. This is incorrect because there are three manufacturers capable of making the machine, which means it’s not a sole-source situation.
Dima will base the source selection criteria on price alone because the budget is a constraint. While price is a critical factor, it’s unlikely that Dima would base the entire decision on price alone. Other factors like quality, reliability, delivery time, and warranty terms would also be considered.
Dima will document an SOW, the desired form of response, and any required contractual provisions in the RFP. This is incorrect because an SOW is typically included in the RFP, not documented in the RFP itself. The RFP should specify the requirements for the SOW and any other contractual provisions.
Therefore, the following statements are true:
Dima will review the project management plan, requirements documents, and risk register as some of the inputs to this process.
Dima will use understanding of need and warranties as two of the criteria for evaluation.
Incorrect
The incorrect statements are:
Dima will use a sole source evaluation method. This is incorrect because there are three manufacturers capable of making the machine, which means it’s not a sole-source situation.
Dima will base the source selection criteria on price alone because the budget is a constraint. While price is a critical factor, it’s unlikely that Dima would base the entire decision on price alone. Other factors like quality, reliability, delivery time, and warranty terms would also be considered.
Dima will document an SOW, the desired form of response, and any required contractual provisions in the RFP. This is incorrect because an SOW is typically included in the RFP, not documented in the RFP itself. The RFP should specify the requirements for the SOW and any other contractual provisions.
Therefore, the following statements are true:
Dima will review the project management plan, requirements documents, and risk register as some of the inputs to this process.
Dima will use understanding of need and warranties as two of the criteria for evaluation.
Unattempted
The incorrect statements are:
Dima will use a sole source evaluation method. This is incorrect because there are three manufacturers capable of making the machine, which means it’s not a sole-source situation.
Dima will base the source selection criteria on price alone because the budget is a constraint. While price is a critical factor, it’s unlikely that Dima would base the entire decision on price alone. Other factors like quality, reliability, delivery time, and warranty terms would also be considered.
Dima will document an SOW, the desired form of response, and any required contractual provisions in the RFP. This is incorrect because an SOW is typically included in the RFP, not documented in the RFP itself. The RFP should specify the requirements for the SOW and any other contractual provisions.
Therefore, the following statements are true:
Dima will review the project management plan, requirements documents, and risk register as some of the inputs to this process.
Dima will use understanding of need and warranties as two of the criteria for evaluation.
Question 28 of 59
28. Question
You are the Scrum master for a software development project for your IT firm. While conducting a daily scrum meeting, a development team member mention an issue that will affect the team productivity if not resolved soon. Which of the following represents the best action that can be taken by the Scrum master?
Correct
Standups are for realizing there are problems—not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the standup, and solve problems there. [Practice Guide, 1st edition, page 54].
Incorrect
Standups are for realizing there are problems—not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the standup, and solve problems there. [Practice Guide, 1st edition, page 54].
Unattempted
Standups are for realizing there are problems—not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the standup, and solve problems there. [Practice Guide, 1st edition, page 54].
Question 29 of 59
29. Question
You’ve been hired as a manager for the new department in an international bank based in your city. The department is responsible for making corrections to customer accounts. This is a large department, with several smaller sections that deal with specific important accounts, such as personal checking or commercial checking. You’ve received your first set of management reports and can’t make heads or tails of the information. Each section appears to use a different methodology to audit their work and record the data for the management report. You request that a professional project manager from the PMO come down and get started right away on a project to streamline this process and make the data and reports consistent. This project came about as a result of which of the following?
Correct
This came about because of an organizational need. Staff members were spending unproductive hours producing information for the management report that wasn’t consistent or meaningful.
Incorrect
This came about because of an organizational need. Staff members were spending unproductive hours producing information for the management report that wasn’t consistent or meaningful.
Unattempted
This came about because of an organizational need. Staff members were spending unproductive hours producing information for the management report that wasn’t consistent or meaningful.
Question 30 of 59
30. Question
You will be leading an agile project. The goal of the project is to optimize organizational workflows and reduce costs by at least 30%. Since, everybody will be affected by this project, you need to consider a big number of project stakeholders. During the project, you would need some business decisions to be taken. Who makes business decisions on agile projects?
Correct
Product owners make decisions on behalf of business stakeholders on Agile projects. [Agile Practice Guide, 1st edition, Page 41]
Incorrect
Product owners make decisions on behalf of business stakeholders on Agile projects. [Agile Practice Guide, 1st edition, Page 41]
Unattempted
Product owners make decisions on behalf of business stakeholders on Agile projects. [Agile Practice Guide, 1st edition, Page 41]
Question 31 of 59
31. Question
In your new project, the objective is to develop a new drug. After doing financial analysis, your finance manager provided you with these statistics: 30% probability of success with benefits of $700,000, and 70% probability of failure with loss of $300,000. Based on this information, what should you do?
