You have already completed the Test before. Hence you can not start it again.
Test is loading...
You must sign in or sign up to start the Test.
You have to finish following quiz, to start this Test:
Your results are here!! for" Project Management Professional (PMP) Practice Test 8 "
0 of 60 questions answered correctly
Your time:
Time has elapsed
Your Final Score is : 0
You have attempted : 0
Number of Correct Questions : 0 and scored 0
Number of Incorrect Questions : 0 and Negative marks 0
Average score
Your score
Project Management Professional (PMP)
You have attempted: 0
Number of Correct Questions: 0 and scored 0
Number of Incorrect Questions: 0 and Negative marks 0
You can review your answers by clicking view questions. Important Note : Open Reference Documentation Links in New Tab (Right Click and Open in New Tab).
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
Answered
Review
Question 1 of 60
1. Question
You are working for Elite Minds which is a large IT firm following the waterfall model in the past 12 years. The CEO is thinking about moving into a new project development approach. Some people insist new organizational structures be installed before any cultural shift can begin. Others argue that new organizational structures are only superficial adjustments until the collective culture moves in a meaningful direction. What is your view on this?
Correct
In reality, one cannot progress without the other. Project leaders wanting to achieve agility should consider the current and future states of both of these aspects in their organization. [Agile Practice Guide, 1st edition, Page 77]
Incorrect
In reality, one cannot progress without the other. Project leaders wanting to achieve agility should consider the current and future states of both of these aspects in their organization. [Agile Practice Guide, 1st edition, Page 77]
Unattempted
In reality, one cannot progress without the other. Project leaders wanting to achieve agility should consider the current and future states of both of these aspects in their organization. [Agile Practice Guide, 1st edition, Page 77]
Question 2 of 60
2. Question
During a planning meeting, a group of project team members expressed concerns regarding requirements gathered to date, noting that the customer was not very clear on what they wanted. They urged the project manager to add in an additional preliminary phase that would allow them to get feedback early, before the team spent too much time developing the product. What is the project manager likely to do next?
Correct
Prototypes allow project teams to collect feedback from stakeholders early on, which they can use to progressively elaborate on the scope and requirements. Prototypes are small-scale versions of the product and can include mock-ups or simulations.
Incorrect
Prototypes allow project teams to collect feedback from stakeholders early on, which they can use to progressively elaborate on the scope and requirements. Prototypes are small-scale versions of the product and can include mock-ups or simulations.
Unattempted
Prototypes allow project teams to collect feedback from stakeholders early on, which they can use to progressively elaborate on the scope and requirements. Prototypes are small-scale versions of the product and can include mock-ups or simulations.
Question 3 of 60
3. Question
A situation that occurs in agile projects when the team addresses all of the requirements in a given period, then attempts to do all of the design, then moves on to do all of the building is known as _____________.
Correct
Team members in successful agile teams work to collaborate in various ways (such as pairing, swarming, and mobbing) so they do not fall into the trap of mini-waterfalls instead of collaborative work. Mini-waterfalls occur when the team addresses all of the requirements in a given period, then attempts to do all of the design, then moves on to do all of the building. [Agile Practice Guide, 1st edition, Page 39]
Incorrect
Team members in successful agile teams work to collaborate in various ways (such as pairing, swarming, and mobbing) so they do not fall into the trap of mini-waterfalls instead of collaborative work. Mini-waterfalls occur when the team addresses all of the requirements in a given period, then attempts to do all of the design, then moves on to do all of the building. [Agile Practice Guide, 1st edition, Page 39]
Unattempted
Team members in successful agile teams work to collaborate in various ways (such as pairing, swarming, and mobbing) so they do not fall into the trap of mini-waterfalls instead of collaborative work. Mini-waterfalls occur when the team addresses all of the requirements in a given period, then attempts to do all of the design, then moves on to do all of the building. [Agile Practice Guide, 1st edition, Page 39]
Question 4 of 60
4. Question
You are the project manager of a $20 million project, and you are struggling to manage the needs of all the stakeholders. You decide to classify the stakeholders, which you hope will enable you to focus on the relationships necessary to ensure the success of the project. In this context, which of the following is not a factor you should consider while classifying stakeholders?
Correct
Most projects will have a diverse number of stakeholders depending on their size, type and complexity. While the project manager’s time is limited and should be used as efficiently as possible, these stakeholders should be classified according to their interest, influence and involvement in the project.
Incorrect
Most projects will have a diverse number of stakeholders depending on their size, type and complexity. While the project manager’s time is limited and should be used as efficiently as possible, these stakeholders should be classified according to their interest, influence and involvement in the project.
Unattempted
Most projects will have a diverse number of stakeholders depending on their size, type and complexity. While the project manager’s time is limited and should be used as efficiently as possible, these stakeholders should be classified according to their interest, influence and involvement in the project.
Question 5 of 60
5. Question
Match the following Scrum practices and techniques with their description.
Correct
Task Board: Whiteboard with three columns: To Do, In Progress, and Done. Story points are the unit of measurement for expressing the overall size of a user story and their associated effort. Affinity estimating and planning poker are the most popular estimation techniques. A burndown chart is a simple line chart that shows how many story points are completed each day during the sprint. The burndown chart gives everybody a clear sense of how much work is left to be done anytime. To calculate velocity of your Scrum team, simply add up the estimates of the features, user stories, requirements or backlog items successfully delivered in a sprint.
Incorrect
Task Board: Whiteboard with three columns: To Do, In Progress, and Done. Story points are the unit of measurement for expressing the overall size of a user story and their associated effort. Affinity estimating and planning poker are the most popular estimation techniques. A burndown chart is a simple line chart that shows how many story points are completed each day during the sprint. The burndown chart gives everybody a clear sense of how much work is left to be done anytime. To calculate velocity of your Scrum team, simply add up the estimates of the features, user stories, requirements or backlog items successfully delivered in a sprint.
Unattempted
Task Board: Whiteboard with three columns: To Do, In Progress, and Done. Story points are the unit of measurement for expressing the overall size of a user story and their associated effort. Affinity estimating and planning poker are the most popular estimation techniques. A burndown chart is a simple line chart that shows how many story points are completed each day during the sprint. The burndown chart gives everybody a clear sense of how much work is left to be done anytime. To calculate velocity of your Scrum team, simply add up the estimates of the features, user stories, requirements or backlog items successfully delivered in a sprint.
Question 6 of 60
6. Question
The project charter has been developed, and the project has been formally authorized. A full time project manager is appointed for the project. There is clarity about the business needs, high-level project description, the project requirements that the project is to address, and a summary budget has also been approved. Given this information, what activity should the project manager perform first from the available options?
Correct
The question states that the project charter has been created. This should be followed by develop project management plan process.
Incorrect
The question states that the project charter has been created. This should be followed by develop project management plan process.
Unattempted
The question states that the project charter has been created. This should be followed by develop project management plan process.
Question 7 of 60
7. Question
You are a team leader and your team is working on an agile complex web development project. You are not able to find the reason for the continuously degrading performance of the Kanban team. You are concerned as it may also delay the project release plan. What would the experienced agile practitioner suggest in this situation?
Correct
Work in progress (WIP) represents the number of tasks a team is working on at a time. Agile best practices state that limit the WIP. Considering too many tasks at a time may lower down the throughput that is an indication of performance. Throughput is calculated by throughput = WIP/ Cycle time. Uncompleted work is not counted in the throughput. Therefore, increasing the WIP to a point the team is incapable to complete, just lowers down the throughput. WIP should be limited that will help in exposing the bottlenecks and improve the performance of the team.[Agile Practice Guide, 1st edition, Page 105.]
Incorrect
Work in progress (WIP) represents the number of tasks a team is working on at a time. Agile best practices state that limit the WIP. Considering too many tasks at a time may lower down the throughput that is an indication of performance. Throughput is calculated by throughput = WIP/ Cycle time. Uncompleted work is not counted in the throughput. Therefore, increasing the WIP to a point the team is incapable to complete, just lowers down the throughput. WIP should be limited that will help in exposing the bottlenecks and improve the performance of the team.[Agile Practice Guide, 1st edition, Page 105.]
Unattempted
Work in progress (WIP) represents the number of tasks a team is working on at a time. Agile best practices state that limit the WIP. Considering too many tasks at a time may lower down the throughput that is an indication of performance. Throughput is calculated by throughput = WIP/ Cycle time. Uncompleted work is not counted in the throughput. Therefore, increasing the WIP to a point the team is incapable to complete, just lowers down the throughput. WIP should be limited that will help in exposing the bottlenecks and improve the performance of the team.[Agile Practice Guide, 1st edition, Page 105.]
Question 8 of 60
8. Question
You have been recently hired in a large international IT organization as an Agile Coach. The organization has recently recognized the benefits of the Agile approach to project management and have also successfully piloted a couple of projects using the approach. You have overheard Shadi, a project manager at the organization, claiming that an Agile project doesn’t need to be planned and the project team should always be ready to accommodate all sort of changes. What is your view about this?
