Font size
S
M
L
XL
WorksheetsSG20 Baseline 2
Total questions: 180
Worksheet time: 3hrs 0mins
Name
Class
Date
1.
A project manager who was just assigned to an information technology project found a compatibility issue with the technical infrastructure. Which step should the project manager take first to solve the problem?
a)
Examine if there is an alternate solution.
b)
Escalate the issue to the technical infrastructure team.
c)
Check the lessons learned database.
d)
Consult the project sponsor about the issue.
2.
A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. Some of the key stakeholders missed the analysis session, and hence, their input was not factored in. What is the main impact of these absences on the project?
a)
Important project approval was not received.
b)
There is inconsistent input on benefits from various key stakeholders.
c)
There is inconsistent input on risks from various key stakeholders.
d)
Conflict in subsequent phases of the project may result.
3.
A project manager is working on a deployment project to replace some equipment that will soon become obsolete. A review of the schedule and cost has revealed that a 5-month delay is likely. How should the project manager address risks from the delay?
a)
Analyze the business impact in order to reprioritize the deliverables.
b)
Request to negotiate with the vendors for a longer support period.
c)
Ask to order new equipment immediately so there will be no support issue.
d)
Acknowledge these constraints and take them into account when planning.
4.
During project execution, a project manager is informed that critical resources will soon be removed from the project. What should the project manager do?
a)
Schedule a meeting to keep the stakeholders informed.
b)
Inform the stakeholders at the next scheduled review meeting.
c)
Update the risk register with this risk to project resources.
d)
Request resource leveling.
5.
A stakeholder complains that one of the product's components is not easy to use. What should be the immediate next step for the project manager?
a)
Check if the component meets the design and performance specifications as per the acceptance criteria.
b)
Clarify product acceptance criteria with the stakeholder.
c)
Ask a user experience expert to explain to the stakeholder why the component was designed that way.
d)
Raise a change request according to the stakeholder’ requirement.
6.
During the planning phase of a project, the project manager is having trouble identifying stakeholders. Without input from the correct stakeholders, getting user feedback will be difficult. What should the project manager do?
a)
Review the stakeholder engagement plan.
b)
Inform the project sponsors.
c)
Refer to the Project Charter to identify stakeholders.
d)
Review the project scope document.
7.
A project team is in sprint 13 of a fourteen-sprint project. The project team placed a game-changing feature on the backlog for the next release that closely resembles a feature that a competitor is now launching. The product owner is insisting this game-changing feature be incorporated in the current release. What should be the next step for the project manager?
a)
Set up a review meeting with the development team to understand the magnitude of work required.
b)
Perform the required assessments to understand the change and raise a change request with the change control board (CCB).
c)
Meet with the product owner and project sponsor to discuss the change and decide on a way forward.
d)
Inform the product owner that this feature cannot be included in the current project management plan and it will be added to the next release.
8.
Critical project equipment is being produced by an overseas vendor. A quality survey revealed noncompliance with some of the project specifications. What should the project manager do next?
a)
Assign project personnel to oversee the vendor's facility to ensure compliance with the specifications.
b)
Review the production contract to determine if the referenced specifications were included in the contract addendum.
c)
Schedule a workshop with vendor representatives to provide an overview of the project specifications.
d)
Schedule regular meetings with the vendor to personally control this situation.
9.
A project manager is overseeing a procurement project, and the company has a dedicated procurement management team that handles contracts. The quarterly report identifies six contracts that do not align with the company objectives. What will be the most suitable action for the project manager to take?
a)
Keep the six contracts even though they do not align with the company objectives.
b)
Recommend to terminate all six contracts that are not aligning with the company objectives.
c)
Ask the project sponsor to revise the requirements of the contracts.
d)
Request the customer to revise the requirements of the contracts.
10.
A virtual team is midway through a sprint of a complex task and is ahead of schedule. During the daily standup, which often tends to end early, a new team member interrupts and asks everyone to define their role and what they worked on prior to this sprint. How should project manager handle this situation?
a)
Address the situation immediately and make sure the new team member has all the information they need to be successful.
b)
Respectfully inform the team member that this would be best taken care of in another meeting.
c)
Team members are not supposed to interrupt in meetings and project manager can ask them to keep quiet.
d)
Allow the new team member to ask the team whatever questions are needed for clarification.
11.
