A production streamlining project is halfway complete. The team is working well together and optimistic about achieving their goals. The company is having significant personnel issues and has lost many of their senior technicians to start-ups that were offering great salaries. To make matters worse, the VP of manufacturing requests to use the team’s most senior technical resource for a major new project kicking off next week. What should the team lead do?

Make the case for keeping the resource to ensure project outcomes are realized.

Ask the VP if the resource can be shared until the streamlining project is complete.

Reallocate the team member to manufacturing and hire two generalists for streamlining.

Outsource that resource's responsibilities on the streamlining team to a specialist.

At a company party, people are having a friendly, open conversation about which team is the fastest. One person laughs and says that team A has a velocity of 20, whereas team B has a velocity of 40, so team B members will all be receiving bonuses. How should the leader of team A react?

Say nothing, because each team has its own capacity, and velocity is not used to compare teams.

Be embarrassed that team B is more effective than team A.

Ask that person how they know this and remind them that it is against company culture to be so competitive.

An agile team is nearing the end of the project and has been able to complete all stories and deliver value to the client. However, the coach has noticed that the coding standards are NOT up to par. What should the team do?

Update the code during the sprint dedicated to ensuring quality.

Add the work to the backlog, prioritized alongside bug fixes.

A product owner has created a lot of epics and has started breaking them down into user stories. These high-priority user stories fulfill the definition of ready. At the iteration planning meeting, the product owner leaves after 2 hours. What should happen next?

The team should decompose the user stories into tasks.

The team lead should draft the remaining acceptance criteria before starting the iteration.

The iteration planning ends after the estimate and team commitment.

The product owner should present the committed user stories with the key stakeholders before the iteration starts.

A project manager joins a project with the following features: - Globally distributed team - Fixed budget - Very tight deadlines. How can the project manager avoid scope creep and keep the team focused on delivering a product that meets requirements during planning?

Put any changes to scope through the formal change request process.

Ask all development team leads to prepare detailed requirements.

Hold daily standups with all of the development teams.

Prevent stakeholders from direct interaction with the team leads.

A client is making a lot of small, minor change requests, indicating that they are urgent and critical. Which action should the project manager take?

Log each change request in the log.

Escalate the client's behavior to the sponsor because it is annoying the team.

Put the requests into the iteration backlog.

A team is developing the human resource (HR) module of an enterprise resource planning (ERP) system. During a site visit, the client observes concerning data on the team’s information radiators. The burndown chart depicts the progress of the current 3-week iteration. The team is one-third of the way through the iteration, but the actual progress to date reflects the team is behind the planned progress. The client expresses concern and asks the team lead to discuss it with the product owner. How should the team lead respond?

Advise the client that no action is required because the team is in the middle of the iteration.

Ask the product owner to address the performance issue and search for the cause during the daily standup meeting.

Meet with each team member individually to see who is underperforming and find out what suggestions they may have to get the iteration back on track.

Ask the product owner to identify stories that can be pulled out of the current iteration, so the team can meet the planned story points

An experienced software developer is asked to lead a project for a customized software application for a client they have worked with previously. About 2 months into the project, the client wants to know how change is being managed and wants to see the project management plan. The team lead tells the client that this is an agile project; therefore, there is no project management plan! The client escalates this issue to the sponsor. How should the sponsor respond to the client?

Tell the client that they will address the value and need for a project management plan with the team lead and ensure that they will have one to review and approve by a specific date.

Tell the client that the team lead is in charge and is able to manage the project however they wish.

Tell the client that it is not in the contract to create such a document, and if it is required, they need to submit a change request.

Ask the client what components of the project management plan are being requested.

A company is merging two similar projects. The extensive business processes from each project need to be merged. The team wants to optimize the merged business processes, and they hire a consultant to help them. How can the team ensure knowledge continuity from both projects?

Gather representatives from both teams to explore and define a mutually agreeable way of working (WoW).

Instruct the consultant to optimize the processes.

Create an archive from the projects so that team members can read it on their own.

Instruct teams to create new templates for processes and begin using and improving them iteratively.

A medical charity organization operates in disaster emergency zones worldwide. At headquarters, the leadership wants to ensure that their practitioners’ professional licenses are compliant with governing bodies both in the practitioner’s home and in their working locations. This is a condition set by their board of directors and the charity’s legal team. In order to facilitate the new measures, which three actions should be taken? (Choose three)

Conduct an impact assessment and audit.