Correct
Expected Value of the project= Expected Value of success (0.30 x $700,000) + Expected value of Failure [0.70 x (- $300,000)]= $210,000- $210,000=0. Since the Expected Value is 0, you cannot take a decision whether to continue with the project or not.
Incorrect
Expected Value of the project= Expected Value of success (0.30 x $700,000) + Expected value of Failure [0.70 x (- $300,000)]= $210,000- $210,000=0. Since the Expected Value is 0, you cannot take a decision whether to continue with the project or not.
Unattempted
Expected Value of the project= Expected Value of success (0.30 x $700,000) + Expected value of Failure [0.70 x (- $300,000)]= $210,000- $210,000=0. Since the Expected Value is 0, you cannot take a decision whether to continue with the project or not.
Question 32 of 59
32. Question
Your project is very critical for the company and must be completed within six months. The project charter has been signed, but the scope statement is not yet prepared. The management asks you to go ahead with the project without the scope statement being approved. What should you do?
Correct
The best listed option is to meet the management and explain the problems you may face if you start a project without a scope statement, you do not have a good understanding of the project justification, product, or project deliverables and project objectives Also, you do not have all the inputs for the scope definition and for the creation of work breakdown structure (WBS). The best option is to talk to the management about the problems likely to be faced if you start a project without a scope statement.
Incorrect
The best listed option is to meet the management and explain the problems you may face if you start a project without a scope statement, you do not have a good understanding of the project justification, product, or project deliverables and project objectives Also, you do not have all the inputs for the scope definition and for the creation of work breakdown structure (WBS). The best option is to talk to the management about the problems likely to be faced if you start a project without a scope statement.
Unattempted
The best listed option is to meet the management and explain the problems you may face if you start a project without a scope statement, you do not have a good understanding of the project justification, product, or project deliverables and project objectives Also, you do not have all the inputs for the scope definition and for the creation of work breakdown structure (WBS). The best option is to talk to the management about the problems likely to be faced if you start a project without a scope statement.
Question 33 of 59
33. Question
You are managing a seven-month project and have held bi-weekly meetings with your project stakeholders. After six and-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverable. This situation will delay the project completion by one month. The most important process that could have prevented the situation is which of the following?
Correct
Monitor risks, control schedule, and control scope are monitoring and controlling processes. This situation asks how to prevent the problem, which would have been done during planning. The project deliverable’s are defined in the define scope process, which is a part of project planning. Good planning reduces the likelihood of a situation like the one described in the question, by including the right people and spending adequate time clarifying the project scope.
Incorrect
Monitor risks, control schedule, and control scope are monitoring and controlling processes. This situation asks how to prevent the problem, which would have been done during planning. The project deliverable’s are defined in the define scope process, which is a part of project planning. Good planning reduces the likelihood of a situation like the one described in the question, by including the right people and spending adequate time clarifying the project scope.
Unattempted
Monitor risks, control schedule, and control scope are monitoring and controlling processes. This situation asks how to prevent the problem, which would have been done during planning. The project deliverable’s are defined in the define scope process, which is a part of project planning. Good planning reduces the likelihood of a situation like the one described in the question, by including the right people and spending adequate time clarifying the project scope.
Question 34 of 59
34. Question
You are in an iteration planning meeting, and two members of your team are arguing over one of the user stories. They cannot agree on whether they will be able to reuse an existing aspect of the user interface, or if they will need to build out new user interface elements. As agile environments are focused on self-organizing teams, what is the best way for the team to resolve this issue?
Correct
One of the most important aspects of how agile teams manage their requirements is that they gain consensus among the whole team on the definition of “done” for each item in an iteration. Everyone on the team needs to agree on clear and specific acceptance criteria for every feature that they are going to deliver at the end of the iteration. An effective way to reach consensus on acceptance criteria is to use negotiation.
Incorrect
One of the most important aspects of how agile teams manage their requirements is that they gain consensus among the whole team on the definition of “done” for each item in an iteration. Everyone on the team needs to agree on clear and specific acceptance criteria for every feature that they are going to deliver at the end of the iteration. An effective way to reach consensus on acceptance criteria is to use negotiation.
Unattempted
One of the most important aspects of how agile teams manage their requirements is that they gain consensus among the whole team on the definition of “done” for each item in an iteration. Everyone on the team needs to agree on clear and specific acceptance criteria for every feature that they are going to deliver at the end of the iteration. An effective way to reach consensus on acceptance criteria is to use negotiation.
Question 35 of 59
35. Question
An agile team is working on a project for medical application development. The team members have set the upper and lower control limits for the velocity to meet the deadline of the project release date. So far, the team was performing as per the set limits. But in the last iteration, the team’s velocity was found to be below the lower control limit. What should be the next action of the team to deal with this situation?