During a progress meeting, the project team learns that an identified risk materialized. The project manager decides to execute the risk response plan, but the contingency reserve does not cover the total budget for that plan. What should the project manager do?
a)
Ask the project sponsor to apply the management reserve to cover the rest of the amount.
b)
Ask the project sponsor to provide an additional budget to account for the additional risk response.
c)
Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
d)
Use the contingency reserve and study how to reduce the project budget to cover the remaining work.
12.
A non-colocated project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, which often end early for this team, a new member of the team interrupts and asks everyone to explain their roles and what they are planning on working on for the next sprint. What should the project manager do?
a)
Address the situation immediately and answer the new team member directly.
b)
Inform the team member that this would be best handled in another meeting.
c)
Ask each team member to explain their role and what they will work on for the next sprint.
d)
Set up one-on-one meetings with each team member and the new team member.
13.
During a project closing review meeting, the Project Manager notes that a software development task took longer to complete than was planned. Which action should the Project Manager take for continuous project improvement?
a)
Update the performance data in the lessons learned register.
b)
Update the risk register so the problem will not happen in the future.
c)
Update the problem in the issue log and distribute it to the project team.
d)
Update the communications management plan with reviewed details of the problem.
14.
A project manager has requested to purchase the same parts from two vendors. Vendor A informs the project manager that they fulfilled a similar order two months ago, which was 2% under the original planned cost. Vendor B has delivered consistently on the orders but has announced a pricing increase. How should the project manager evaluate this situation?
a)
Review the agreements and procurement documentation for vendor B to force them to keep the original pricing.
b)
Evaluate the contract clauses to reduce the orders from vendor B, and buy them from vendor A to improve project indicators.
c)
Use the metrics from vendor A to request better pricing from vendor B, keeping both providers as a risk mitigation strategy.
d)
Review the work performance information of both vendors against their contracts to find the preferred supplier.
15.
While closing a project, the client finds some defects in the deliverable. What should the project manager do next?
a)
Review the output against the acceptance criteria.
b)
Extend the project until all deliverables are accepted.
c)
Persuade the client to accept the output as is.
d)
Pay the penalty for the defective item.
16.
An organizational transformation project has two workstreams running in parallel between corporate headquarters and an overseas office. Before kick-off, the project manager is scheduled to meet the overseas office leader. What should be the focus of the meeting?
a)
Inform the overseas office leader of the business' strategic value, the key deliverables, and their expected involvement.
b)
Agree on the choice of procurement strategies to be used by the overseas office.
c)
Help the overseas office leader communicate with corporate staff about the project.
d)
Define and assign a subject matter expert (SME) for the project to represent the overseas office.
17.
A client has contracted a company to manage a large project in an agile environment with many subcontractors. The client is giving direct orders to the subcontractors, rather than to the contractor's project manager. This has created conflict within the team. What should the project manager do to prevent this situation from occurring again?
a)
Keep the team informed about client expectations.
b)
Invite the client to the team planning meeting.
c)
Tell the team to avoid conflicts with the client.
d)
Ask the client not to give direct orders to the subcontractors.
18.
During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project. What should the project manager do?
a)
Negotiate with the project sponsor to retain the SME on the project.
b)
Ensure there is sufficient knowledge transfer between the SME and their replacement.
c)
Provide the new SME with the Curriculum Vitae (CV) of the previous SME.
d)
Meet with the project sponsor to explain the conflicts among the project team.
19.
After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not completely comfortable with some of the agile processes followed in the project. When should the project manager talk about this and make adjustments?After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not completely comfortable with some of the agile processes followed in the project. When should the project manager talk about this and make adjustments?
a)
At the next daily meeting.
b)
At the lessons learned workshop at the end of the project.
c)
At the next retrospective meeting.
d)
At the planning meeting for the next iteration.
20.
A project manager is assigned to take over an ongoing project. During the quality review, it is found that 40% of the deliverables have defects and require rework, with an expected worsening trend. What should be the project manager's first step?
a)
Evaluate the cost of the rework.
b)
Review the quality management plan.
c)
Review the user stories.
d)
Perform a root cause analysis.
21.
A customer reviewed a product and requested additional features that were not in the requirements documentation. The work in progress (WIP) limits have already been optimized for the teams working on different work components. How should the project manager begin to resolve the customer requirements?
a)
Build the product according to the previously agreed customer requirements.
b)
Obtain details for the new items and submit them to the Change Control Board.
c)
Breakdown work on additional features with existing component teams.
d)
Release increments of the new items for customer validation.
22.
