Prep-Cast CAPM Domain#1 PM Fundamental & Core Concepts

A project manager is about to start the process of identifying quality requirements and standards for an infrastructure project. The project manager examines the project charter to gain a high level understanding of project objectives and reviews relevant information from the available components of the project management plan.

What else should the project manager do to gather inputs to the process?

• Review the requirements documentation to gain an understanding of the project and product quality requirements

• Conduct a brainstorming session with the project team and subject matter experts to develop the quality management plan

• Perform a cost-benefit analysis to determine if the planned quality activities are cost-effective

• Update the lessons learned register with information on challenges encountered in the quality planning process

In a meeting with all the project managers of a department-wide improvement program, the program manager states the program's mission and authority relationships.

As one of the project managers attending the meeting, what do the mission and authority relationships represent to your project?

• Organizational process assets

• Matrix organization

• Enterprise environmental factors

• Project requirements

At the sprint planning meeting, the team realizes that there is a high degree of uncertainty associated with the new technology required to develop the next product increment. However, further analysis suggests that there are only two possible outcomes from that uncertainty, a threat and an opportunity. The team prepares a solution for each one of the outcomes.

What else should the team do to address this uncertainty?

• Develop a team charter to ensure all team members follow the agreed-upon risk response

• Submit a change request to have the solution approved by the change control board

• Prepare a backup or contingency plan in case the initial solution is not viable or effective

• Create a burndown chart of the uncertainty and track it using the threat profile

During your most recent conference call, the key stakeholders suggest that it would be more helpful to them if the status reports were sent via email instead of the weekly call.

What area of communications management will you have to change to address the stakeholders' request?

• The communication method

• The communication model

• The project communications

• The communication channels

A project manager is wrapping up the hardware development phase of a project. The project will now transition to the software development phase. Unlike the hardware development phase, where requirements were clearly defined, the software development phase is characterized by unclear requirements that are going to change often as the phase progresses.

How might the project manager's role, as an integrator, change with this transition?

• Act as a servant leader by determining the relative size of the story points of the items in the product backlog

• Delegate the control of the detailed project work planning and product delivery to the project team members

• Ensure that the project team members each have specific tasks assigned to them and recorded in a Gantt chart

• Strengthen the change management controls to ensure that scope creep is minimized or entirely eliminated

You are leading a multi-phase project.

What should you do at the end of each phase?

• Monitor stakeholder engagement

• Transfer ownership of the deliverables

• Verify the deliverables

• Update business documents

A high-performing project team is on track to complete the product development within the remaining two iterations. Unfortunately, the project manager gets severely sick and won't be able to come back to work for the rest of the project duration. It's unclear how soon if at all, the organization will be able to find a replacement.

What should the team do?

• Take a self-study course on effective project management

• Self-organize to reduce user stories that may hinder project completion

• Rotate the facilitator's role among the team members

• Postpone project work until a new project manager is assigned

The development team completed 24 of the planned 28 story points for the sprint. During the sprint review, the customer approves the completed deliverables, but he admonishes the team as being lazy and incompetent for failing to complete the entire sprint backlog.

How should the scrum master respond?

• Meet with the customer in private and challenge them to be more respectful to the team

• Discuss the reasons for the failed sprint during the next daily standup meeting

• Encourage the team to commit to completing fewer story points for the next sprint

• Challenge the team to work on their days off until they cover the shortfall

At the yearly performance review, an agile coach receives a low score for their leadership skills. The coach's direct manager suggests that the coach develop their emotional intelligence competence to become a better servant leader for the team. The agile coach decides to create a path to develop their emotional intelligence.

At a high-level, what should this development path look like? (Drag and drop the items from right to left.)

• Team Leadership

• Step-1

• Self Management

• Step-2

• Relationship Management

• Step-3

• Social Awareness

• Step-5

• Self Awareness

• Step-4

The current sprint's goal is to develop subcomponents that will be integrated into functional deliverables. Due to the highly specialized nature of the subcomponents, each team member will have to complete their development tasks individually. Despite this, the project leader wants to ensure that the activities among the team members are properly coordinated.

What is the best course of action for the project leader?

• During sprint planning, review the interdependencies between the development tasks on the project schedule network diagram

• Ask for the team members' improvement suggestions while transferring the knowledge gained to the lessons learned repository

• Ensure that changes to the subcomponents are approved by the CCB to strengthen their alignment with the functional deliverables

• Encourage the project team members to actively participate in the discussions that take place during the daily standup meetings