Correct
Control limits are the determinant of the status of a process whether it is in control or not. Lower and upper control limits are considered and a process is said to be out of control if it crosses the control limit. Here, the team was performing well as per the set limits. But in last one iteration, it performed somewhat below than the lower control limit. The little bit low performance in one iteration is not much likely to affect the team’s capability to achieve the release date. Overall performance and capacity of the team are assessed with their performance in several iterations, that is overall good in current scenario also. The team can try to make above average progress in the next iterations to keep the project on track and cover the low performance of the last iteration.[Agile Practice Guide, 1st edition, Page 61]
Incorrect
Control limits are the determinant of the status of a process whether it is in control or not. Lower and upper control limits are considered and a process is said to be out of control if it crosses the control limit. Here, the team was performing well as per the set limits. But in last one iteration, it performed somewhat below than the lower control limit. The little bit low performance in one iteration is not much likely to affect the team’s capability to achieve the release date. Overall performance and capacity of the team are assessed with their performance in several iterations, that is overall good in current scenario also. The team can try to make above average progress in the next iterations to keep the project on track and cover the low performance of the last iteration.[Agile Practice Guide, 1st edition, Page 61]
Unattempted
Control limits are the determinant of the status of a process whether it is in control or not. Lower and upper control limits are considered and a process is said to be out of control if it crosses the control limit. Here, the team was performing well as per the set limits. But in last one iteration, it performed somewhat below than the lower control limit. The little bit low performance in one iteration is not much likely to affect the team’s capability to achieve the release date. Overall performance and capacity of the team are assessed with their performance in several iterations, that is overall good in current scenario also. The team can try to make above average progress in the next iterations to keep the project on track and cover the low performance of the last iteration.[Agile Practice Guide, 1st edition, Page 61]
Question 36 of 59
36. Question
Adaptive methodologies focus on eliminating waste, lean thinking, and pull-based systems. When using this methodology, stakeholders are highly engaged with the project. Which of the following are true regarding positive stakeholders engagement in an adaptive methodology? (Choose three.)
Correct
Stakeholders are classified in the stakeholder register. The neutral classification is when stakeholders neither support nor resist the project. Resistant stakeholders are not supportive of the project and may actively resist engaging. Neither of these classifications describes an adaptive methodology.
Incorrect
Stakeholders are classified in the stakeholder register. The neutral classification is when stakeholders neither support nor resist the project. Resistant stakeholders are not supportive of the project and may actively resist engaging. Neither of these classifications describes an adaptive methodology.
Unattempted
Stakeholders are classified in the stakeholder register. The neutral classification is when stakeholders neither support nor resist the project. Resistant stakeholders are not supportive of the project and may actively resist engaging. Neither of these classifications describes an adaptive methodology.
Question 37 of 59
37. Question
Two stakeholders are disagreeing via a series of emails as to whether a deliverable meets the acceptance criteria. One of the stakeholders wanted different criteria, but the cost-benefit analysis done in planning did not support delivering that level of performance. The stakeholders agreed that the higher level of performance was not required and was not cost effective. A team member has just informed you that a problem with her work has occurred, and that the deliverable she is working on must be shipped today, or there will be a project breach. One of the stakeholders having the email disagreement comes to you to complain about the other. You say, “I cannot deal with this issue right now”. In this situation, which of the following conflict resolution techniques are you using?
Correct
Delaying the issue is called withdrawal and it’s not a recommended conflict resolution technique to use.
Incorrect
Delaying the issue is called withdrawal and it’s not a recommended conflict resolution technique to use.
Unattempted
Delaying the issue is called withdrawal and it’s not a recommended conflict resolution technique to use.
Question 38 of 59
38. Question
You have identified several risks on your project for which purchasing insurance is a possibility. The insurance company your firm uses has quoted reasonable rates, and your analysis shows that purchasing insurance makes sense as a contingency plan in these cases. Your organization has a low threshold for risk but wants to keep costs inline as the profit margin on the product of this project is low. Purchasing insurance is best considered an example of which risk response strategy?
Correct
A risk is only escalated if it is outside the scope of the project or beyond the project manager authority, which is not the case in this scenario. Acceptance of risk means doing nothing (if it happens, it happens, or contingency plans are created). Avoidance of risk means we change the way we will execute the project so the risk is no longer a factor. Transference is passing the risk off to another party. Many people think of using insurance as a way of decreasing impact. However, purchasing insurance transfers the risk to another party.
Incorrect
A risk is only escalated if it is outside the scope of the project or beyond the project manager authority, which is not the case in this scenario. Acceptance of risk means doing nothing (if it happens, it happens, or contingency plans are created). Avoidance of risk means we change the way we will execute the project so the risk is no longer a factor. Transference is passing the risk off to another party. Many people think of using insurance as a way of decreasing impact. However, purchasing insurance transfers the risk to another party.