Correct
Shadi is not correct, but the statement that he is always wrong is just too harsh. We don’t have enough – information to claim that. Although according to the Agile Manifesto, responding to change is valued more than following a plan, that doesn’t mean that Agile projects do not require any planning effort. [Agile Practice Guide, 1st edition, Page 8]
Incorrect
Shadi is not correct, but the statement that he is always wrong is just too harsh. We don’t have enough – information to claim that. Although according to the Agile Manifesto, responding to change is valued more than following a plan, that doesn’t mean that Agile projects do not require any planning effort. [Agile Practice Guide, 1st edition, Page 8]
Unattempted
Shadi is not correct, but the statement that he is always wrong is just too harsh. We don’t have enough – information to claim that. Although according to the Agile Manifesto, responding to change is valued more than following a plan, that doesn’t mean that Agile projects do not require any planning effort. [Agile Practice Guide, 1st edition, Page 8]
Question 9 of 60
9. Question
An agile team is working on a new state of art financial application development project and the agile team members are estimating the time duration required for the development of the new application. During the project duration estimation, the team is not much concerned about the accuracy. A new member expresses his concern that improper planning may later result in scheduling problems. Which of the following is the best advice the agile practitioner would give to the new team member on agile sizing and estimation of the project duration?
Correct
At the beginning of the project, the team can’t calculate the accurate velocity. It can only be estimated on the basis of the historical velocity if the similar project has been carried out by the same team or by the other team and with the same technology as the previously completed projects or the project’s features are similar to the previous projects. If the new project is completely new then the team can’t estimate the velocity and it can be estimated only after the first few iterations. After completion of 2-3 iterations, when the velocity and the total number of story points are known, the team can calculate how many iterations are needed to complete the project. As iterations have a fixed time i.e. 2 weeks for each iteration, therefore after knowing how much iterations team needs, the team can tell how much time in total the project will take. For example, if there is a need for 5 iterations, the total time taken by the project will be 10 weeks. [Agile Practice Guide, 1st edition, Page 61, 64;]
Incorrect
At the beginning of the project, the team can’t calculate the accurate velocity. It can only be estimated on the basis of the historical velocity if the similar project has been carried out by the same team or by the other team and with the same technology as the previously completed projects or the project’s features are similar to the previous projects. If the new project is completely new then the team can’t estimate the velocity and it can be estimated only after the first few iterations. After completion of 2-3 iterations, when the velocity and the total number of story points are known, the team can calculate how many iterations are needed to complete the project. As iterations have a fixed time i.e. 2 weeks for each iteration, therefore after knowing how much iterations team needs, the team can tell how much time in total the project will take. For example, if there is a need for 5 iterations, the total time taken by the project will be 10 weeks. [Agile Practice Guide, 1st edition, Page 61, 64;]
Unattempted
At the beginning of the project, the team can’t calculate the accurate velocity. It can only be estimated on the basis of the historical velocity if the similar project has been carried out by the same team or by the other team and with the same technology as the previously completed projects or the project’s features are similar to the previous projects. If the new project is completely new then the team can’t estimate the velocity and it can be estimated only after the first few iterations. After completion of 2-3 iterations, when the velocity and the total number of story points are known, the team can calculate how many iterations are needed to complete the project. As iterations have a fixed time i.e. 2 weeks for each iteration, therefore after knowing how much iterations team needs, the team can tell how much time in total the project will take. For example, if there is a need for 5 iterations, the total time taken by the project will be 10 weeks. [Agile Practice Guide, 1st edition, Page 61, 64;]
Question 10 of 60
10. Question
You are the project manager for a government confidential software project. Getting top-secret clearances for contractors takes quite a bit of time and waiting for clearances could jeopardize the implementation date. Your mission—should you choose to accept it—is to complete the project using internal resources. You and the team have been working hard on the project, and so far, things are going well. The following figure shows a sample Kanban board with the duration of story point 1 in each of the work columns. Assume that story point 1 is completed and ready to deploy. Which of the following options are true regarding this question? (Choose 4.)
Correct
Kanban is a just-in-time, pull-based approach. Cycle time is the time it takes to complete the work of the story point (or other unit of measure) once work starts. Lead time is the total time for the story point to be completed from request to delivery of the work.
Incorrect
Kanban is a just-in-time, pull-based approach. Cycle time is the time it takes to complete the work of the story point (or other unit of measure) once work starts. Lead time is the total time for the story point to be completed from request to delivery of the work.
Unattempted
Kanban is a just-in-time, pull-based approach. Cycle time is the time it takes to complete the work of the story point (or other unit of measure) once work starts. Lead time is the total time for the story point to be completed from request to delivery of the work.
Question 11 of 60
11. Question
You are working on a project for your organization with all the team members located in geographically different areas, and all communication is by email and chat. It is sometimes hard to infer the true meaning of these messages because you cannot see facial expressions or hear tones of voice. This is an example of which of the following?
Correct
Anything that interferes with meaning of the message is considered noise. Communication noise refers to influences on effective communication that influence the interpretation of conversations. While often looked over, communication noise can have a profound impact both on our perception of with others and our analysis of our own communication proficiency.
Incorrect
Anything that interferes with meaning of the message is considered noise. Communication noise refers to influences on effective communication that influence the interpretation of conversations. While often looked over, communication noise can have a profound impact both on our perception of with others and our analysis of our own communication proficiency.
Unattempted
Anything that interferes with meaning of the message is considered noise. Communication noise refers to influences on effective communication that influence the interpretation of conversations. While often looked over, communication noise can have a profound impact both on our perception of with others and our analysis of our own communication proficiency.
Question 12 of 60
12. Question
You are the project manager working on a complex project. You’ve constructed the WBS for this project, and all of the work package levels are subprojects of this project. You’ve requested that the subproject managers report to you in three weeks with their individual WBS’s constructed. Which of the following statements are correct? (Choose three.)
Correct
The work package level is the lowest level in the WBS and facilitates resource assignment and cost and time estimates. The work package level on an agile project is the user story. In this question, the work package level contains four subprojects, so it would not be used to create the activity list. The activity list will be created from the work package level for each WBS created for each subproject.
Incorrect
The work package level is the lowest level in the WBS and facilitates resource assignment and cost and time estimates. The work package level on an agile project is the user story. In this question, the work package level contains four subprojects, so it would not be used to create the activity list. The activity list will be created from the work package level for each WBS created for each subproject.
Unattempted
The work package level is the lowest level in the WBS and facilitates resource assignment and cost and time estimates. The work package level on an agile project is the user story. In this question, the work package level contains four subprojects, so it would not be used to create the activity list. The activity list will be created from the work package level for each WBS created for each subproject.
Question 13 of 60
13. Question
Shadi is a scrum master handling the team that is working on an agile project. The team members complaints that their work is being delayed as the new sponsor keeps on asking them about the project details every time. What would Shadi do in this situation as a scrum master?
Correct
There are a lot of duties of scrum master like promoting conversation and collaboration within teams. To keep the team shielded from any type of interruption is also one of the major duties of scrum master. As in the current scenario, the new sponsor is disturbing the team by asking the project details frequently that is an interruption and slows down the progress of the project. It further makes it difficult for the team to accomplish the decided project goals. Therefore, it is the duty of scrum master to contact with the new sponsor and discuss with him the actual working of agile methodology. Scrum master should make a request to new sponsor to contact him in case of any question or query, not the team members. [Agile Practice Guide, 1st edition, Page 36]
Incorrect
There are a lot of duties of scrum master like promoting conversation and collaboration within teams. To keep the team shielded from any type of interruption is also one of the major duties of scrum master. As in the current scenario, the new sponsor is disturbing the team by asking the project details frequently that is an interruption and slows down the progress of the project. It further makes it difficult for the team to accomplish the decided project goals. Therefore, it is the duty of scrum master to contact with the new sponsor and discuss with him the actual working of agile methodology. Scrum master should make a request to new sponsor to contact him in case of any question or query, not the team members. [Agile Practice Guide, 1st edition, Page 36]
Unattempted
There are a lot of duties of scrum master like promoting conversation and collaboration within teams. To keep the team shielded from any type of interruption is also one of the major duties of scrum master. As in the current scenario, the new sponsor is disturbing the team by asking the project details frequently that is an interruption and slows down the progress of the project. It further makes it difficult for the team to accomplish the decided project goals. Therefore, it is the duty of scrum master to contact with the new sponsor and discuss with him the actual working of agile methodology. Scrum master should make a request to new sponsor to contact him in case of any question or query, not the team members. [Agile Practice Guide, 1st edition, Page 36]
Question 14 of 60
14. Question
You are working for web design company. Your company is designing the website for a big grocery store chain. You are going to use an agile methodology to manage this project. Your sponsor is familiar with this methodology and agrees to the approach. They tell you that an agile project doesn’t require formal planning. Which of the following is your response? (Choose two.)
Correct
Option C is not correct because planning is performed throughout an agile project, not just at the beginning of the project. Option D describes a predictive methodology, not an agile methodology.
Incorrect
Option C is not correct because planning is performed throughout an agile project, not just at the beginning of the project. Option D describes a predictive methodology, not an agile methodology.