Evaluate the existing compliance status of all practitioners.

Ensure signoff on compliance requirements from the board of directors and the legal team.

Create and use an internal standard based on the most common international compliance standards.

Place the compliance risks in the risk register and mark them as low priority.

A product owner receives some confidential security information that needs to be included in the definition of done or as part of the acceptance criteria. How should the project leader categorize this requirement?

Omission from earlier in the process

While the team coordinates delivering the latest version of a machine-learning product, a client stakeholder shows signs of resistance. The team lead suspects this is because the stakeholder feels their job is threatened by the automation in the product. Which approach should the team lead take to effectively reduce the stakeholder’s resistance?

Ask the stakeholder to express their concerns and ensure full transparency.

Ask the client to replace this stakeholder to avoid project delays.

Express empathy directly to the stakeholder to gain cooperation.

Tell the stakeholder that their cooperation and patience are appreciated.

During a sprint review, the team identified successful gains on planned improvements while noting that a lot more development and testing is required. The product owner wants to report on the business value of the work. Which action should the team take to assist the product owner with validating business value?

Conduct a variance analysis for the budget for the last iteration.

Plan to discuss it at the next retrospective.

Measure earned value management (EVM).

A project team lead has challenged the team to minimize defects and waste in project teamwork. As an initial step, the team proposes to assess the relevant quality standards and framework. How can the team do this?

Investigate the project quality metrics.

Review the requirements management plan.

Interview the person who manages quality compliance.

A project team is set to deliver a project in 12 months. The sponsor encourages innovation, and the project has a high risk tolerance. However, 8 months into the project, it is plagued with incomplete and failing prototypes. The highly capable team is feeling demoralized, and the project manager worries whether the deliverable will ever meet the stated acceptance criteria. How would an adaptive life cycle have helped this project?"

The desire for innovation and high risk tolerance are ideal for agile practices.

The project sponsor would have been the product owner.

Less paperwork and documentation are required.

Agile does not require acceptance criteria.

A newly assembled project team is holding a kickoff meeting over a weekend. About half of the project team already works together; the other team members are contractors. The company already uses lean and agile approaches. However, during the meeting, the team members openly argued about everything—from project goals to the smallest details. Which action will help the team to build a shared understanding?

Ask the product owner to lead the session and explain to the team what to do.

Create breakout sessions and assign team members to specific work based on their expertise.

Nominate someone to the role of project manager and adopt a hierarchical team structure.

The team lead should arrange the team and contractors in working pairs.

A government is ready to announce a new tax on sugary products to fund a healthcare program. The team is working on the first set of goals to secure buy-in from the industry stakeholders and launch a strong public campaign to support the mandate. In which three ways can the project build a shared understanding of the project goals with public stakeholders? (Choose three)

Create partnerships between the government and industry stakeholders so that the industry is prepared to support the change.

Announce the tax along with an advertising campaign to educate the country and individuals about the benefit.

Use an incremental approach by taxing products with the highest sugar content only and explain how this will improve health results over a period of time.

Launch a national survey program to anticipate how individuals and businesses will react.

Inform industry stakeholders that noncompliant businesses will be penalized.

During an agile project, key stakeholders are expressing concerns about their lack of involvement. They feel disconnected from the project. The product owner agrees with these concerns and wishes to do something quickly. The iteration is coming to an end. What would be a good way to engage the key stakeholders at this stage?

Invite the key stakeholders to participate in the iteration review.

Arrange the daily stand-up on video, so all stakeholders can join the meeting.

Arrange a meeting with the key stakeholders to discuss the iteration backlog.

Invite the key stakeholders to join the next iteration planning meeting and the retrospective.

A product team has completed 8 of 10 planned iterations for a streamlining project. While refining the backlog for iteration nine, the product owner learns about a massive, company-wide budget change and sends this email: Dear streamlining project team, The budget change announced yesterday will impact our project. I may need to reprioritize some of our planned work. How should the team lead respond?

Wait for the product owner to reprioritize the backlog.

Reply with some recommendations to reduce the scope and still run two more iterations.

Contact the finance department to find out more about the budget cut.

Disband the team, so they have time to find new assignments.