Unattempted
A risk is only escalated if it is outside the scope of the project or beyond the project manager authority, which is not the case in this scenario. Acceptance of risk means doing nothing (if it happens, it happens, or contingency plans are created). Avoidance of risk means we change the way we will execute the project so the risk is no longer a factor. Transference is passing the risk off to another party. Many people think of using insurance as a way of decreasing impact. However, purchasing insurance transfers the risk to another party.
Question 39 of 59
39. Question
Lina is a project manager on a large construction project. Late in the project, her client demands a big change, she assesses the impact of the change and tells the client how much time and money it will cost. But the client says that he doesn’t have the time or budget to allow the change. What’s the best way for Lina to handle this situation?
Correct
This project is not in good shape. The client has needs that aren’t being met, but there may not be enough time or money to meet them. What’s the project manager going to do? Well, the first thing that you should do any time you have a problem is try to figure out what’s causing it. All of the other answers involved taking some sort of action, and you should never take action until you’ve figured out the root cause of the problem.
Incorrect
This project is not in good shape. The client has needs that aren’t being met, but there may not be enough time or money to meet them. What’s the project manager going to do? Well, the first thing that you should do any time you have a problem is try to figure out what’s causing it. All of the other answers involved taking some sort of action, and you should never take action until you’ve figured out the root cause of the problem.
Unattempted
This project is not in good shape. The client has needs that aren’t being met, but there may not be enough time or money to meet them. What’s the project manager going to do? Well, the first thing that you should do any time you have a problem is try to figure out what’s causing it. All of the other answers involved taking some sort of action, and you should never take action until you’ve figured out the root cause of the problem.
Question 40 of 59
40. Question
You have been hired by a contractor, who wants you to manage a construction project for one of their clients. The project team has been working for three months, and is 25% done with the job. Two of your team members come to you with a conflict about how to handle the ongoing maintenance for a piece of equipment. You know that they can safely ignore the problem for a while, and you are concerned that if your project falls behind schedule before next week stakeholders meeting, it will cause problems in the future. You tell the two team members that the problem really isn’t as bad as they think it is, and if they take a few days to cool off about it you will help them with a solution. Which of the following is the approach to conflict resolution you just used?
Correct
Smoothing is minimizing the problem, and it can help cool people off while you figure out how to solve it. But it is only a temporary fix, and does not really address the root cause of the conflict.
Incorrect
Smoothing is minimizing the problem, and it can help cool people off while you figure out how to solve it. But it is only a temporary fix, and does not really address the root cause of the conflict.
Unattempted
Smoothing is minimizing the problem, and it can help cool people off while you figure out how to solve it. But it is only a temporary fix, and does not really address the root cause of the conflict.
Question 41 of 59
41. Question
Shadi is the project manager for a construction project that is building a new hospital. When the project first started, he met with the stakeholders to define the scope. The sponsors mentioned that the hospital is really important for the town demands and that it is planned to finish in 18 months from now. In fact, they said that if the hospital couldn’t be completed in 18 months, it wouldn’t be worth it for them to even start the project. Shadi wrote down the 18 months deadline to put in his project scope statement. In which section of the document should the deadline appear?
Correct
Since the project absolutely must be completed in 18 months for it to be worth doing, the deadline is a constraint. It must be met for the project to be considered successful.
Incorrect
Since the project absolutely must be completed in 18 months for it to be worth doing, the deadline is a constraint. It must be met for the project to be considered successful.
Unattempted
Since the project absolutely must be completed in 18 months for it to be worth doing, the deadline is a constraint. It must be met for the project to be considered successful.
Question 42 of 59
42. Question
For a complex research and development project with a loosely defined scope, which of the following contracting approaches can help an agile team define a contractual relationship in a way that the team gets control over the expenditure while at the same time limiting the supplier’s financial risk of over-commitment?
Correct
A fixed price contract will hedge the buyer’s risk but will not limit the supplier’s financial risk. On the other hand, a time & materials or a cost-reimbursable arrangement will not give the buyer any control over the cost. The recommended approach is to decompose the project scope into fixed-price micro-deliverables, such as user stories. For the buyer, this gives more control over how the money is spent. For the supplier, it limits the financial risk of over-commitment to a single feature or deliverable. [Agile Practice Guide, 1st edition, Page 77]
Incorrect
A fixed price contract will hedge the buyer’s risk but will not limit the supplier’s financial risk. On the other hand, a time & materials or a cost-reimbursable arrangement will not give the buyer any control over the cost. The recommended approach is to decompose the project scope into fixed-price micro-deliverables, such as user stories. For the buyer, this gives more control over how the money is spent. For the supplier, it limits the financial risk of over-commitment to a single feature or deliverable. [Agile Practice Guide, 1st edition, Page 77]
Unattempted
A fixed price contract will hedge the buyer’s risk but will not limit the supplier’s financial risk. On the other hand, a time & materials or a cost-reimbursable arrangement will not give the buyer any control over the cost. The recommended approach is to decompose the project scope into fixed-price micro-deliverables, such as user stories. For the buyer, this gives more control over how the money is spent. For the supplier, it limits the financial risk of over-commitment to a single feature or deliverable. [Agile Practice Guide, 1st edition, Page 77]
Question 43 of 59
43. Question
Your agile project team has successfully demonstrated the final deliverable of a year-long project. The PMO is asking you to join them and support agile for all projects throughout the company. The final product is in use, and the customers like it. As part of administrative closure, what is the best thing to do?