Unattempted
Option C is not correct because planning is performed throughout an agile project, not just at the beginning of the project. Option D describes a predictive methodology, not an agile methodology.
Question 15 of 60
15. Question
You are managing an agile project in which your team consists of analysts and modelers. Halfway during the first iteration of your project, you noticed that work is getting accumulated in the “Work in Process” and few of these items are being moved to the ‘Completed” section of your Kanban board. Upon a detailed inspection, you found out that the analysts’ throughput is greater than the modelers’ throughput, and as a result fewer processes get drafted than what get started. What should you do first?
Correct
Agile teams work as a unit. In order to control the work flow, items in “work in process” has to be limited. If the bottleneck is with the modeling work, analysts should be encouraged to help the modelers complete the processes before new work is taken on. Hiring more modelers seems a lucrative option but that should not be your first course of action. Further, prior to taking such a step, some further analysis would be required. [Agile Practice Guide, 1st edition, Page 66]
Incorrect
Agile teams work as a unit. In order to control the work flow, items in “work in process” has to be limited. If the bottleneck is with the modeling work, analysts should be encouraged to help the modelers complete the processes before new work is taken on. Hiring more modelers seems a lucrative option but that should not be your first course of action. Further, prior to taking such a step, some further analysis would be required. [Agile Practice Guide, 1st edition, Page 66]
Unattempted
Agile teams work as a unit. In order to control the work flow, items in “work in process” has to be limited. If the bottleneck is with the modeling work, analysts should be encouraged to help the modelers complete the processes before new work is taken on. Hiring more modelers seems a lucrative option but that should not be your first course of action. Further, prior to taking such a step, some further analysis would be required. [Agile Practice Guide, 1st edition, Page 66]
Question 16 of 60
16. Question
When checking the calendar of a team member to schedule a meeting, you see she has scheduled a meeting with a key stakeholder that you were not informed of. The stakeholder has been vocal in her concern that her requirements for the project have been ignored and that she doesn’t think you are a good project manager. You know that the stakeholder and the team member are friends outside of the organization and that their children are in school together. Your organization’s PMO has a policy stating that the project manager is to be informed of, and invited to, all project related meetings. This is a functional organization that has struggled with communications and stakeholders participation. You have heard that the team member thinks the PMO policy regarding notifying and inviting the project manager to all meetings is intrusive and gets in the way of effective communications with stakeholders, she has also complained that project managers are not available because of multiple projects and too many meetings. She doesn’t feel trusted, and is frustrated. Her complaints have been reported to other departmental leaders, and the PMO has been asked to review the policy. Which of the following would be the best approach to take?
Correct
Not mentioning the issue to the team member is withdrawal. Notifying the PMO or the team member manager would not be appropriate until you learn the root cause of the problem. Always look for the choice that deals with and solves the problem. In this case, the best course of action is to address your concern with the team member directly.
Incorrect
Not mentioning the issue to the team member is withdrawal. Notifying the PMO or the team member manager would not be appropriate until you learn the root cause of the problem. Always look for the choice that deals with and solves the problem. In this case, the best course of action is to address your concern with the team member directly.
Unattempted
Not mentioning the issue to the team member is withdrawal. Notifying the PMO or the team member manager would not be appropriate until you learn the root cause of the problem. Always look for the choice that deals with and solves the problem. In this case, the best course of action is to address your concern with the team member directly.
Question 17 of 60
17. Question
An Agile project manager has been appointed for the ongoing agile software development project. He has used traditional waterfall project management practices for tracking the actual project performance against the planned baselines, and so requests for regular updates on the overall progress of a high priority agile project. The Agile project manager can neither spend more than five minutes on the updates of the project nor able to micromanage the team’s work. Which of the following is the most appropriate response to the request of the Agile project manager, assuming that the project is using weekly sprints?
Correct
Release burnup charts are visual demonstrations used to track and monitor the work progress against the release plan. In burn up chart, there are two lines; one demonstrates the total work for the project completion and another line demonstrates the work completed by the team till now. Update is made in burnup chart at the end of each sprint to demonstrate the completed work. There are two very close choices given in the options: release burnup chart and release burndown chart. Both are used to track project performance. But it is given in the scenario that Agile project manager has used traditional project management practices for tracking the actual project performance against the planned baselines in his last organization, therefore the performance of the project should be displayed against the actual scope (planned baselines) of the project. It is the release burnup chart that shows performance or progress against the planned baselines [Agile Practice Guide, 1st edition, Page 61-64.]
Incorrect
Release burnup charts are visual demonstrations used to track and monitor the work progress against the release plan. In burn up chart, there are two lines; one demonstrates the total work for the project completion and another line demonstrates the work completed by the team till now. Update is made in burnup chart at the end of each sprint to demonstrate the completed work. There are two very close choices given in the options: release burnup chart and release burndown chart. Both are used to track project performance. But it is given in the scenario that Agile project manager has used traditional project management practices for tracking the actual project performance against the planned baselines in his last organization, therefore the performance of the project should be displayed against the actual scope (planned baselines) of the project. It is the release burnup chart that shows performance or progress against the planned baselines [Agile Practice Guide, 1st edition, Page 61-64.]
Unattempted
Release burnup charts are visual demonstrations used to track and monitor the work progress against the release plan. In burn up chart, there are two lines; one demonstrates the total work for the project completion and another line demonstrates the work completed by the team till now. Update is made in burnup chart at the end of each sprint to demonstrate the completed work. There are two very close choices given in the options: release burnup chart and release burndown chart. Both are used to track project performance. But it is given in the scenario that Agile project manager has used traditional project management practices for tracking the actual project performance against the planned baselines in his last organization, therefore the performance of the project should be displayed against the actual scope (planned baselines) of the project. It is the release burnup chart that shows performance or progress against the planned baselines [Agile Practice Guide, 1st edition, Page 61-64.]
Question 18 of 60
18. Question
Shadi is the project manager on an industrial design project. He has found a pattern of defects occurring in all of his projects over the past few years and he thinks there might be a problem in the process his company is using that is causing it. He uses Ishikawa diagrams to come up with the root cause for this trend over projects so that he can make recommendations for process changes to avoid this problem in the future. What process is Shadi performing?
Correct
Shadi is doing root-cause analysis on process problems, that’s manage quality process. Remember, quality control is when you are trying to find problems in your work products through inspection. Manage quality is when you are looking at the way your process affects the quality of the work you are doing.
Incorrect
Shadi is doing root-cause analysis on process problems, that’s manage quality process. Remember, quality control is when you are trying to find problems in your work products through inspection. Manage quality is when you are looking at the way your process affects the quality of the work you are doing.
Unattempted
Shadi is doing root-cause analysis on process problems, that’s manage quality process. Remember, quality control is when you are trying to find problems in your work products through inspection. Manage quality is when you are looking at the way your process affects the quality of the work you are doing.
Question 19 of 60
19. Question
You are managing the construction of the new offices building of the holding company you are working for. In the project you are dealing with three subcontractors to complete the scope of work, and you want to update the contract of one of the project subcontractors to accommodate the project current needs. However, before any change requests, as a professional project manager you should be aware of how to incorporate the change into the contract. What should you do first?
Correct
As you are dealing with a contract change, the first step will be to review the change request handling the procedure as documented in the contract itself and it shall be available in the contract in between your company and the subcontractor, the second step will be issuing a change request.
Incorrect
As you are dealing with a contract change, the first step will be to review the change request handling the procedure as documented in the contract itself and it shall be available in the contract in between your company and the subcontractor, the second step will be issuing a change request.
Unattempted
As you are dealing with a contract change, the first step will be to review the change request handling the procedure as documented in the contract itself and it shall be available in the contract in between your company and the subcontractor, the second step will be issuing a change request.
Question 20 of 60
20. Question
You are managing a complex web development project. Reviewing project’s statistics, you determined that the team completes 50 story points on average per iteration. Reviewing the backlog, you determine that there are about another 500 points remaining. If each interval is time-boxed at two weeks, when you do expect to complete the project?
Correct
If the team averages 50 story points per iteration, and the team estimates there are about another 500 points remaining, it is safe to estimate that another 10 iterations would be required to complete the project. Each iteration is two weeks and the project completion will be about 20 weeks from now. [Agile Practice Guide, 1st edition, Page 61]
Incorrect
If the team averages 50 story points per iteration, and the team estimates there are about another 500 points remaining, it is safe to estimate that another 10 iterations would be required to complete the project. Each iteration is two weeks and the project completion will be about 20 weeks from now. [Agile Practice Guide, 1st edition, Page 61]
Unattempted
If the team averages 50 story points per iteration, and the team estimates there are about another 500 points remaining, it is safe to estimate that another 10 iterations would be required to complete the project. Each iteration is two weeks and the project completion will be about 20 weeks from now. [Agile Practice Guide, 1st edition, Page 61]
Question 21 of 60
21. Question
Shadi is managing a research project for his organization, typically research projects are not clearly defined and involve a lot of uncertainty. The project has four phases on which a phase can only starts when the previous phase is completed. What project life cycle and phase to phase relationship should Shadi use for this project?