An agile team welcomes a new team member who is unfamiliar with the agile approach. At the weekly demo meeting, this team member becomes visibly nervous when an operations engineer, who often criticized their previous work, appears unexpectedly and gives very direct feedback about the prototype. After the meeting, the new team member leaves the room quickly. How should the team respond?

Allow the team members to figure out their own relationships since this is a self-organizing team.

The team lead should reiterate the ground rules at the next retrospective meeting, especially the engagement protocols and communication standards.

The product owner should approach the team member later in the day to find out the history of the problem.

Hold a team meeting to find out from the other team members what they know about this situation.

Facilitate a face-to-face meeting between the new team member and the operations engineer

A product owner is reviewing notes from the latest stakeholder meeting. Which two note items should the product owner consider as changes to the product backlog? (Choose two)

Team member wrote their brilliant new idea on a yellow sticker and put it on the kanban board.

Unprioritized user story - stakeholder B wants new and improved quality requirements!

Recommendation from stakeholder M to change a task in the current iteration.

Issue - but the team has this under control.

A project is more than halfway finished. The project manager noticed that the teams have not been conducting retrospectives at the end of every sprint. Instead, they are conducting them after the release, which is every 6 months. When the project manager addresses this problem during the all-hands meeting, the team responds that retrospectives are a waste of time because nothing changes. What should the project manager do in this situation?

Encourage the team to conduct retrospectives more frequently than twice a year because this is a chance to talk about what works and what doesn’t.

Respect the decision of the self-organized team.

Explain to the team that retrospectives are required in agile teams.

Agree with the team that there is little benefit in doing retrospectives after every sprint.

A critical project to improve a customer service process has failed. Even though all the end users were trained on the new service, they rejected the change and continued using their original process. Which of the following actions should the team take?

Engage the end user community and try to understand their concerns.

Escalate the lack of cooperation to the end users' functional manager.

Take note of the risks associated with the new implementation.

Repackage and execute the original plan.

A team lead receives an email from the product owner asking for a more precise view of actual time spent on tasks to apply more accurate business value estimates in the product backlog. The team is extremely busy, and deadlines are tight. How should the team lead answer this request?

Make sure the team is updating the burndown chart daily, so the product owner has an accurate view of the work completed.

Ask the product owner to supply the team with more specific and detailed user stories so they can understand the customer value desired better.

Explain that flexible estimating units enable the team to accelerate delivery of business value.

State that the team is extremely busy and can’t help right now.

The agile team has identified a lot of risks and issues, but the notes seem to be a bit unclear. Which two of the following are risks? (Choose two)

The new DevOps toolchain may be ready during this iteration.

The vision statement is misunderstood, resulting in flawed requirements.

The burndown chart is unclear; it has not been updated.

The tech lead for the project has resigned from the company.

A senior VP has indicated that there are additional requirements.

A project manager shifts to an agile approach for a project with an aggressive go-to-market time line. The project manager needs to revise the stakeholder engagement plan so that it follows agile principles. Which action should the project manager take?

Update the stakeholder engagement matrix.

Increase the number of formal training workshops to cover all relevant issues for all stakeholders, including the project sponsor and client.

Increase the number of stakeholder communication channels.

Make standup meetings mandatory for all key stakeholders

A project manager is working on a data center migration project and is developing the schedule management plan. The project was planned to last 40 days and the project sponsor wants it done in 35. Which action should the project manager take to amend this schedule for the new requirement?

Crash activities that are NOT on the critical path.

Increase duration of the critical path.

An organization’s policy states any change requested on a project that exceeds a certain amount and/or complexity must adhere to the organizational policy and procedures. The project manager just received an urgent change request (CR) from the customer, and they want it added to the change control board (CCB) agenda scheduled for tomorrow. However, the CR is incomplete. What should the project manager do?

Begin additional analysis of the CR.

Put it on the CCB agenda for tomorrow and address it there.

Return the CR to the customer because it is incomplete.

A construction project to build a luxury skyscraper is coming to an end. In advance of the handoff, the management team has been trained to take charge of all aspects of maintaining the building. The lead engineer from the development team expresses concern. During construction, substantial new technologies were introduced, and the engineering team learned new skills. What is the best way for the team to handle knowledge transfer in this case?

Set up additional training for the management team and include the engineering development team as key stakeholders.

Set up a contract for the engineering team to continue as consultants.

Require the engineering team to record their knowledge and make this available to the management team.