Correct
Write the final report would be completed next, before the project staff are reassigned, and before the organizational process assets are updated.
Incorrect
Write the final report would be completed next, before the project staff are reassigned, and before the organizational process assets are updated.
Unattempted
Write the final report would be completed next, before the project staff are reassigned, and before the organizational process assets are updated.
Question 44 of 59
44. Question
Your team worked hard planning the project, throughout defining and estimating each activity required to complete the work. The resulting network diagram supported the end date that was approved by the team, management, and key stakeholders. As work has progressed, most milestones have been met. On two occasions, workarounds were needed to deal with the occurrence of unidentified risk events. With continued attention to detail, you have been successful in keeping the project on schedule and within budget. Now, an opportunity is identified that can only be realized if the project is completed one week ahead of schedule. Which of the following is the best thing to do when asked to complete a project one week earlier than planned?
Correct
Neither telling your manager nor waiting to see the status next month will address the real problem. It would be inaccurate to report that the project cannot be finished earlier. Only meeting with the team to look for options for compressing the schedule (by crashing or fast-tracking) relates to problem-solving.
Incorrect
Neither telling your manager nor waiting to see the status next month will address the real problem. It would be inaccurate to report that the project cannot be finished earlier. Only meeting with the team to look for options for compressing the schedule (by crashing or fast-tracking) relates to problem-solving.
Unattempted
Neither telling your manager nor waiting to see the status next month will address the real problem. It would be inaccurate to report that the project cannot be finished earlier. Only meeting with the team to look for options for compressing the schedule (by crashing or fast-tracking) relates to problem-solving.
Question 45 of 59
45. Question
Your customer has decided that you cannot go forward with the project you’re managing without a change to the agreed-upon WBS. A contract amendment is agreed on and signed, the change control system processes are followed, and you modify the appropriate planning documents to reflect the change. As a result of the approved change, substantial updates to the project costs and the project schedule occur as well. In this situation, which of the following statements is not true?
Correct
The performance measurement baseline consists of the schedule, scope, and cost baseline. The cost baseline does not include management reserves; therefore, the project performance baseline does not include management reserves, only contingency reserves.
Incorrect
The performance measurement baseline consists of the schedule, scope, and cost baseline. The cost baseline does not include management reserves; therefore, the project performance baseline does not include management reserves, only contingency reserves.
Unattempted
The performance measurement baseline consists of the schedule, scope, and cost baseline. The cost baseline does not include management reserves; therefore, the project performance baseline does not include management reserves, only contingency reserves.
Question 46 of 59
46. Question
You are the project manager for a software project. As you are defining the scope of the work you need to do, you sit down with all of the project’s stakeholders and record all of the requirements you can get from them. Which of the following is not a valid requirement from stakeholder analysis?
Correct
Saying that the work must be better is subjective. Requirements gathered in stakeholder analysis need to be quantifiable. That way, the team has a goal they can shoot for and you can always tell how close or far from it you are.
Incorrect
Saying that the work must be better is subjective. Requirements gathered in stakeholder analysis need to be quantifiable. That way, the team has a goal they can shoot for and you can always tell how close or far from it you are.
Unattempted
Saying that the work must be better is subjective. Requirements gathered in stakeholder analysis need to be quantifiable. That way, the team has a goal they can shoot for and you can always tell how close or far from it you are.
Question 47 of 59
47. Question
You are the project manager in a software company. In your project you want to ensure that all the operational departments in your organization (e.g. information integration, data architecture group, servers group etc.) clearly visualize their responsibilities. which of the following helps you achieve this objective?
Correct
Organizational breakdown structure (OBS) is arranged according to an organization’s existing department, units or teams with the project activities of work packages listed under each department. An operational department such as information technology or purchasing can sell all of its project responsibilities by looking at its portion of the OBS.
Incorrect
Organizational breakdown structure (OBS) is arranged according to an organization’s existing department, units or teams with the project activities of work packages listed under each department. An operational department such as information technology or purchasing can sell all of its project responsibilities by looking at its portion of the OBS.
Unattempted
Organizational breakdown structure (OBS) is arranged according to an organization’s existing department, units or teams with the project activities of work packages listed under each department. An operational department such as information technology or purchasing can sell all of its project responsibilities by looking at its portion of the OBS.