Correct
The project manager should use the iterative life cycle since project phases and activities will most probably be repeated as the project team understanding of the projects requirements increases, as phase can only starts when the previous phase is completed so this is a sequential relationship
Incorrect
The project manager should use the iterative life cycle since project phases and activities will most probably be repeated as the project team understanding of the projects requirements increases, as phase can only starts when the previous phase is completed so this is a sequential relationship
Unattempted
The project manager should use the iterative life cycle since project phases and activities will most probably be repeated as the project team understanding of the projects requirements increases, as phase can only starts when the previous phase is completed so this is a sequential relationship
Question 22 of 60
22. Question
Osama the project sponsor had just called you to discuss a critical issue on your project. The managing director announced at the annual organization meeting that the project you’re managing should be completed by the end of June, 2022. The problem is that this is three months prior to the scheduled completion date. The stakeholders are expecting implementation by the announced date by the managing director. You must speed up the delivery date of this project, and your primary constraint before this occurred was the budget. What actions can you take to help speed up the project?
Correct
Fast-tracking is the best answer in this scenario. Budget was the original constraint on this project, so it’s highly unlikely the project manager would get more resources to assist with the project. The next best thing is to compress phases to shorten the project duration.
Incorrect
Fast-tracking is the best answer in this scenario. Budget was the original constraint on this project, so it’s highly unlikely the project manager would get more resources to assist with the project. The next best thing is to compress phases to shorten the project duration.
Unattempted
Fast-tracking is the best answer in this scenario. Budget was the original constraint on this project, so it’s highly unlikely the project manager would get more resources to assist with the project. The next best thing is to compress phases to shorten the project duration.
Question 23 of 60
23. Question
Agile team members who have worked together on a few projects in the past are working on a new software development project. They are using story points for the estimation of the level of effort needed to complete the user stories on the new project. Which of the following is the most likely approach the team should use to estimate the first use story?
Correct
Story points are used as a unit of measurement to express or define the overall size of a user story. It is the relative value that matters more rather than the raw value given to a user story. For example, a user story that is given a value 6 should be half of a story that is given a value 12 and thrice of a story that is given a value 2. After assigning the story points to one user story, the other user stories can be assigned values just by comparing them with estimated ones. At the starting, the team has no idea which one is the largest or the smallest story and the solution is not needed to be unique. As the team members have worked together on a few projects in the past also, they should be capable to choose the one, among the new user stories, that is possible to estimate somewhere in the middle. Affinity estimating and planning poker are techniques that are really helpful to estimate the user stories but they don’t help in estimating the first one. Therefore, choosing a medium-sized user story is the best choice in the given scenario.
Incorrect
Story points are used as a unit of measurement to express or define the overall size of a user story. It is the relative value that matters more rather than the raw value given to a user story. For example, a user story that is given a value 6 should be half of a story that is given a value 12 and thrice of a story that is given a value 2. After assigning the story points to one user story, the other user stories can be assigned values just by comparing them with estimated ones. At the starting, the team has no idea which one is the largest or the smallest story and the solution is not needed to be unique. As the team members have worked together on a few projects in the past also, they should be capable to choose the one, among the new user stories, that is possible to estimate somewhere in the middle. Affinity estimating and planning poker are techniques that are really helpful to estimate the user stories but they don’t help in estimating the first one. Therefore, choosing a medium-sized user story is the best choice in the given scenario.
Unattempted
Story points are used as a unit of measurement to express or define the overall size of a user story. It is the relative value that matters more rather than the raw value given to a user story. For example, a user story that is given a value 6 should be half of a story that is given a value 12 and thrice of a story that is given a value 2. After assigning the story points to one user story, the other user stories can be assigned values just by comparing them with estimated ones. At the starting, the team has no idea which one is the largest or the smallest story and the solution is not needed to be unique. As the team members have worked together on a few projects in the past also, they should be capable to choose the one, among the new user stories, that is possible to estimate somewhere in the middle. Affinity estimating and planning poker are techniques that are really helpful to estimate the user stories but they don’t help in estimating the first one. Therefore, choosing a medium-sized user story is the best choice in the given scenario.
Question 24 of 60
24. Question
You have recently been hired in an organization as an agile consultant to a critical project. The organization is currently managing all of its projects using Agile methodologies. You overheard one of the project managers saying that he values staff utilization over rapid feature delivery to the customer. What is wrong with this?
Correct
In the given scenario, the problem is with the emphasis on staff utilization rather than rapid feature delivery to the customer, which doesn’t foster an Agile environment. [Agile Practice Guide, 1st edition, Page 38]
Incorrect
In the given scenario, the problem is with the emphasis on staff utilization rather than rapid feature delivery to the customer, which doesn’t foster an Agile environment. [Agile Practice Guide, 1st edition, Page 38]
Unattempted
In the given scenario, the problem is with the emphasis on staff utilization rather than rapid feature delivery to the customer, which doesn’t foster an Agile environment. [Agile Practice Guide, 1st edition, Page 38]
Question 25 of 60
25. Question
You are working as the product owner for a Scrum project, and you just received an email from a key stakeholder with a notification that one of the primary deliverables must be delivered one month earlier than planned. The team members meet and agree on an approach that will achieve the goal, but it will cause a delay to several features of other deliverables. You warns the team that this will be unacceptable to the stakeholder. How should the team proceed in this scenario?
Correct
When problems occur, agile teams work closely with their stakeholders to understand acceptable tradeoffs. On a Scrum team, the product owner is responsible for interacting with the stakeholders to help them understand how the project is going. So when a problem happens on a Scrum project that will impact what the team delivers, the product owner needs to meet with the stakeholder and discuss exactly how the team will proceed. Agile teams work with their stakeholders to maintain a shared understanding of important trade-offs that affect delivery, which helps build a mutual trust between them.
Incorrect
When problems occur, agile teams work closely with their stakeholders to understand acceptable tradeoffs. On a Scrum team, the product owner is responsible for interacting with the stakeholders to help them understand how the project is going. So when a problem happens on a Scrum project that will impact what the team delivers, the product owner needs to meet with the stakeholder and discuss exactly how the team will proceed. Agile teams work with their stakeholders to maintain a shared understanding of important trade-offs that affect delivery, which helps build a mutual trust between them.
Unattempted
When problems occur, agile teams work closely with their stakeholders to understand acceptable tradeoffs. On a Scrum team, the product owner is responsible for interacting with the stakeholders to help them understand how the project is going. So when a problem happens on a Scrum project that will impact what the team delivers, the product owner needs to meet with the stakeholder and discuss exactly how the team will proceed. Agile teams work with their stakeholders to maintain a shared understanding of important trade-offs that affect delivery, which helps build a mutual trust between them.
Question 26 of 60
26. Question
Your company manufactures high-tech ac units. It is introducing a new product line of air conditioners using a new technology with distinctive features for high rise buildings. This project was approved by the stakeholders and you have been appointed the project manager. These new products will be offered starting with the next season release. To determine the characteristics and features of the new product line, you will have to perform which of the following? (Choose two.)
Correct
You can’t know the characteristics and features without consulting with the stakeholders. Progressive elaboration is the process of determining the characteristics and features of the product of the project. Progressive elaboration is carried out via steps in detailed fashion. The project was already approved, as stated in this question, so the business value should have already been defined. The project life cycle planning will start in the Planning process group of the project. You are still in the Initiating process.
Incorrect
You can’t know the characteristics and features without consulting with the stakeholders. Progressive elaboration is the process of determining the characteristics and features of the product of the project. Progressive elaboration is carried out via steps in detailed fashion. The project was already approved, as stated in this question, so the business value should have already been defined. The project life cycle planning will start in the Planning process group of the project. You are still in the Initiating process.
Unattempted
You can’t know the characteristics and features without consulting with the stakeholders. Progressive elaboration is the process of determining the characteristics and features of the product of the project. Progressive elaboration is carried out via steps in detailed fashion. The project was already approved, as stated in this question, so the business value should have already been defined. The project life cycle planning will start in the Planning process group of the project. You are still in the Initiating process.
Question 27 of 60
27. Question
Match the following control quality techniques with their description.
Correct
A-3, B-2, C-1, D-5, E-4. Control quality is the process of monitoring and recording results of executing the quality management activities, in order to assess performance and ensure the project outputs are complete, correct, and meet customer needs. Tools and techniques include root cause analysis, performance reviews, inspection and testing, checklists, and statistical sampling.
Incorrect
A-3, B-2, C-1, D-5, E-4. Control quality is the process of monitoring and recording results of executing the quality management activities, in order to assess performance and ensure the project outputs are complete, correct, and meet customer needs. Tools and techniques include root cause analysis, performance reviews, inspection and testing, checklists, and statistical sampling.
Unattempted
A-3, B-2, C-1, D-5, E-4. Control quality is the process of monitoring and recording results of executing the quality management activities, in order to assess performance and ensure the project outputs are complete, correct, and meet customer needs. Tools and techniques include root cause analysis, performance reviews, inspection and testing, checklists, and statistical sampling.