Conduct root-cause analysis (RCA) to determine the problem and set action items to resolve them.

A key team member has been offered a new opportunity and will be leaving the project team. The team is looking for a replacement but is unable to find anyone with the same level of skill. This team member has been with the project since it began, which was over 1 year ago, and has a lot of knowledge and skills that other team members lack. Which two actions should the team take to ensure project continuity? (Choose two)

Create a new work item in the product backlog to interview the departing team member and record the sessions.

Schedule knowledge transfer sessions with the departing team member.

Discuss the risk of a key dependency’s resignation in the next team retrospective.

Inform the team member’s manager that unless they find someone soon, it could be detrimental to the project.

Ask the departing team member to nominate existing team members who seem to have the best skills for certain tasks.

A collocated agile team is updating the ground rules based on the last iteration and retrospective. Which option should be excluded from the new ground rules?

There shall be no swearing during team meetings and participation in chess club on Monday evenings is mandatory.

Tell the truth and address any issues to the correct party (at the right time).

There shall be no email or surfing the web during team meetings and be present on-site between 9:00 am and 4:00 pm.

Ask for clarification if you are confused and do not interrupt one another.

Company H is completing a merger and has acquired several valuable assets from company Z that require specialist care, including intellectual property rights and museum artifacts. The team is conflicted about what to do, but the product owner has identified knowledge transfer—to ensure the new organization can maintain the collections properly—as one of the highest priorities for the merger. Which two of the following actions should the team take? (Choose two)

Pair leaders from each of the critical business elements in both companies for collaboration.

Hire specialists in intellectual property rights and museum management to lead a formal transfer.

Hold daily standup meetings to discuss the new roadmap.

Post updates in the monthly status report.

Create a backlog item to insure the artifacts and property that are most valuable.

A global organization is headquartered in a country that has just passed a law making it illegal for employers to contact employees outside of office hours. Because 85% of the employees live in this country, and the leadership team launched an initiative in employee wellness, the company has adopted the policy across the whole organization. However, just this weekend, the director of marketing sent an urgent email to the entire team demanding that they correct a mistake on the project prototype, ASAP! Two team members sent messages with a tone of panic to the team lead’s personal phone. How should the team lead respond?

Assure the director that the team will address the problem next week and tell the team members who messaged to have a nice weekend.

Remind the director that the team is not required to work outside of office hours.

Contact human resources (HR) and escalate this matter. They are all violating the new law and company policy.

A project team is building a pedestrian sky bridge across a major river. Some technical project team members are highly experienced with mega infrastructure projects. However, the team also includes many junior trainees who have little experience. This variance in team experience is listed as a risk that could affect team working conditions and safety, as well as the project build quality. At the team’s morning status meeting, a facilitator led a discussion about continuous improvement and asked the team how leadership and the company could help them improve. The team listed the five following answers. Which two actions can help this team improve? (Choose two)

Provide more learning opportunities.

Hire experienced workers next time.

Offer a remote working option and upgrade laptops

A global volunteer organization operates a continuous training model to improve the knowledge of all volunteers and members. They design custom training on a wide range of topics and deliver it virtually on the third Friday of every month. The team in charge of training brainstorms a list of ideas to check if the training is effective and adequate. Which item on this list will help determine the effectiveness of this training?

Perform a statistical sampling of attendees to find out what they learned.

Give trainees a pre-assessment.

Monitor how many people had their cameras on during the training.

Survey people about their areas of interest.

After months of information gathering and meeting with the community, a police force wants to design and launch an app to improve the quality of communication with members of the public, one of their critical stakeholders. How is this an example of continuous process improvement?

It is intended to improve efficiency and quality of communication between the police and members of the public.

People who use the app will automatically receive monthly updates about community initiatives.

The app development will be a separate agile track, which shows that the police force is using good project management.

A highly engaged agile team is forced to halt business operations when a major crisis occurs, closing offices and requiring employees to work remotely. Many team members who were high-performing contributors before the crisis are missing daily standups or attending meetings but turning their cameras off and not participating. Because of poor attendance, the project is not meeting sprint goals. Consequently, the project is not performing well. Which action is the most effective way to motivate the team?

Keep your camera on to lead by example and use an agenda that actively involves people in the meeting.

Skip the retrospectives to give people more time to work.

Award the consistent top contributors with a gift card at the next meeting to incentivize the others.

