Fast Track - Practice Test 1

In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0.75 and the cost performance index (CPI) is 1 25 The project manager must provide the first project status review soon and wants to emphasize that the project is under control

How should the project manager report the project status to key stakeholders?

• Prepare a detailed presentation for stakeholders on earned value including how it is calculated and the project's current earned value results

• Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget.

• Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control.

• Report that the project is not tracking as expected, but is still under control since the next project milestone is over a month away

Answer explanation

Explanation: the one that reflects the best practice of communicating project status to stakeholders, based on the earned value management (EVM) metrics and the project management plan. Reference: PMP Exam Set G – Q76 - This is a similar question with the same answer choices and a detailed explanation of why each option is correct or incorrect.

It also provides a reference to the PMBOK Guide, Sixth Edition, page 267.

During the implementation of a project the project team discovered a new opportunity After an internal review the project team agreed that the opportunity is outside of the project scope The project manager decided to update the risk register and escalate the opportunity to a higher level

What should the project manager do next with this opportunity?

• A. Share this opportunity with another project

• B. Establish a contingency reserve to support the opportunity

• C. Further monitor the opportunity

• D. No more action is required

Answer explanation

Explanation: This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an opportunity is a positive risk or uncertain event or condition that, if it occurs, has a positive effect on one or more project objectives1. Opportunities can be identified and managed throughout the project life cycle, using various tools and techniques, such as risk identification, risk analysis, risk response planning, and risk monitoring and control1. When an opportunity is outside of the project scope, the project manager should update the risk register to document the opportunity and its potential impact, and escalate the opportunity to a higher level, such as the project sponsor, the portfolio manager, or the organization’s management1. The higher level can then decide whether to pursue the opportunity or not, and allocate the necessary resources and authority to do so1. The project manager should share the opportunity with another project that may benefit from it, or suggest a new project to exploit the opportunity1. The other options are not correct because they do not follow the best practices of opportunity management. Establishing a contingency reserve is a risk response strategy for negative risks, not positive ones1. Further monitoring the opportunity is not sufficient to realize its benefits, and may result in missing the opportunity or losing it to competitors1. No more action is required is not a proactive or responsible approach to managing opportunities,

and may imply a lack of interest or commitment to the project objectives1. References:

✑ PMBOK® Guide

A key stakeholder for a construction project has been spending a lot of time at the site and interrupting the team's efforts What should the project manager do in this situation?

• A. Work to understand the key stakeholder's concerns and provide feedback in regular project status reports

• B. Arrange an ad hoc meeting to address the key stakeholder's concerns with team members

• C. Reinforce with the key stakeholder that the project is performing on schedule

• D. Escalate the situation to the project sponsor because the key stakeholder's behavior is impacting

Answer explanation

Answer: A

Explanation: According to the PMBOK Guide, the project manager should manage stakeholder

they occur. This includes understanding the stakeholder’s concerns, interests, and expectations, and providing timely and accurate information to keep them informed and satisfied. By working to understand the key stakeholder’s concerns and providing feedback in regular project status reports, the project manager can maintain a positive relationship with the stakeholder and avoid unnecessary interruptions and conflicts. References: PMBOK Guide, 6th edition, page 540-541, section 13.3.2.4 Manage Stakeholder Engagement: Data Analysis.

After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months. Based on the new timeline, what should the project manager do?

• A. Plan for overtime, apply crashing and fast tracking and share the risk of failure with project stakeholders.

• B. Review the project backlog looking for high-priority items and come up with a minimum viable product

• C. Seek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule

• D. Go over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the

Answer explanation

Answer: B

Explanation: According to the Professional in Business Analysis (PMI-PBA)® Guide, a minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development. A MVP is a way of delivering value to customers quickly and iteratively, while minimizing waste and risk. In this scenario, the project manager is faced with a drastic reduction in the project timeline, from 18 months to six months. This means that the original scope and schedule are no longer feasible, and the project manager needs to find a way to deliver a product that meets the customer’s needs and expectations within the new constraints. Reviewing the project backlog and prioritizing the

high-value items that can be delivered in six months is a sensible approach achieve this goal. The project manager can then work with the stakeholders to define and agree on the MVP that will provide the most value to the customer and the business. This option also allows for flexibility and feedback, as the MVP can

applying crashing and fast tracking, and sharing the risk of failure are options that try to compress the schedule without reducing the scope. These options may increase the cost, quality, and resource risks, and may not be acceptable to the stakeholders or the customer. Seeking approval to triple the project budget and hiring more people is an option that tries to increase the resources without reducing the scope. This option may not be feasible or realistic, as it assumes that the sponsor is willing and able to provide the additional funds, and that the project can benefit from adding more people in a short time. This option may also introduce communication, coordination, and integration challenges, and may not guarantee the delivery of the product in six months. Going over the critical path with stakeholders and explaining why it is not possible to deliver all the scope in the expected timeline is an option that tries to justify the original plan without considering alternatives. This option may not be satisfactory to the stakeholders or the customer, as it does not offer any solution or value proposition. This option may also damage the relationship and trust between the project manager and the stakeholders, and may result in the cancellation or termination of the project. Conclusion: Given the options, Option B stands out as the most viable and effective action.