Question 28 of 60
28. Question
You are the project manager of the construction company planning to build a water treatment plant close to a residential locality, and the project owner and sponsor have obtained all the legal clearances for the project. Some of the residents of the locality have approached you with concerns on the probable impact of the project on the environment. In this situation, what should you do?
Correct
The project manager should make decision and take actions based on the best interest of the society, public safety, and the environment. Also, the project manager must identify the stakeholders, determine their requirements and then manage and influence the requirements in such a way as to ensure a successful project.
Incorrect
The project manager should make decision and take actions based on the best interest of the society, public safety, and the environment. Also, the project manager must identify the stakeholders, determine their requirements and then manage and influence the requirements in such a way as to ensure a successful project.
Unattempted
The project manager should make decision and take actions based on the best interest of the society, public safety, and the environment. Also, the project manager must identify the stakeholders, determine their requirements and then manage and influence the requirements in such a way as to ensure a successful project.
Question 29 of 60
29. Question
Shadi is the project manager of a software implementation project, and his company has made an organization wide decision to move to a new accounting and human resources software package. He has read that some projects to implement the same package have resulted in the loss of personnel data when they tried to import it into the new system. He backs up the data so that it could be restored in the event of such a problem but also buys insurance to cover the cost of keying in the data manually if the implementation doesn’t work. Which response strategies is Shadi using? (Choose two)
Correct
Shadi is mitigating the risk by backing up the data so that it doesn’t get lost, and he is transferring it to the insurance company by insuring the company for the cost of re-keying the information.
Incorrect
Shadi is mitigating the risk by backing up the data so that it doesn’t get lost, and he is transferring it to the insurance company by insuring the company for the cost of re-keying the information.
Unattempted
Shadi is mitigating the risk by backing up the data so that it doesn’t get lost, and he is transferring it to the insurance company by insuring the company for the cost of re-keying the information.
Question 30 of 60
30. Question
You have been hired as a consulting project manager for ABC company. ABC wants you to design an Internet Cigar club for its customers. You will use an agile, self-organized team. Customers must register before being allowed to order Cigar over the Internet so that legal age can be established. You know this project will require new hardware and an update to some existing infrastructure. You will have to hire an expert to help with the infrastructure assessment and upgrades. You also know that the module to verify registration must be written and tested using data from ABC’s existing database. This new module cannot be tested until the data from the existing system is loaded. What three considerations must you consider in the Plan Resource Management process concerning human resources? (Choose three.)
Correct
You need to consider the diversity of the team, their physical location during the project, and any resources that you’ll need to acquire.
Incorrect
You need to consider the diversity of the team, their physical location during the project, and any resources that you’ll need to acquire.
Unattempted
You need to consider the diversity of the team, their physical location during the project, and any resources that you’ll need to acquire.
Question 31 of 60
31. Question
An Agile team wants to contract out part of the project’s scope of work. A fixed-price contract hedges their financial risk but doesn’t provide the required agility in the relationship. A time and material contract provides the required agility but doesn’t hedge the financial risk. Due to the complexity of the project, agility is required but the team wants some degree of control over the costs. As an agile practitioner, what do you recommend?
Correct
Customers incur unwanted risk from a traditional time and material or cost reimbursable arrangement. On the other hand, suppliers incur unwanted risk from a fixed-price arrangement. One alternative is to limit the overall budget to a fixed amount using a not-to-exceed time and materials contract. [Agile Practice Guide, 1st edition, Page 78]
Incorrect
Customers incur unwanted risk from a traditional time and material or cost reimbursable arrangement. On the other hand, suppliers incur unwanted risk from a fixed-price arrangement. One alternative is to limit the overall budget to a fixed amount using a not-to-exceed time and materials contract. [Agile Practice Guide, 1st edition, Page 78]
Unattempted
Customers incur unwanted risk from a traditional time and material or cost reimbursable arrangement. On the other hand, suppliers incur unwanted risk from a fixed-price arrangement. One alternative is to limit the overall budget to a fixed amount using a not-to-exceed time and materials contract. [Agile Practice Guide, 1st edition, Page 78]
Question 32 of 60
32. Question
An organization is undertaking a high-profile strategic project to develop a new technology that would provide them with a market advantage. The project manager has been brought in early to help with pre-planning, when a senior manager informs him that there is a specific resource that he wants to be on the project as quality engineer. Is this situation acceptable?
Correct
Pre-assignment of individuals to a defined role is a tool of Acquire resources. There are many reasons this might be necessary, including contractual agreements.
Incorrect
Pre-assignment of individuals to a defined role is a tool of Acquire resources. There are many reasons this might be necessary, including contractual agreements.
Unattempted
Pre-assignment of individuals to a defined role is a tool of Acquire resources. There are many reasons this might be necessary, including contractual agreements.
Question 33 of 60
33. Question
How should an agile practitioner interrupt this chart?
Correct
The is a burn down chart for an agile team performing well. The velocity is constant. You can tell that because the burndown line is always very close to the guideline. There might be a few days where it is just above or below the line, but when you are looking on a burndown chart you are more about the trend than individual days.
Incorrect
The is a burn down chart for an agile team performing well. The velocity is constant. You can tell that because the burndown line is always very close to the guideline. There might be a few days where it is just above or below the line, but when you are looking on a burndown chart you are more about the trend than individual days.
Unattempted
The is a burn down chart for an agile team performing well. The velocity is constant. You can tell that because the burndown line is always very close to the guideline. There might be a few days where it is just above or below the line, but when you are looking on a burndown chart you are more about the trend than individual days.
Question 34 of 60
34. Question
You are the project manager of a 5-start hotel design project. Two designers, Shadi and Osama, are having an argument about how to implement a feature. Shadi thinks that it’s more important that the project get done quickly, so he is suggesting that you re-use some work that has been done on a previous project to get started. Osama thinks that work doesn’t apply to this project and will just waste time. Shadi is almost always right about these things and he’s very influential on the team, so it’s important that you keep him satisfied. What should you do?
Correct
You can’t know the answer to technical questions as well as your team. So, while it’s important to understand both sides of the issue, your job is to make sure that problems are confronted and fairly evaluated.
Incorrect
You can’t know the answer to technical questions as well as your team. So, while it’s important to understand both sides of the issue, your job is to make sure that problems are confronted and fairly evaluated.
Unattempted
You can’t know the answer to technical questions as well as your team. So, while it’s important to understand both sides of the issue, your job is to make sure that problems are confronted and fairly evaluated.
Question 35 of 60
35. Question
You are managing the renovation of the old offices building of your organization, and the project is expected to take 12 weeks. At week 6, the cost control engineer brought for you the chart below. Accordingly, what is the Cost Performance Index (CPI) of your project today? Values are accumulative.
Correct
The Cost Performance Index (CPI)= EV/AC.. At week 6 the earned value is 82.5 and the actual cost is 155 (from the graph), the CPI= 82.5/155 = 53.22%
Incorrect
The Cost Performance Index (CPI)= EV/AC.. At week 6 the earned value is 82.5 and the actual cost is 155 (from the graph), the CPI= 82.5/155 = 53.22%
Unattempted
The Cost Performance Index (CPI)= EV/AC.. At week 6 the earned value is 82.5 and the actual cost is 155 (from the graph), the CPI= 82.5/155 = 53.22%
Question 36 of 60
36. Question
Match the following types of tests that are used on agile-based software projects to their description.
Correct
A-2, B-5, C-4, D-1, E-3. Testing at all levels is a concept used in Extreme Programming, and other agile methodologies, to expose issues and problems early in the coding process.
Incorrect
A-2, B-5, C-4, D-1, E-3. Testing at all levels is a concept used in Extreme Programming, and other agile methodologies, to expose issues and problems early in the coding process.
Unattempted
A-2, B-5, C-4, D-1, E-3. Testing at all levels is a concept used in Extreme Programming, and other agile methodologies, to expose issues and problems early in the coding process.
Question 37 of 60
37. Question
You are the servant-leader for an agile team developing a payroll system for an organization with 67,000 employee’s. The team wants to explore a new technology that would allow direct access to employees databases. The product owner is concerned that this might cause delays on the project. What should you do as a servant leader?
Correct
It is your responsibility to find a solution to this conflict. Encouraging collaboration to determine the best way is the best approach to take. This will result in a win-win situation for both parties. [Agile Practice Guide, 1st edition, Page 34]
Incorrect
It is your responsibility to find a solution to this conflict. Encouraging collaboration to determine the best way is the best approach to take. This will result in a win-win situation for both parties. [Agile Practice Guide, 1st edition, Page 34]
Unattempted
It is your responsibility to find a solution to this conflict. Encouraging collaboration to determine the best way is the best approach to take. This will result in a win-win situation for both parties. [Agile Practice Guide, 1st edition, Page 34]
Question 38 of 60
38. Question
An executive manager in your organization has more than 15 years of experience managing traditional waterfall projects and programs. Since the start of 2021, your organization is transmitting from traditional into agile methodologies, and the executive manager is not convinced with having the stakeholders of the organization projects in touch with the developers and be able to see how the code is build. Which agile principle will you use to convince the executive manager in his concern?