A key member of a project team publicly asserts that another team member has been speaking negatively about them. The team member threatens to quit their job if the project manager does not take immediate action to address the conflict. What should the project manager do first?
a)
Call a team meeting because the project is in jeopardy without the key team member.
b)
Meet with the accused team member to understand their point of view.
c)
Schedule a meeting in the future to allow the issue to diffuse over time.
d)
Decide to remove one of the two members off the team to address the conflict.
23.
A project team member repeatedly requests more granular details on a work package than the Gantt chart indicates. The other project team members feel that the current Gantt chart is sufficiently detailed. What should a project manager do to address this situation?
a)
Create a new communication channel with granular updates.
b)
Ensure that the team member understands the granular information retreival process.
c)
Remind the project team member that the Gantt chart was the agreed format.
d)
Continue to ignore the project team members' requests.
24.
An organization is adopting an agile approach to fulfill their customer's requirements within a shorter time period and with better quality. Prior to that, the organization worked with specialized resources and project managers who were assigned to the project for a fixed amount of time. What should the organization change to better adopt the agile approach for resource planning?
a)
The product owner should request specialists to be assigned to the team only when they are required.
b)
The agile team should consist of generalists and specialists who continuously learn and improve throughout the project duration.
c)
The agile team should decide on which customer requirements will be developed and delivered.
d)
The customer involvement will have to be reduced in order to avoid disruptions since the team will not always have the same set of members.
25.
In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks. What should the team do?In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks. What should the team do?
a)
Conduct brainstorming.
b)
Use the nominal group technique.
c)
Conduct a release plan meeting.
d)
Use prototypes.
26.
In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinted at team friction caused by the previous project manager's constant demands for rapid delivery. What approach should the new project manager adopt to quickly establish credibility with the team?
a)
Do what the team needs done, and maintain the action log and provide feedback.
b)
Help the team succeed with excellent service, on-time commitments, and adequate budget.
c)
Assess the culture of the team, and observe and interact with them.
d)
Have the team explain what is needed, and create tasks and report progress on those tasks.
27.
An organization makes an acquisition of a similar product halfway through the development cycle of a potential product. This might create an overlap in the product portfolio. What should the project manager do next?
a)
Assess the feasibility and viability of the project with the product owner.
b)
Continue to develop the product for the benefit of the organization.
c)
Discuss the potential impact of the acquisition with team members.
d)
Halt the project until a clear path emerges for the product roadmap.
28.
After emailing a recent project status report, the project manager learns that a number of recipients are no longer involved with the project. The email distribution list was based on the communications management plan. Which action should the project manager take first to verify the distribution list for future status reports?
a)
Review and update the stakeholder engagement plan.
b)
Review and update the communications management plan.
c)
Review and update the project management plan.
d)
Review and update the resource management plan.
29.
A program team, distributed across three different countries, is having a difficult time arranging meetings. The team members are also unclear about the program requirements and are having trouble getting their questions answered. What should be done to increase project success?
a)
Work independently until it is necessary to integrate the work.
b)
Review the communications management plan and increase information sharing.
c)
Increase frequency of team meetings to discuss any questions.
d)
Bring questions to the functional managers to resolve issues across the team.
30.
An agile team has members in several countries. Daily meetings are conducted in a common language over a conference call, and the project manager takes notes to track work progress. Differences in pronunciation and vocabulary make it extremely difficult for members to understand each other. What should the project manager do to improve project efficiency?
a)
Use the call to verbally summarize the work status as reported by members.
b)
Use an electronic Kanban board to give a visual summary of the work progress for each member.
c)
Ask for a change in the project's budget to provide access to a real-time translation service so members can listen to the meeting in their own language.
d)
Ask team members to report daily on the work completed, work to do, and blockers, which will be sent to the team's email distribution list.
31.
A project manager is assigned to a new project. The requirements are still evolving, but there is a need to deliver business value quickly. What approach should the project manager take in this situation?
a)
Develop mitigation strategies to address the risks of evolving requirements.
b)
Use a product backlog and complete the highest priority requirements first.
c)
Ensure scope changes are documented in the requirements traceability matrix.
d)
Develop a feature burndown chart and show progress on requirements.
32.
An experienced project manager is mentoring a new project manager assigned to their first project. As the new project manager becomes familiar with the project scope and the corresponding list of stakeholders, they are overwhelmed by the number of stakeholders. What should the experienced project manager tell the new project manager to do next?
a)
Perform a stakeholder analysis to determine relative importance.
b)
Categorize key stakeholders using a workbook register.
c)
Update the communications management plan with stakeholder preferences.
d)
Prioritize stakeholders based on the stakeholder register.