Question 48 of 59
48. Question
The installation project has a CPI of 1.3 and a SPI of 1.0. There are 19 team members, and each team member had input into the final project management plan. The customer has accepted the three deliverables completed so far without complaint, and the responsibility assignment matrix has not changed since the project began. The project is being completed in a matrix environment, and there are no contracts needed for the project. Although the sponsor is happy with the status of the project, one of the team members is always complaining about how much time his project work is taking. Which of the following is the best thing for the project manager to do?
Correct
Improving schedule performance relates to getting the project completed sooner. Although it would seem to be a good idea to improve schedule performance, this project’s performance is fine. The schedule has been approved as it is. It would be better for the project manager to spend more time, controlling the project to make sure it finishes according to plan than to improve schedule performance. If you chose attempting to extend the schedule, look at the SPl. There is nothing wrong with the schedule performance of the project that would require an extension. Gaining formal acceptance from the customer will need to be done, as it provides an opportunity for the team to check if everything is going well. This action will not affect the team member’s dissatisfaction. However, the only real problem presented in this situation is that the team member is complaining. If you read the question completely, you will notice that the team member was involved in creating and approving the project management plan, which included details about his own involvement in the project. Because the responsibility assignment matrix has not changed, the team member has not even been assigned different duties since the project began. There must be something else causing the team member to complain. The project manager should investigate and find out if the reward system is ineffective
Incorrect
Improving schedule performance relates to getting the project completed sooner. Although it would seem to be a good idea to improve schedule performance, this project’s performance is fine. The schedule has been approved as it is. It would be better for the project manager to spend more time, controlling the project to make sure it finishes according to plan than to improve schedule performance. If you chose attempting to extend the schedule, look at the SPl. There is nothing wrong with the schedule performance of the project that would require an extension. Gaining formal acceptance from the customer will need to be done, as it provides an opportunity for the team to check if everything is going well. This action will not affect the team member’s dissatisfaction. However, the only real problem presented in this situation is that the team member is complaining. If you read the question completely, you will notice that the team member was involved in creating and approving the project management plan, which included details about his own involvement in the project. Because the responsibility assignment matrix has not changed, the team member has not even been assigned different duties since the project began. There must be something else causing the team member to complain. The project manager should investigate and find out if the reward system is ineffective
Unattempted
Improving schedule performance relates to getting the project completed sooner. Although it would seem to be a good idea to improve schedule performance, this project’s performance is fine. The schedule has been approved as it is. It would be better for the project manager to spend more time, controlling the project to make sure it finishes according to plan than to improve schedule performance. If you chose attempting to extend the schedule, look at the SPl. There is nothing wrong with the schedule performance of the project that would require an extension. Gaining formal acceptance from the customer will need to be done, as it provides an opportunity for the team to check if everything is going well. This action will not affect the team member’s dissatisfaction. However, the only real problem presented in this situation is that the team member is complaining. If you read the question completely, you will notice that the team member was involved in creating and approving the project management plan, which included details about his own involvement in the project. Because the responsibility assignment matrix has not changed, the team member has not even been assigned different duties since the project began. There must be something else causing the team member to complain. The project manager should investigate and find out if the reward system is ineffective
Question 49 of 59
49. Question
A project being managed by your colleague was selected randomly for a quality audit, the external auditor founds various issues and nonconformance. The project manager lodged a complaint with the quality department that this was improper procedure, and that he should had received notice since an external auditor was involved. What is your view of the described situation?
Correct
The project manager has no case, quality audits may be randomly performed by internal or external auditors. It’s the responsibility of the project manager and the project team that the project documentation is up to date and available for quality audit anytime.
Incorrect
The project manager has no case, quality audits may be randomly performed by internal or external auditors. It’s the responsibility of the project manager and the project team that the project documentation is up to date and available for quality audit anytime.
Unattempted
The project manager has no case, quality audits may be randomly performed by internal or external auditors. It’s the responsibility of the project manager and the project team that the project documentation is up to date and available for quality audit anytime.
Question 50 of 59
50. Question
Match the following estimation techniques with their description.
Correct
A-2, B-4, C-1, D-3. These are the four estimation techniques used in cost, resources, and schedule planning.
Incorrect
A-2, B-4, C-1, D-3. These are the four estimation techniques used in cost, resources, and schedule planning.
Unattempted
A-2, B-4, C-1, D-3. These are the four estimation techniques used in cost, resources, and schedule planning.
Question 51 of 59
51. Question
An agile project manager ensures a collaborative environment for the team members working on a web development agile project by co-locating them and providing an opportunity for osmotic communication. He also set up some private rooms if some team members require a private area, not affected by the noise of the team discussions. What is this collaborative and collocated environment referring to where the team members have osmotic communication?