Send emails to absent team members requiring a written response on progress and give them negative feedback during their performance reviews.

PMI 10H

Authored by Chris Nguyen

English

Professional Development

Used 2+ times

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55 questions

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MULTIPLE CHOICE QUESTION

1 min • 1 pt

User testing on the last product release revealed low user interest in certain features that required a significant effort to develop. The team feels demoralized, and they want to make sure their future efforts are worthwhile. Success in the next iteration is critical as the competitor product is gaining market share. How should the team respond?

Team can brainstorm how to better understand the product vision.

Scrum master can coach the product owner on prioritizing the desired end-user features and engaging stakeholders.

Team lead can arrange a training session for everyone to learn about the benefits of a growth mindset.

Team lead can perform stakeholder analysis to find subject matter experts (SMEs) who can guide the backlog value ranking process.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project team is being sent overseas to lead an integration project at a subsidiary factory. To prepare, they review a transcript from the retrospective from a previous trip to identify the main problems. Which problem listed below can the team approach and potentially solve using servant leadership and active listening during the next iteration?

Host team is very unwilling to partner in training exercises.

Scheduling problems because host teams have dedicated non-working hours at different times of the day due to shift work.

Heatwave during site visit, so outdoor practical training was replaced by simulations.

Equipment is at risk from poor quality maintenance because of ineffective training

MULTIPLE SELECT QUESTION

1 min • 1 pt

The team lead is having a coaching session with a team member. Read the scenario and answer the question. Lead: We've noticed that your work is a few days late again. Team Member C: It is. I took extra time to fine-tune settings before handing off to the release team. Lead: OK. We have been through this for the last four sprints, and we need to resolve it. After sprint 3, you blamed a faulty technical setup for the delay, but we found out that was not accurate. Do you think you can give us more realistic estimates next time? Team Member C: Yes, I was wrong. I thought I was giving realistic estimates, but I realize that after three sprints, my method must be flawed. Lead: Do you want to do a planning session together so we can figure out a better way? Team Member C: Yes, that would be helpful. I know that my delay is causing stress on the team. Thanks! Which two steps in emotional intelligence (EI) has this team member just realized? (Choose two)"

Self-control

Self-discovery

Self-assessment

Self-definition

Self-management

MULTIPLE SELECT QUESTION

1 min • 1 pt

To improve its culture for workers, an organization’s leadership team wants to provide childcare services. Other personal services such as wellness and financial counseling are planned for the next calendar year. The project team needs to decide how to implement the new services. Leadership wants these services in place as soon as possible. The team holds a brainstorming session. Which two questions should the team explore to begin implementation of the services? (Choose two.)

Is this part of the company’s growth strategy?

How will the company determine who is eligible for the services?

How many team members and which skills will be required to implement the services?

Will the services be contracted out or maintained by company employees?

What are the benefits of these services?

MULTIPLE SELECT QUESTION

1 min • 1 pt

A project’s goal is to improve a company’s customer service process through automation and staff development. The team sent initial surveys to the staff to assess their satisfaction with the current process and are now analyzing the responses. These are the top four responses: • The current process works fine. • The current process needs fixing. • We need better training. • We do not need any more training. Which two activities should the project team perform first? (Choose two)

Job satisfaction survey

Likelihood-to-recommend (LTR) survey

Risk analysis

MoSCoW diagram

Lessons learned

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project manager has drafted a project management plan. While working with the stakeholders, the project manager observes that the key stakeholder’s priorities for the scope and schedule are vastly different from the priorities of all of the other stakeholders. Key stakeholder - site upgrades and user improvements in a 9-month project schedule. Stakeholders F, K, and S - user improvements in a 3-month project schedule. Stakeholder A has openly stated that the broader scope and longer schedule are necessary for project success. What should the project manager do first in order to get this project management plan approved?

Ask the key stakeholder to present data to support the business case for a longer schedule and broader scope.

Negotiate with all stakeholders until they agree to common scope and schedule baselines.

Facilitate a meeting with all stakeholders to agree to the scope and schedule baselines.

Proceed with the key stakeholder’s scope and schedule baselines.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

An agile team has identified several risks during their last retrospective, including the chance of hiring a contractor to double the speed of a critical investigation during the next iteration. How should the team classify this risk?

Emergent

Issue

Threat

Opportunity

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