Correct
Business people and developers must work together daily throughout the project. This is the principle behind the discussion you will have with the executive manager to convince him.
Incorrect
Business people and developers must work together daily throughout the project. This is the principle behind the discussion you will have with the executive manager to convince him.
Unattempted
Business people and developers must work together daily throughout the project. This is the principle behind the discussion you will have with the executive manager to convince him.
Question 39 of 60
39. Question
You are managing a real estate development project of $20,000,000 and expected to finish in 24 months. The project is to complete a high end housing compound of 80 villas with three different types. You are halfway through the project, and your team has just delivered a preliminary version of each villa type. You are holding a weekly status meeting, when one of the team members points out that an important stakeholder is running into a problem with one of the flooring finishes used in the prototype. The team member feels that there is a risk that the stakeholder will ask for a change in that feature, even though that change would be out of scope of the current prototype – and if the stakeholder requests that change, there is a high probability that the change control board would approve the change. What is the best action to take next?
Correct
Your risk register is one of the most important project management tools that you have – that is why you review it and go over your risks at every meeting. Any time you come across a new risk, the first thing you should do is document it in the risk register. It’s really easy to lose track of risks, especially when you’re running a big project. By adding every risk to the register, you make sure that you don’t forget about any of them. So once you’ve identified the risk, the next step you need to analyze the impact and probability of the risk! That’s what the Qualitative Risk Analysis process is for. You shouldn’t take any other action until you’ve analyzed the risk. The reason is that it might turn out that the risk is very unlikely, and there might be another risk with a higher probability and larger impact that deserves your attention.
Incorrect
Your risk register is one of the most important project management tools that you have – that is why you review it and go over your risks at every meeting. Any time you come across a new risk, the first thing you should do is document it in the risk register. It’s really easy to lose track of risks, especially when you’re running a big project. By adding every risk to the register, you make sure that you don’t forget about any of them. So once you’ve identified the risk, the next step you need to analyze the impact and probability of the risk! That’s what the Qualitative Risk Analysis process is for. You shouldn’t take any other action until you’ve analyzed the risk. The reason is that it might turn out that the risk is very unlikely, and there might be another risk with a higher probability and larger impact that deserves your attention.
Unattempted
Your risk register is one of the most important project management tools that you have – that is why you review it and go over your risks at every meeting. Any time you come across a new risk, the first thing you should do is document it in the risk register. It’s really easy to lose track of risks, especially when you’re running a big project. By adding every risk to the register, you make sure that you don’t forget about any of them. So once you’ve identified the risk, the next step you need to analyze the impact and probability of the risk! That’s what the Qualitative Risk Analysis process is for. You shouldn’t take any other action until you’ve analyzed the risk. The reason is that it might turn out that the risk is very unlikely, and there might be another risk with a higher probability and larger impact that deserves your attention.
Question 40 of 60
40. Question
The project management team expects that during the project life cycle there will be delays in the delivery of a project component due to strikes and changes to the permitting processes, or extensions of specific engineering duration. In this situation, ___________ analysis could be helpful in preparing contingency and response plans in order to mitigate these issues.
Correct
What if scenario analysis is used to assess the feasibility of the project schedule under the adverse conditions, this is analysis of the question ” What if the situation represented by Scenario Y happens ? ” It’s used in preparing the contingency and response plans to mitigate the impact of adverse conditions.
Incorrect
What if scenario analysis is used to assess the feasibility of the project schedule under the adverse conditions, this is analysis of the question ” What if the situation represented by Scenario Y happens ? ” It’s used in preparing the contingency and response plans to mitigate the impact of adverse conditions.
Unattempted
What if scenario analysis is used to assess the feasibility of the project schedule under the adverse conditions, this is analysis of the question ” What if the situation represented by Scenario Y happens ? ” It’s used in preparing the contingency and response plans to mitigate the impact of adverse conditions.
Question 41 of 60
41. Question
Shadi has taken over a project as a project manager, and the project is early in the execution phase. Although all key stakeholders approved and signed off the project scope statement, Shadi learned that some of the key stakeholders do not fully understand the project scope. The stakeholders constant support is crucial for the success of the project, what should Shadi do?
Correct
It’s Shadi’s responsibility to make sure all key stakeholders understand the project scope and aligned with the project management plan, emailing copies will not be sufficient, and so the best will be to conduct one-one meeting sessions with these key stakeholders to ensure they understand the scope of the project.
Incorrect
It’s Shadi’s responsibility to make sure all key stakeholders understand the project scope and aligned with the project management plan, emailing copies will not be sufficient, and so the best will be to conduct one-one meeting sessions with these key stakeholders to ensure they understand the scope of the project.
Unattempted
It’s Shadi’s responsibility to make sure all key stakeholders understand the project scope and aligned with the project management plan, emailing copies will not be sufficient, and so the best will be to conduct one-one meeting sessions with these key stakeholders to ensure they understand the scope of the project.
Question 42 of 60
42. Question
Match the following terms with the statements that describe them.
Correct
A-2, B-3, C-4, D-1. For business projects, value is commonly estimated using financial metrics such as return on investment (ROI), internal rate of return (IRR), and net present value (NPV). Using financial formulas to assess the value of a project removes individual bias and emotion from the process of selecting and justifying projects.
Incorrect
A-2, B-3, C-4, D-1. For business projects, value is commonly estimated using financial metrics such as return on investment (ROI), internal rate of return (IRR), and net present value (NPV). Using financial formulas to assess the value of a project removes individual bias and emotion from the process of selecting and justifying projects.
Unattempted
A-2, B-3, C-4, D-1. For business projects, value is commonly estimated using financial metrics such as return on investment (ROI), internal rate of return (IRR), and net present value (NPV). Using financial formulas to assess the value of a project removes individual bias and emotion from the process of selecting and justifying projects.
Question 43 of 60
43. Question
In projects managed using agile approach with evolving requirements, high risk, or significant uncertainty, the scope is often not understood at the beginning of the project or it evolves during the project. How do agile projects handle project scope in such circumstances?
Correct
The product backlog is prioritized by the product owner and not the team. Agile teams manage project scope by spending less time in defining and agreeing on scope at the start of the project and spending more time in establishing the process of its ongoing discovery.
Incorrect
The product backlog is prioritized by the product owner and not the team. Agile teams manage project scope by spending less time in defining and agreeing on scope at the start of the project and spending more time in establishing the process of its ongoing discovery.
Unattempted
The product backlog is prioritized by the product owner and not the team. Agile teams manage project scope by spending less time in defining and agreeing on scope at the start of the project and spending more time in establishing the process of its ongoing discovery.
Question 44 of 60
44. Question
Halfway through the third sprint on your project, the development team discovers a serious problem while testing the code. It’s critical that they fix this problem as soon as possible, but it will take more time than they have left in the current sprint. What should they do?
Correct
The product owner adds a high-priority item to the product backlog to fix the problem. As fixing this problem will take more time than they have left in the current sprint, this should be on the top of the upcoming sprint backlog.
Incorrect
The product owner adds a high-priority item to the product backlog to fix the problem. As fixing this problem will take more time than they have left in the current sprint, this should be on the top of the upcoming sprint backlog.
Unattempted
The product owner adds a high-priority item to the product backlog to fix the problem. As fixing this problem will take more time than they have left in the current sprint, this should be on the top of the upcoming sprint backlog.
Question 45 of 60
45. Question
You are the project manager for a major information systems project, someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. Which of the following represents what should you explain to the team the purpose of a quality audit?
Correct
Control charts show whether measurements of project deliverables are within specification limits, and are used in the control quality process. The seller cannot generally control or review the customer’s quality process. Checking the accuracy of costs submitted by the team is more representative of a cost audit than a quality audit, so that option cannot be the best choice. Manage quality of which an audit is part, focuses on processes, procedures and standards. One purpose of a quality audit is to identify inefficient and ineffective policies.
Incorrect
Control charts show whether measurements of project deliverables are within specification limits, and are used in the control quality process. The seller cannot generally control or review the customer’s quality process. Checking the accuracy of costs submitted by the team is more representative of a cost audit than a quality audit, so that option cannot be the best choice. Manage quality of which an audit is part, focuses on processes, procedures and standards. One purpose of a quality audit is to identify inefficient and ineffective policies.
Unattempted
Control charts show whether measurements of project deliverables are within specification limits, and are used in the control quality process. The seller cannot generally control or review the customer’s quality process. Checking the accuracy of costs submitted by the team is more representative of a cost audit than a quality audit, so that option cannot be the best choice. Manage quality of which an audit is part, focuses on processes, procedures and standards. One purpose of a quality audit is to identify inefficient and ineffective policies.
Question 46 of 60
46. Question
Many work packages have been successfully completed on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity suffers a major setback. The activity has 17 days of float and is being completed by six people. There are two other team members with the skill set to assist the troubled activity, if needed. The project manager finds out that three other team members are attempting to be removed from the project because they do not feel the project can be successful. When the project manager investigates, she discovers that those team members have issues that have not been addressed. Which of the following is the best thing to do to improve the project?