Correct
Caves and common is a work layout practice in XP where the common area i.e the center of the room is utilized for the teamwork or group work to enhance the information sharing and osmotic communication. Outside the room, there are some private areas known as caves. These caves are generally not affected by the noise of the team discussion and therefore can be used for taking private calls, checking private updates, have private discussions with stakeholders and to work separately with full focus and concentration.[Agile Practice Guide, 1st edition, Page 46;]
Incorrect
Caves and common is a work layout practice in XP where the common area i.e the center of the room is utilized for the teamwork or group work to enhance the information sharing and osmotic communication. Outside the room, there are some private areas known as caves. These caves are generally not affected by the noise of the team discussion and therefore can be used for taking private calls, checking private updates, have private discussions with stakeholders and to work separately with full focus and concentration.[Agile Practice Guide, 1st edition, Page 46;]
Unattempted
Caves and common is a work layout practice in XP where the common area i.e the center of the room is utilized for the teamwork or group work to enhance the information sharing and osmotic communication. Outside the room, there are some private areas known as caves. These caves are generally not affected by the noise of the team discussion and therefore can be used for taking private calls, checking private updates, have private discussions with stakeholders and to work separately with full focus and concentration.[Agile Practice Guide, 1st edition, Page 46;]
Question 52 of 59
52. Question
During a project meeting in which the team began to address the project management approach, team members were not collaborative and the environment became counterproductive. What Tuckman ladder development stage was the team involved in?
Correct
Forming is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase. In Norming phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other. In Adjourning phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process. During Storming, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
Incorrect
Forming is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase. In Norming phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other. In Adjourning phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process. During Storming, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
Unattempted
Forming is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase. In Norming phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other. In Adjourning phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process. During Storming, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
Question 53 of 59
53. Question
A project team is having the first quality meeting and plans to review the organization’s policy when it is discovered that the company has never developed an organizational quality policy. The project manager is very concerned about this discovery. In this situation, what would be the best course of action?
Correct
If no organizational quality policy exists, you should develop one for the project, you should not proceed without quality policy.
Incorrect
If no organizational quality policy exists, you should develop one for the project, you should not proceed without quality policy.
Unattempted
If no organizational quality policy exists, you should develop one for the project, you should not proceed without quality policy.
Question 54 of 59
54. Question
You have just joined a new software development company as an agile expert. The company has recently lost some of its customers due to the poor quality of the company’s software applications. You, as an agile expert, have been asked to review the development process. After the review, you conclude that the main reason for the poor quality was technical debt. What would you least likely recommend to improve the quality of the upcoming projects as an agile expert?
Correct
Technical debt is a major problem in may products that is generally because of poor agile practices followed. Agile practices focus on the reduction of technical debt and there are three main proactive practices that can be followed for the same purposes. These practices increase technical excellence with good code design by implementing refactoring and using automated testing tools. Including technical debt reduction user stories in the backlog is a reactive methodology. In this, technical debt is already incurred in user stories and user stories have been completed for eliminating the debt. Therefore, it is the least likely approach that you should recommend to improve the quality of the upcoming projects as an agile expert.[Agile Practice Guide, 1st edition, Page 58]
Incorrect
Technical debt is a major problem in may products that is generally because of poor agile practices followed. Agile practices focus on the reduction of technical debt and there are three main proactive practices that can be followed for the same purposes. These practices increase technical excellence with good code design by implementing refactoring and using automated testing tools. Including technical debt reduction user stories in the backlog is a reactive methodology. In this, technical debt is already incurred in user stories and user stories have been completed for eliminating the debt. Therefore, it is the least likely approach that you should recommend to improve the quality of the upcoming projects as an agile expert.[Agile Practice Guide, 1st edition, Page 58]
Unattempted
Technical debt is a major problem in may products that is generally because of poor agile practices followed. Agile practices focus on the reduction of technical debt and there are three main proactive practices that can be followed for the same purposes. These practices increase technical excellence with good code design by implementing refactoring and using automated testing tools. Including technical debt reduction user stories in the backlog is a reactive methodology. In this, technical debt is already incurred in user stories and user stories have been completed for eliminating the debt. Therefore, it is the least likely approach that you should recommend to improve the quality of the upcoming projects as an agile expert.[Agile Practice Guide, 1st edition, Page 58]
Question 55 of 59
55. Question
You have recently been hired in a large IT firm as a PMO director, and you found out that project teams usually generate a big number of improvement ideas during retrospectives but fail to implement these ideas during the iterations. As an agile practitioner, which of the following recommendations can help the teams in the current situation?