Reviewing the project backlog and coming up with a MVP that fits the expected timeline addresses the customer’s needs and expectations, delivers value quickly and iteratively, and minimizes waste and risk. Among the presented choices, Option B emerges as the optimal solution. PMP Exam Content Outline Mapping Domain Task Process Task 2: Execute the project Topics Covered Minimum Viable Product (MVP) Project Backlog Prioritization Value Delivery References: (Professional in Business Analysis Reference Materials source and documents)

✑ Professional in Business Analysis (PMI-PBA)® Guide, Chapter 5, Section 5.3.1.2

✑ A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.2.2.2

✑ The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.2

During the course of a project the project manager's immediate director is communicating directly with the client to approve changes without the project manager's knowledge This is causing confusion in the project team where the scope is changing in the background, but only being mentioned in project meetings

How should the project manager handle this?

• A. Communicate directly with the director and inform them of the communications management plan

• B. Communicate directly with the client stating that any scope changes must go through the project manager

• C. Review the stakeholder engagement plan and put in place any existing actions accordingly

• D. Discuss the issues with the project team and let them know that the project manager will handle scope

Answer explanation

Answer: A

Explanation: The project manager should communicate directly with the director and inform them of the communications management plan, which defines how the project information will be exchanged among stakeholders, including the client. By doing so, the project manager can clarify the roles and responsibilities of the project team and the director, and ensure that the project scope is managed according to the agreed process.

This will also help to avoid confusion, conflicts, and unauthorized changes in the project. References: (Professional in Business Analysis Reference Materials source and documents)

✑ PMBOK Guide, 6th edition, section 10.1.3.1, page 366

✑ PMP Exam Prep, 10th edition, Rita Mulcahy, page 357

✑ PMP Practice Questions #49 - iZenBridge1

The project manager has observed that two team members have been arguing with each other openly at meetings To push their ideas through, each team member individually spoke with the sponsor directly and made decisions without informing the project manager or other team members

What two actions should project manager take? (Choose two)

• A. Ask the team members to work it out themselves

• B. Discuss this situation with other project managers and ask for advice

• C. Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules.

• D. Address the behavioral issue with each team member

• E. Discuss the behavior directly with their managers and request them to correct the behavior.

Answer explanation

Explanation: This answer is based on the PMBOK® Guide, which is one of the reference materials for the

PMP exam1, and the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam2. According to the guides, the project manager is responsible for managing the project team, which includes developing, leading, and motivating the team members, as well as resolving any conflicts or issues that may arise among them12. The project manager should also establish and enforce the ground rules for the project team, which are the agreed-upon standards of behavior and expectations

for the team members, such as communication protocols, decision-making processes, meeting guidelines, and conflict resolution methods12. When the project manager observes that two team members have been arguing with each other openly at meetings and bypassing the project manager to influence the sponsor, this indicates a serious breach of the ground rules and a potential threat to the project performance and harmony. The project manager should take the following two actions to address this situation:

✑ Reiterate ground rules at the next meeting and ensure that all team members are clear about these

rules. This action will remind the team members of their roles and responsibilities, and the expected norms of conduct for the project team. It will also reinforce the authority and accountability of the project manager, and the importance of following the agreed-upon procedures for communication and decision-making. This action will help to prevent further escalation of the conflict and restore trust and respect among the team members12.

✑ Address the behavioral issue with each team member. This action will allow the project manager to

understand the root cause of the conflict, and the perspectives and interests of each team member. It will also enable the project manager to provide constructive feedback, coaching, or counseling to each team member, and to facilitate a collaborative resolution that satisfies both parties and aligns with the project objectives. This action will help to improve the performance and morale of the team members, and to foster a positive and productive team culture12.

The other options are not appropriate because they do not address the problem effectively or ethically. Asking the team members to work it out themselves is not a responsible or proactive approach, as it may lead to further deterioration of the relationship and the project outcomes. Discussing this situation with other project managers and asking for advice is not a confidential or respectful way to handle the issue, as it may expose the team members to gossip or criticism, and undermine their trust and credibility. Discussing the behavior directly with their managers and requesting them to correct the behavior is not a fair or empowering way to deal with the issue, as it may create a perception of blame or punishment, and damage

✑ PMBOK® Guide

✑ PMI Guide to Business Analysis

A product company is transforming the way it develops and releases products in the market Executives believe that this is a high-risk initiative, and this initiative must be successful

What should the project manager do in this scenario?