Correct
Sometimes complex problems are caused by not doing simple things. After you read the answer options, you should realize that the data in the first paragraph is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions. Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing the at she is not, that would solve the problem without losing resources? ‘Wouldn’t it be more effective to discover the root cause of those team members’ concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new team members must be added.
Incorrect
Sometimes complex problems are caused by not doing simple things. After you read the answer options, you should realize that the data in the first paragraph is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions. Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing the at she is not, that would solve the problem without losing resources? ‘Wouldn’t it be more effective to discover the root cause of those team members’ concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new team members must be added.
Unattempted
Sometimes complex problems are caused by not doing simple things. After you read the answer options, you should realize that the data in the first paragraph is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions. Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing the at she is not, that would solve the problem without losing resources? ‘Wouldn’t it be more effective to discover the root cause of those team members’ concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new team members must be added.
Question 47 of 60
47. Question
While managing a project for a manufacturing company, you receive a change request from customer for a minor alteration to the product configuration. In this context, which of the following is not a step you would take next?
Correct
Request for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated and can include corrective action, prevention action, defect repair, and updates.
Incorrect
Request for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated and can include corrective action, prevention action, defect repair, and updates.
Unattempted
Request for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated and can include corrective action, prevention action, defect repair, and updates.
Question 48 of 60
48. Question
You have been asked to create an end-to-end manufacturing process for your company’s next-generation escalators assembly line. This new assembly line is time critical, and industry competition is fierce. Many of the older employees who have traditionally worked on the assembly lines have helped the company be successful using ad-hoc processes and heuristic knowledge. As the project manager, you want to use comprehensive project management best practices wherever possible to maximize the chances of success. Which of the following would you do first? (Choose two)
Correct
A project charter with a well-defined scope of work is necessary to calculating timelines, calculating budgets, recruiting skills, and creating a change management process. The development of the project charter is part of the project initiation process.
Incorrect
A project charter with a well-defined scope of work is necessary to calculating timelines, calculating budgets, recruiting skills, and creating a change management process. The development of the project charter is part of the project initiation process.
Unattempted
A project charter with a well-defined scope of work is necessary to calculating timelines, calculating budgets, recruiting skills, and creating a change management process. The development of the project charter is part of the project initiation process.
Question 49 of 60
49. Question
Shadi is a software developer working on a project to develop a new PS 6 soccer game; he is also the partner in the company. Shadi has to handle many other tasks such as daily marketing and fundraising updates to the project’s sponsors, due to which he loses his time in the task switching that should instead be given to the software development. Of the following, choose the option that describes the effect of task switching on the agile development process at best.
Correct
Ideal time in agile project management ensures 100% productive team members in every hour of the day; it’s the time when team members have no task switching or interruptions in their tasks. Apart from the assigned tasks, a team member has to be involved in many other tasks such as attending meetings, helping others to remove impediments in their tasks, replying to the emails etc. Task switching is detrimental because it deviates the focus of team members from the assigned tasks. Due to task switching, the team members take more time to complete their assigned tasks as they lost their focus while switching to other tasks. Due to task switching, the team members lose their 20-40% productivity and the loss also increases in an exponential manner with the number of tasks. Also, the team members are more likely to make mistakes while being involved in multitasking i.e. task switching. In the given scenario, Shadi’s main task is the development but he is also involved in the daily marketing and fundraising updates to the project’s sponsors. Due to which, he is not able to give much time to the development task, then his focus on the development task decreases, which decreases productivity, and the project suffers. [Agile Practice Guide, 1st edition, Pages 44-45.]
Incorrect
Ideal time in agile project management ensures 100% productive team members in every hour of the day; it’s the time when team members have no task switching or interruptions in their tasks. Apart from the assigned tasks, a team member has to be involved in many other tasks such as attending meetings, helping others to remove impediments in their tasks, replying to the emails etc. Task switching is detrimental because it deviates the focus of team members from the assigned tasks. Due to task switching, the team members take more time to complete their assigned tasks as they lost their focus while switching to other tasks. Due to task switching, the team members lose their 20-40% productivity and the loss also increases in an exponential manner with the number of tasks. Also, the team members are more likely to make mistakes while being involved in multitasking i.e. task switching. In the given scenario, Shadi’s main task is the development but he is also involved in the daily marketing and fundraising updates to the project’s sponsors. Due to which, he is not able to give much time to the development task, then his focus on the development task decreases, which decreases productivity, and the project suffers. [Agile Practice Guide, 1st edition, Pages 44-45.]
Unattempted
Ideal time in agile project management ensures 100% productive team members in every hour of the day; it’s the time when team members have no task switching or interruptions in their tasks. Apart from the assigned tasks, a team member has to be involved in many other tasks such as attending meetings, helping others to remove impediments in their tasks, replying to the emails etc. Task switching is detrimental because it deviates the focus of team members from the assigned tasks. Due to task switching, the team members take more time to complete their assigned tasks as they lost their focus while switching to other tasks. Due to task switching, the team members lose their 20-40% productivity and the loss also increases in an exponential manner with the number of tasks. Also, the team members are more likely to make mistakes while being involved in multitasking i.e. task switching. In the given scenario, Shadi’s main task is the development but he is also involved in the daily marketing and fundraising updates to the project’s sponsors. Due to which, he is not able to give much time to the development task, then his focus on the development task decreases, which decreases productivity, and the project suffers. [Agile Practice Guide, 1st edition, Pages 44-45.]
Question 50 of 60
50. Question
You were just hired by a water treatment company to develop a solid water treatment program in an underdeveloped country. The project will be on a BOT basis (build-operate-transfer), and will have a two years duration. At the close of the project, local authorities will run the program. The ABC bank is sponsoring the project, and a large consortium has received the award, your company is subcontracted to do the project work along with three other contracting companies, after the project scope was defined and specified, you developed a cost estimate of $14.5 million, the sponsor reviews your detailed cost estimates and is concerned about the total cost figure, he tells you that the maximum allowable budget he can allocate for this project is $14 million. What should you do?
Correct
The best course of action is to evaluate approaches that can result in cost savings and re-estimate the project, resulting a change in budget or scope without fully analyzing the options or simply moving ahead with plans to request additional funds in the future are a violation of the PMI code of ethics.
Incorrect
The best course of action is to evaluate approaches that can result in cost savings and re-estimate the project, resulting a change in budget or scope without fully analyzing the options or simply moving ahead with plans to request additional funds in the future are a violation of the PMI code of ethics.
Unattempted
The best course of action is to evaluate approaches that can result in cost savings and re-estimate the project, resulting a change in budget or scope without fully analyzing the options or simply moving ahead with plans to request additional funds in the future are a violation of the PMI code of ethics.
Question 51 of 60
51. Question
You are managing a large software development project which involves an external customer. According to the scope management plan, the customer is expected to be verifying the product deliverable’s when completed throughout the project. This is especially important due to the complexity of the product requirements. You have sent few of the software modules to the customer for deliverable acceptance as scheduled. However, she appears to be busy and is slowly responding to emails and voice mails. The project is starting to fall behind schedule and product acceptance risk has increased. What should be your next step?
Correct
It is the project manager responsibility to effectively manage all stakeholder engagement throughout the project life cycle. Any issues that arise should be addressed promptly to limit negative impact to the project. At this point, the next step is to try to deal with the issue with the customer first by using appropriate management and interpersonal skills.
Incorrect
It is the project manager responsibility to effectively manage all stakeholder engagement throughout the project life cycle. Any issues that arise should be addressed promptly to limit negative impact to the project. At this point, the next step is to try to deal with the issue with the customer first by using appropriate management and interpersonal skills.
Unattempted
It is the project manager responsibility to effectively manage all stakeholder engagement throughout the project life cycle. Any issues that arise should be addressed promptly to limit negative impact to the project. At this point, the next step is to try to deal with the issue with the customer first by using appropriate management and interpersonal skills.
Question 52 of 60
52. Question
Shadi is the agile project manager in a company and his team is working on a software development project. During a daily standup meeting, one of the team members informs about a major risk that was recently found. What should Shadi do in this situation as an agile project manager?
Correct
Daily stand-ups are short meetings generally conducted in the morning. All team members are expected to be involved in the meeting and stand during the whole meeting. This meeting focuses on mainly three things; what has been done since the previous daily meeting, what is to be done until the next daily meeting and what are the issues or impediments in the accomplishment of tasks. In the given scenario, one of the team members informs about a major risk identified recently, it should be discussed in detail with the affected team members after the meeting. These types of issues are generally not discussed in standup meeting as these are small meetings and takes maximum 15 minutes with an objective to give chance to each and every member to speak [Agile Practice Guide, 1st edition, Page 53.]
Incorrect
Daily stand-ups are short meetings generally conducted in the morning. All team members are expected to be involved in the meeting and stand during the whole meeting. This meeting focuses on mainly three things; what has been done since the previous daily meeting, what is to be done until the next daily meeting and what are the issues or impediments in the accomplishment of tasks. In the given scenario, one of the team members informs about a major risk identified recently, it should be discussed in detail with the affected team members after the meeting. These types of issues are generally not discussed in standup meeting as these are small meetings and takes maximum 15 minutes with an objective to give chance to each and every member to speak [Agile Practice Guide, 1st edition, Page 53.]