33.
During a standup meeting, team members of a software development team discovered that one of the developers is struggling to complete work due to a lack of experience with test automation. The team member is worried that this might have an impact on achieving the sprint goal. A quality assurance engineer on the team has automation testing experience and becomes aware of the problem but is busy preparing a presentation to new employees. What action would increase the chances of achieving the sprint goal?
a)
Give the automation work to the engineer as soon as the presentation is finished.
b)
Train the developers on quality assurance and automation work.
c)
Ask the engineer to shift their work to support the developer as soon as possible.
d)
Remove the current activity from the sprint, and reprioritize when the quality assurance engineer is available.
34.
An oil refinery project is in the middle of the execution phase. The project team found that the project is delayed because of an environmental regulation change, procurement delays, and a change in government. However, the project deliverable is still urgently needed. What should the project manager do next?
a)
Terminate the project immediately, avoid further loss through more expenditure, and absorb the current loss.
b)
Review the impact of the changes, comply with the new regulations, then propose a realistic plan.
c)
Make the necessary arrangements for the procurement materials, and continue the project as planned.
d)
Stop the project and negotiate with the new government to pay the invoices for work done up to that point.
35.
An agile project is in the first of six iterations. The team is located globally, so the meetings are in a virtual environment. After the fifth daily meeting, the project manager realize that not all members are actively participating. What should the project manager do?
a)
Ask the team members why participation is lacking.
b)
Engage and guide the team to encourage all members to participate.
c)
Ask each team member individually to participate in future meetings.
d)
Allow the team to find their own way to fully participate.
36.
While reviewing progress, in the middle of an iteration, the Scrum Master points out a major risk due to a user story dependency. What should the project manager do next?
a)
Update the product backlog to include the dependency.
b)
Update the impacted plans and monitor the risk.
c)
Enter the risk in the iteration’s risk register.
d)
Involve the team to complete risk analysis.
37.
A project manager is working on a project to modernize a bank's information technology (IT) infrastructure. The project manager recently received approval of the project's change management plan from the project sponsor. The project sponsor now requests that the project manager implement a new piece of technology in the solution. What should the project manager do next?
a)
Add the new technology as a risk in the risk register.
b)
Submit a change request to the change control board (CCB).
c)
Update the schedule and cost baselines to document the new technology.
d)
Request the project sponsor to procure the new technology.
38.
A developer is complaining about the time spent on daily standups, updating stories, creating tasks, and reviewing dependencies between stories instead of developing code. Other team members support the comment. What should a servant leader do next?
a)
Ask for suggestions on how to manage their time more effectively.
b)
Reduce the interactions among team members to increase development time.
c)
Explain the definition of an information radiator to the project team.
d)
Acknowledge the frustration and emphasize the benefit of each activity.
39.
A developer has completed the deliverable for a feature. The product owner is not sure how to assess the quality of the deliverable. Considering that the project is using an agile approach, what kind of tool or technique should the product owner use?
a)
Expert judgment
b)
Decision making
c)
Demonstrations/reviews
d)
Checklists
40.
During execution, the customer submits a change request to maintain the project's business value, which has been threatened by a recently implemented government regulatory change. The project manager analyzes the change, which will require 50% of the project deliverable to be reworked and will incur in additional costs to the customer. What should the project manager do?
a)
Submit the change request to the CCB as the customer is absorbing the cost.
b)
Submit the change request to the CCB and advise the panel to consider rejecting the request due to its impact.
c)
Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
d)
Submit the change request to show the change as having no impact, then proceed with the request without notifying the CCB.
41.
A project manager is leading a complex software development project. The project team cannot agree on which process to use when solving a specific problem. What approach should the project manager take to help bring the team to consensus?
a)
Exert expert authority and define the path forward for the team.
b)
Update the responsible, accountable, consult, and inform (RACI) matrix and assign the work to a different team.
c)
Assign a new team lead who has experience in solving similar software development problems.
d)
Facilitate a meeting and encourage team members to come up with potential solutions.
42.
During project closure, the team considers that the final sprint retrospective is not necessary because there are no remaining sprints. What could be a possible helpful outcome of holding this sprint retrospective?
a)
Improvement in velocity if the same team is formed in the future
b)
Promotion opportunities for the team members
c)
Information that could be useful for future projects
d)
Tips for adapting to working together if that happens in the near future
43.
