A project manager has been reassigned from a traditional project to a hybrid project, in which the progress is measured against the baselines, while the product is developed incrementally over the course of several iterations. In this hybrid environment, the project manager is struggling to find a way to carry out the Monitor Risks process. What tools and techniques would be best for the project manager to use in this situation?

• Sensitivity analysis, and risk probability and impact assessment
• Risk-based spikes, architectural spikes, and iteration ‘Zero'
• Risk burndown charts, daily stand-up meetings, and risk reviews
• Pair programming, continuous integration, and automated testing

You are leading a project to design a car with new self-driving technology. During project planning, existing government regulations regarding the new technology were virtually non-existent. You identified this ambiguity risk during project planning and developed a risk response. Now, with the car ready for production, new regulations have been enacted. The new regulations are so complicated that you have trouble understanding them and their implications for the project. What should you do next?

• Seek the opinion of a recognized expert to validate or modify the risk response
• Terminate the project since the new technology does not meet the new regulations
• Submit a change request to alter the scope baseline to accommodate the new regulations
• Proceed with the project and implemented the risk response as originally planned

During a daily standup meeting, the project team raises a risk that was not identified earlier in project planning. The team discusses the risk with the project manager, who realizes that a potential response to the risk is beyond his authority. Therisk management plan does not provide any guidance on how this type of risk should be managed. What is the project manager's best strategy to deal with this risk?

• Capture the risk in the project risk register and develop the appropriate risk response

• Conduct a risk-based spike at the beginning of the next iteration to find a potential solution

• Perform a risk review to research, analyze, and apply any identified mitigation strategies

• Adopt risk escalation as a response strategy so that the risk can be appropriately managed

A technology project for a multinational bank is in the testing stage. The project manager learns that a security breach has exposed the personal data of thousands of end users. The project sponsor suspends work while the cause is investigated. What should the project manager do?

• Refer to the stakeholder engagement plan to determine the risk owner.
• Perform a decision tree analysis to calculate the optimal path to resolution.
• Meet with the project sponsor to negotiate a contingency plan.
• Review the risk response strategy outlined in the risk register.

A project manager has been made aware of a recent weather event that could potentially impact the project. Forecasters are unable to predict the path or strength of the event. Any delays would extend the project's finish date and cause cost overruns. What should the project manager do first?

• Notify the stakeholders affected and revise the risk register.
• Monitor the development of the event and take preventive action based on new information.
• Identify the risk owner who would take responsibility for an appropriate risk response.
• Record information about the event in the issue log.

As part of quality assurance, a project manager wants to ensure that a list of requirements has been satisfied. What is the best approach for the project manager?

• Use quality improvement tools
• Conduct process analysis
• Perform a root cause analysis
• Use a checklist

During a sprint review, the product owner rejects a deliverable stating that it doesn't meet the acceptance criteria. The quality assurance team, who verified the deliverable as part of the Control Quality process, argues that there is nothing wrong with deliverable and that it should be accepted. The product owner disagrees and reject the deliverable. What is the project manager's best course of action to ensure that this type of misunderstanding does not recur?

• Perform a root cause analysis during the next sprint review and record the knowledge gained in the lesson learned register

• Discuss the problem during the next daily scrum meeting and resolse the misunderstanding between the product owner and team

• At the upcoming sprint retrospective meeting, facilitate an exercise to identify the underlying cause of the misunderstanding

• Submit a change request to modify the Control Quality process based on the recommendations from the team and product owner

A project manager is reviewing work performance data in preparation for the close project process. The data reveals that one of the deliverables was not accepted. The estimated work required to complete acceptance of the deliverable will delay the project completion date by two months. What should the project manager do next?

• Allocate the contingency reserve to procure resources needed for completion.
• Update the schedule and perform the work.
• Issue a change request for review by the change control board (CCB).
• Update the watch list in the risk register.

A project team has not been performing user acceptance tests on a deliverable because the product has been working as expected in other projects. However, after implementation, the product is not operational. What should the project manager do to identify the source of the problem?

• Review the quality metrics document.
• Develop a scatter diagram.
• Conduct a root cause analysis.
• Perform an audit.

A customer is concerned that the current project deliverable will not fulfill stated project requirements. What could be done to alleviate customer concerns?

• Schedule a meeting to remind the customer of requirements previously communicated to the team.
• Document the customer's concern as a risk in the risk register and plan accordingly.
• Manage the concern at the review of each deliverable with the customer.
• Ask a product owner to review the acceptance criteria previously discussed with the customer.