Correct
When there is slow or no improvement in the teamwork process, it is recommended to capture no more than three items to improve at each retrospective. Ask the servant-leader to help the team learn how to integrate those items, however daily stand-ups are not status reporting meetings. [Agile Practice Guide. 1st edition, Page 59]
Incorrect
When there is slow or no improvement in the teamwork process, it is recommended to capture no more than three items to improve at each retrospective. Ask the servant-leader to help the team learn how to integrate those items, however daily stand-ups are not status reporting meetings. [Agile Practice Guide. 1st edition, Page 59]
Unattempted
When there is slow or no improvement in the teamwork process, it is recommended to capture no more than three items to improve at each retrospective. Ask the servant-leader to help the team learn how to integrate those items, however daily stand-ups are not status reporting meetings. [Agile Practice Guide. 1st edition, Page 59]
Question 56 of 59
56. Question
Your project team will consist of members from inside the organization and consultants. When the vendors presented their project proposal, they specified specific team members who would be assigned to your project. You also worked with the functional managers in your organization to ensure that resources from within the organization would be available once the project kick off. Which of the following statements are true regarding this situation? (Choose two.)
Correct
This question refers to preassignments, which are a tool and technique of the Acquire Resources process. Resources promised as part of the project proposal should be noted in the project charter. Preassignment can pertain to human or physical resources. Team members promised as part of the project proposal should be noted in the project charter.
Incorrect
This question refers to preassignments, which are a tool and technique of the Acquire Resources process. Resources promised as part of the project proposal should be noted in the project charter. Preassignment can pertain to human or physical resources. Team members promised as part of the project proposal should be noted in the project charter.
Unattempted
This question refers to preassignments, which are a tool and technique of the Acquire Resources process. Resources promised as part of the project proposal should be noted in the project charter. Preassignment can pertain to human or physical resources. Team members promised as part of the project proposal should be noted in the project charter.
Question 57 of 59
57. Question
The project manager is working with a real estate development firm, and he was assigned to manage an hotel renovation project. He has identified his key project stakeholders, and now he wants to expand the stakeholders list and convert it to a comprehensive list of stakeholders. What should the project manager do?
Correct
The project manager is responsible for stakeholder identification, identifying and analyzing key stakeholders is not enough to enough to ensure success of the project, other project stakeholders can be identified by interviewing the stakeholders who are already identified.
Incorrect
The project manager is responsible for stakeholder identification, identifying and analyzing key stakeholders is not enough to enough to ensure success of the project, other project stakeholders can be identified by interviewing the stakeholders who are already identified.
Unattempted
The project manager is responsible for stakeholder identification, identifying and analyzing key stakeholders is not enough to enough to ensure success of the project, other project stakeholders can be identified by interviewing the stakeholders who are already identified.
Question 58 of 59
58. Question
You want to establish a mechanism to facilitate coordination between agile teams by communicating between projects; a platform that will enable sharing items such as progress, issues, retrospective findings and improvement experiments. Which of the following will you need in this scenario?
Correct
An Agile PMO coordinates between Agile teams by communicating between projects. It facilitates sharing items such as progress, issues, retrospective findings and improvement experiments. An Agile PMO focuses on collaboration rather than establishing a command and control center. Collocation can help but usually is difficult to achieve for all Agile teams. [Agile Practice Guide, 1st edition, Page 82]
Incorrect
An Agile PMO coordinates between Agile teams by communicating between projects. It facilitates sharing items such as progress, issues, retrospective findings and improvement experiments. An Agile PMO focuses on collaboration rather than establishing a command and control center. Collocation can help but usually is difficult to achieve for all Agile teams. [Agile Practice Guide, 1st edition, Page 82]
Unattempted
An Agile PMO coordinates between Agile teams by communicating between projects. It facilitates sharing items such as progress, issues, retrospective findings and improvement experiments. An Agile PMO focuses on collaboration rather than establishing a command and control center. Collocation can help but usually is difficult to achieve for all Agile teams. [Agile Practice Guide, 1st edition, Page 82]
Question 59 of 59
59. Question
You are managing a project with 28 team members and 9 key stakeholders. Three team members identify a problem with the current approach, and addressing that problem will require changes to the project plan and its subsidiary plans. One of the stakeholders previously indicated that any delays are unacceptable, and your team members tell you that it’s possible the change could cause the team to miss at least one critical deadline. What is the best way to deal with this situation?
Correct
Not every change needs to be made. Before you make any change, you always need to evaluate its impact on the triple constraint – time, cost and scope – and how those changes will affect the quality of the deliverable’s. Until you analyze that impact, there’s no way to know whether or not it makes sense to make the change.
Incorrect
Not every change needs to be made. Before you make any change, you always need to evaluate its impact on the triple constraint – time, cost and scope – and how those changes will affect the quality of the deliverable’s. Until you analyze that impact, there’s no way to know whether or not it makes sense to make the change.
Unattempted
Not every change needs to be made. Before you make any change, you always need to evaluate its impact on the triple constraint – time, cost and scope – and how those changes will affect the quality of the deliverable’s. Until you analyze that impact, there’s no way to know whether or not it makes sense to make the change.
X
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