Some of the project's materials have been ordered from overseas. The project team has concerns that the materials may not reach the site on time due to a customs clearance delay that will affect the critical path. How should the project manager handle this concern?
a)
Ask the logistics team to arrange an expedited clearance.
b)
Revisit the risk register and implement the respective risk response.
c)
Identify the root cause of the delay and add it to the issue log.
d)
Ensure the suppliers cover any additional costs due to the delay.
44.
During a one-year project, a team delivered everything as requested and defined by the product owner and met all of the sprint goals. The project was on track regarding schedule, scope, and budget. A few months after the project release, the product satisfaction surveys show that the customer's level of satisfaction is surprisingly low. What should the project manager do to prevent this situation in the future?
a)
Hold a kick-off meeting at the beginning of the project.
b)
Improve application of test automation techniques.
c)
Increase project management office (PMO) involvement.
d)
Conduct periodic reviews with customer involvement.
45.
A project manager has just received news that a new regulation has been adopted and the expectation is that that the project will be delivered compliant with this new regulation. This was previously documented as a risk item with a low probability and a moderate impact. What should the project manager do to address the issue?
a)
Revisit the risk register and update the rating and response.
b)
Update the issue log and apply corrective action.
c)
Revise the project management plan.
d)
Initiate a change request for the updated regulation.
46.
A project manager was recently assigned to an investigation project. Due to the complexity of the project, the project manager is unsure if any regulation applies. How should the project manager determine which regulations apply to the project?
a)
Consult with a manager who has a higher level of authority for this decision.
b)
Contact the project management office (PMO) manager as they are in charge of determining the regulations required for agile projects.
c)
Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any regulations are applicable.
d)
Request a signed letter from the client to confirm if any regulations apply to any project deliverables.
47.
During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the meeting. What should the project manager have done to prevent this from happening?
a)
Established a fixed communication platform to provide updates on the project to all stakeholders.
b)
Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project.
c)
Developed the project charter including the roles and responsibilities of all the stakeholders.
d)
Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.
48.
An agile team is developing a product that has no room for additional scope due to budget constraints. The customer is requesting a new independent feature be added to the solution in development. What should be the project manager's next step?
a)
Add the new feature to the product backlog.
b)
Evaluate the new feature and collaborate with the customer.
c)
Reject the new feature.
d)
Reprioritize the product backlog items.
49.
During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior team member is an expert and a critical resource for the project. How should the project manager address this?
a)
Discuss this with the resource personally, then update the resource management plan if necessary.
b)
Discuss this with the functional manager, then update the resource management plan if necessary.
c)
Discuss this with the functional manager, then update the team charter if necessary.
d)
Discuss this with the resource personally, then update the team charter if necessary.
50.
A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle. The project manager finds there are significant differences of opinion within the project team, leading to major setbacks for the project. What should the project manager do in order to help overcome differences and bring the project back on track?
a)
Promote conversation among team members in upcoming review meetings to help solve the problem.
b)
Wait for the next iteration review to let the team members talk things over and solve the problem.
c)
Allow the team to self-organize before the next iteration to solve the problem.
d)
Reach out to their functional managers so they can talk to the team members and solve the problem.
51.
A project is in execution. The project manager was just reassigned to another strategic project, and the project was handed off to a new project manager. The project is currently facing issues with the quality and scheduling of some of the deliverables. What should the new project manager review first?
a)
Work breakdown structure (WBS)
b)
Quality metrics
c)
Stakeholder register
d)
Risk register
52.
A newly launched product prototype is receiving a number of customer complaints. To reduce negative feedback, the team comes up with an action plan. At the end of the quarter, however, the project manager finds there is no significant reduction in complaints. What should the project manager do next?
a)
Identify the key performers on the team and recognize them appropriately.
b)
Identify the team members who lack the required skills and train them.
c)
Revisit and reevaluate the project’s key performance indicators (KPIs).
d)
Report the status to the executive management team and seek help.
53.
During a retrospective meeting, some team members strongly disagree with how the product owner and scrum master have handled some issues related to the scope of the last cycle. What should the project manager do first?
a)
Review the backlog with the product owner to ensure the scope is appropriate.
b)
Collect all available information from the team and address the problem.
c)
Schedule a meeting with only these team members to discuss the scope.
d)
Address the differences with the product owner and scrum master.
54.