Unattempted
Daily stand-ups are short meetings generally conducted in the morning. All team members are expected to be involved in the meeting and stand during the whole meeting. This meeting focuses on mainly three things; what has been done since the previous daily meeting, what is to be done until the next daily meeting and what are the issues or impediments in the accomplishment of tasks. In the given scenario, one of the team members informs about a major risk identified recently, it should be discussed in detail with the affected team members after the meeting. These types of issues are generally not discussed in standup meeting as these are small meetings and takes maximum 15 minutes with an objective to give chance to each and every member to speak [Agile Practice Guide, 1st edition, Page 53.]
Question 53 of 60
53. Question
You have been hired as an agile expert for an organization that is in the transition phase from predictive into agile approach in project management. The organization has recently embarked upon the Agile journey. Which of the following is not a change-friendly characteristic for organizations beginning to use Agile approaches?
Correct
If the organization is decomposed into departmental silos, that prevents accelerated delivery and doesn’t encourage forming cross-functional teams. The rest of the choices are desirable attributes. [Agile Practice Guide, 1st edition, Pages 73, 74]
Incorrect
If the organization is decomposed into departmental silos, that prevents accelerated delivery and doesn’t encourage forming cross-functional teams. The rest of the choices are desirable attributes. [Agile Practice Guide, 1st edition, Pages 73, 74]
Unattempted
If the organization is decomposed into departmental silos, that prevents accelerated delivery and doesn’t encourage forming cross-functional teams. The rest of the choices are desirable attributes. [Agile Practice Guide, 1st edition, Pages 73, 74]
Question 54 of 60
54. Question
Sami is an experienced risk manager working on one of the most complex projects in Dubai. As part of his efforts in risk management, he have completed the process of developing options and actions to enhance opportunities and to reduce threats to project objectives. What should be Sami’s next step?
Correct
Plan risk responses is the process of developing options and actions to enhance opportunities and reduce threats project objectives. Implement risk responses process comes next.
Incorrect
Plan risk responses is the process of developing options and actions to enhance opportunities and reduce threats project objectives. Implement risk responses process comes next.
Unattempted
Plan risk responses is the process of developing options and actions to enhance opportunities and reduce threats project objectives. Implement risk responses process comes next.
Question 55 of 60
55. Question
You are working for an automobile company, and you had conducted an independent estimate to find out the cost of sub-contracting the manufacturing of 1,000,000 ball bearings. You estimated the cost to be $800 per bearing. However, when you asked for bids and proposals from perspective sellers, the minimum price quoted was $1000 per bearing. Which of the following is not a reason for the variance in the estimate?
Correct
Significant differences In cost estimate can be an indication that the procurement statement of work was deficient, ambiguous, and/or that the perspective sellers either misunderstood or failed to respond fully to the procurement statement of work.
Incorrect
Significant differences In cost estimate can be an indication that the procurement statement of work was deficient, ambiguous, and/or that the perspective sellers either misunderstood or failed to respond fully to the procurement statement of work.
Unattempted
Significant differences In cost estimate can be an indication that the procurement statement of work was deficient, ambiguous, and/or that the perspective sellers either misunderstood or failed to respond fully to the procurement statement of work.
Question 56 of 60
56. Question
You are the project manager for a governmental nonprofit organization. Your project has come about because of a social need. You are using an agile methodology to perform the project. The value of the features completed to date is $75,000. The actual cost expended to date is $73,000. The team planned on completing 24 story points by this time and have actually completed 26 story points. In this situation, which of the following options are true? (Choose three.)
Correct
CPI is calculated EV / AC, or in this example, 75000 / 73000 = 1.03. SPI is calculated EV / PV, or in this example, 26 /24 = 1.08. CPI greater than 1 means the team is spending less than planned to date. SPI greater than 1 means the team is ahead of schedule.
Incorrect
CPI is calculated EV / AC, or in this example, 75000 / 73000 = 1.03. SPI is calculated EV / PV, or in this example, 26 /24 = 1.08. CPI greater than 1 means the team is spending less than planned to date. SPI greater than 1 means the team is ahead of schedule.
Unattempted
CPI is calculated EV / AC, or in this example, 75000 / 73000 = 1.03. SPI is calculated EV / PV, or in this example, 26 /24 = 1.08. CPI greater than 1 means the team is spending less than planned to date. SPI greater than 1 means the team is ahead of schedule.
Question 57 of 60
57. Question
A project manager discovers that a project problem has occurred. The problem was never discussed during risk planning activities or added to the risk register, and it will now cost the project money. What is the best response of the project manager?
Correct
You have got a problem that’s happened, and you didn’t plan for it. Now it’s going to cost you money. What do you do? Well, you can’t just accept it and move on – that’s only something you do with risks that have no other option. You have options with a problem that happens during your project. And you can’t just go to the boss, because you are the project manager and it’s your job to figure out what to do. There’s no use in doing risk planning, because you already know the probability (100%) and impact (the cost of fixing the problem). So what do you do? That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for unknown unknowns – you use it to pay for risks that you’ve planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for unknown unknowns – problems that you didn’t plan for but which came up anyway. That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for known unknowns – you use it to pay for risks that you have planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for unknown unknowns – problems that you didn’t plan for but which came up anyway.
Incorrect
You have got a problem that’s happened, and you didn’t plan for it. Now it’s going to cost you money. What do you do? Well, you can’t just accept it and move on – that’s only something you do with risks that have no other option. You have options with a problem that happens during your project. And you can’t just go to the boss, because you are the project manager and it’s your job to figure out what to do. There’s no use in doing risk planning, because you already know the probability (100%) and impact (the cost of fixing the problem). So what do you do? That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for unknown unknowns – you use it to pay for risks that you’ve planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for unknown unknowns – problems that you didn’t plan for but which came up anyway. That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for known unknowns – you use it to pay for risks that you have planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for unknown unknowns – problems that you didn’t plan for but which came up anyway.
Unattempted
You have got a problem that’s happened, and you didn’t plan for it. Now it’s going to cost you money. What do you do? Well, you can’t just accept it and move on – that’s only something you do with risks that have no other option. You have options with a problem that happens during your project. And you can’t just go to the boss, because you are the project manager and it’s your job to figure out what to do. There’s no use in doing risk planning, because you already know the probability (100%) and impact (the cost of fixing the problem). So what do you do? That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for unknown unknowns – you use it to pay for risks that you’ve planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for unknown unknowns – problems that you didn’t plan for but which came up anyway. That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for known unknowns – you use it to pay for risks that you have planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for unknown unknowns – problems that you didn’t plan for but which came up anyway.
Question 58 of 60
58. Question
A company is about to begin work on a large construction project to build four new buildings for a bank that wants to open new branches. The sponsor is writing a project charter, and she recalls that a previous project the company performed for another bank ran over budget because the team had underestimated the effort required to install the reinforced walls. The previous project manager had documented the details of the lessons learned from this project. Where should the sponsor look for these lessons learned?
Correct
Lessons learned from past projects are always part of a company’s organizational process assets, and are usually stored in a process asset library. The other three answers are important project tools, but they’re not where you find lessons learned. Lessons learned are your most important organizational process assets!
Incorrect
Lessons learned from past projects are always part of a company’s organizational process assets, and are usually stored in a process asset library. The other three answers are important project tools, but they’re not where you find lessons learned. Lessons learned are your most important organizational process assets!
Unattempted
Lessons learned from past projects are always part of a company’s organizational process assets, and are usually stored in a process asset library. The other three answers are important project tools, but they’re not where you find lessons learned. Lessons learned are your most important organizational process assets!
Question 59 of 60
59. Question
Although people may say they can identify, assess, and manage their personal feelings, many teams experience tension and uncooperative behaviors among teammates. You have recognized this on projects where you have been a team member, especially virtual teams. Now that you are a professional project manager, you want to establish an environment in which teammates can reduce tension and increase cooperation. Which of the following is the best practice to follow?
Correct
Emotional intelligence (the ability to manage your emotions and others’ emotions) leads directly to reducing conflict and making positive decisions.
Incorrect
Emotional intelligence (the ability to manage your emotions and others’ emotions) leads directly to reducing conflict and making positive decisions.
Unattempted
Emotional intelligence (the ability to manage your emotions and others’ emotions) leads directly to reducing conflict and making positive decisions.
Question 60 of 60
60. Question
A project manager has assembled the project team, and they have identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions, and assessed the quality of the data used. The team is continuing to move through the risk management process. What has the project manager forgotten to do?
Correct
The process the project manager has used so far is fine, except the input of other stakeholders is needed in order to identify more risks.
Incorrect
The process the project manager has used so far is fine, except the input of other stakeholders is needed in order to identify more risks.
Unattempted
The process the project manager has used so far is fine, except the input of other stakeholders is needed in order to identify more risks.
X
Use Page numbers below to navigate to other practice tests