• A. Develop a business case with assumptions for the new model

• B. Develop a communications management plan to inform the employees about the new business model

• C. Adopt an iterative rollout approach that delivers the highest business value earlier

• D. Develop a detailed sprint plan with clear deliverables

Answer explanation

Answer: C

Explanation: An iterative rollout approach is a way of delivering a product or service incrementally, rather than in one big launch. This allows the project team to test and validate the product with real customers, get feedback, and make adjustments as needed. This reduces the risk of delivering a product that does not meet the customer’s needs or expectations, or that has major defects or errors. By delivering the highest business value earlier, the project team can also demonstrate the benefits of the new model to the executives and stakeholders, and gain their support and confidence. An iterative rollout approach is consistent with agile project management principles, which are recommended for high-risk and

high-uncertainty projects. References:

✑ The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 5: Solution Evaluation, Section 5.3.2: Validate Solution

✑ Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2: Validate Solution

✑ Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section

5.14: Incremental Delivery Planning

✑ Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation, Section

9.3: Assess Proposed Solution

A project manager is assigned to lead a newly formed agile team. The functional manager has assigned tasks to team members, but the team members do not feel empowered.

How can the project manager promote empowerment and accountability among the team?

• A. Assign the tasks individually based on the role of the team member to ensure expertise on the subject.

• B. Encourage and assign the team to perform demos of their products or software with the customers

• C. Give the team autonomy to make their own decisions on how to perform the tasks.

• D. Encourage the team to keep the product owner involved when choosing ways to resolve the given task

Answer explanation

Answer: C Explanation:

This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1, and the PMP Examination Content Outline, which is based on the Project Management Professional (PMP) objectives and content2. According to these sources, one of the key principles of agile project management is to empower the team to self-organize and self-manage their work, rather than assigning tasks or dictating solutions34. Empowering the team means giving them the authority, responsibility, and accountability to make their own decisions on how to perform the tasks, within the agreed- upon scope, quality, and schedule criteria34. Empowering the team also means providing them with the necessary resources, tools, information, and support to enable them to deliver value to the customer34. Empowering the team can promote collaboration, innovation, ownership, motivation, and satisfaction among the team members, as well as improve the quality and speed of the project outcomes34. The other options are not correct because they do not foster empowerment and accountability among the team. Assigning the tasks individually based on the role of the team member may ensure expertise on the subject, but it may also create silos, dependencies, and bottlenecks in the team, and reduce the flexibility and adaptability of the team to changing customer needs34. Encouraging and assigning the team to perform demos of their products or software with the customers may increase the feedback and validation of the project deliverables, but it may not necessarily empower the team to make their own decisions on how to perform the tasks, especially if the functional manager or the project manager still controls the scope, quality, and schedule of the project34. Encouraging the team to keep the product owner involved when choosing ways to resolve the given task may enhance the alignment and communication between the team and the product owner, but it may also undermine the autonomy and creativity of the team, and create a

✑ PMP Examination Content Outline - January 2021

✑ The PMI Guide to Business Analysis

✑ Business Analysis for Practitioners: A Practice Guide

✑ Professional in Business Analysis Reference Materials

A project manager has been asked to lead a project. The performing organization does not have a project management office (PMO) or formal governance policies procedures, and guidelines for this type of project What should the project manager do first to determine a governance approach for the project?

• A. Consult a subject matter expert (SME) as to the best governance policies, procedures, and guidelines to be used by the project governance policies procedures, and guidelines

• B. Consult with team members and stakeholders to determine whether the organization has any informal

• C. Choose either a predictive or agile framework best suited to the nature of the project, and use this framework as the basis for project governance policies, procedures, and guidelines

• D. Coach the self-managing team to produce tailored governance policies, procedures and guidelines for the project

Answer explanation

Answer: B

Explanation: According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and preferences. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements. References:

✑ PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4

✑ How to use Consensus Decision-Making for Project Management by Grace Windsor

In the beginning of project execution, the project manager finds out that a key resource will be unavailable for two weeks which could cause a delay to the schedule What should the project manager do first?

• A. Assign the tasks to another resource, and ask the resource to work double shifts

• B. Update the schedule to reflect the project's changes in duration

• C. Ask human resources (HR) for a replacement, and update the nsk register

• D. Update the resource management plan and resource allocation chart accordingly

Answer explanation

Answer: D Explanation:

According to the PMBOK Guide, the project manager should update the resource management plan and resource allocation chart to reflect any changes in the availability and assignment of resources. The resource management plan describes how the project resources will be acquired, allocated, managed, and released. The resource allocation chart shows the planned and actual allocation of resources over time. By updating these documents, the project manager can communicate the impact of the resource unavailability to the project team and stakeholders, and plan for alternative solutions to mitigate the schedule risk.

References: PMBOK Guide, 6th edition, page 318-319, section 9.1.3.1 Resource Management Plan; page 321, section 9.2.3.1 Resource Allocation Chart.