A project manager is working on an internal project and notes that the visions/goals of other department leaders are not clear. This creates confusion and ambiguity within the project team, and it is becoming difficult to distinguish between the wish list and scope items. Which document should the project manager review to clarify this situation?
a)
Project Charter
b)
Communications Management Plan
c)
Risk Register
d)
Stakeholder Engagement Plan
55.
A project manager does not attend the daily stand-up meetings frequently. After attending one particular meeting, the project manager noticed that the meeting was not productive. What should the project manager do to improve the situation?
a)
Analyze the dynamics of these meetings, remove impediments, and provide feedback.
b)
Ask the team to send meeting minutes to the project manager after each daily meeting.
c)
Start attending daily meetings to promote a better collaboration effort with the team.
d)
Delegate the responsibility to the product owner to facilitate future daily review meetings.
56.
A company is implementing Agile. Which action should the project manager take to ensure they are acting as a servant leader?
a)
Keep strict control of the team and their activities.
b)
Serve as a backup in case a team member becomes ill.
c)
Ensure the team follows all processes as defined without questioning them.
d)
Understand the bottlenecks and support the team to remove them.
57.
Although a project is performing within its time, scope, and budget constraints, the project manager learns that the project sponsor is unhappy with its progress. What should the project manager have done to avoid this situation?
a)
Written a project charter.
b)
Obtained approval on project requirements.
c)
Reviewed and confirmed the stakeholder analysis.
d)
Developed a communications management plan.
58.
A project manager is delivering a complex project for a client who has their own project manager. The client's project manager is the sole decision maker for the project, but is not the delegated financial authority. For every financial decision, the client's project manager must seek approval from a higher authority. This additional step has caused significant impacts on the resource management, cost, and time of project delivery. How can the project manager resolve this problem?
a)
Raise this problem in the quarterly project status report.
b)
Add the problem to the lessons learned report.
c)
Escalate the problem to the project steering committee.
d)
Discuss the problem with the client's project manager.
59.
During the execution of a project in a remote area, team members complain about the way one team member behaves after work. What should the project manager do to solve this problem?
a)
Call a meeting with the team to discuss the problem.
b)
Plan a team-building session to discuss the problem.
c)
Review the stakeholder's expectations and discuss this with the team.
d)
Review the team norms and discuss this with the team.
60.
A project manager is experiencing issues with the functional manager of a project team member. The functional manager has given the team member another assignment and has told the team member that the previous project should be a lower priority. What should the project manager do?What should the project manager do?
a)
Escalate the issue to senior management.
b)
Communicate the importance of the project to the team.
c)
Refer the functional manager to the project charter.
d)
Request additional resources for your project.
61.
A project manager has been hired to lead a multinational enterprise program with a geographically distributed team. There is a difference of opinion among team members about status reporting. How should the project manager resolve the issue?
a)
Adhere to the communications management plan.
b)
Escalate the issue to the project sponsor.
c)
Ask the team members to resolve the issue internally.
d)
Create a new template for status reporting.
62.
A project manager is leading a new implementation project with a global project team. As team members are in different geographical locations and time zones, the project manager has to decide on the most effective team engagement strategy. What is the first action the project manager should take?
a)
Develop a communications management plan.
b)
Set up daily conference calls to track work.
c)
Ask all team members to utilize an online task board.
d)
Ask team members to align their work schedules.
63.
While working on a long project with many changes, a project manager is informed by a team member that some users are uncomfortable with certain product functionalities released in the previous iteration. Which action should the project manager take?
a)
Ensure that the team assignments are clear.
b)
Obtain stakeholder feedback and team insights.
c)
Communicate the changes to the team and external stakeholders.
d)
Update the change log and issue log.
64.
A project manager is addressing an impediment to a lengthy organizational process. The duration of the project is planned for 6 weeks but can be finalized within 3 weeks. What should the project manager do?
a)
Consider making work visible using Kanban.
b)
Encourage the team to analyze the effect of the barrier.
c)
Meet with the project sponsor to remove the setback.
d)
Assign a team member to solve the problem.
65.
A company has hired a project manager to implement an adaptive project framework. Project has made some progress, but the team is frustrated because client does not provide feedback or participate in defining acceptance criteria. What could have caused this situation?
a)
Development team has no experience in managing an adaptive project.
b)
Client plans to implement project and does not need to participate.
c)
Client does not understand the importance of their involvement.
d)
Development team has not produced a complete prototype.
66.
A new project has a project team that is divided between onsite and offshore locations. Project manager observed a rising conflict between the two parts of the team during project initiation. What should project manager do?
a)
Communicate project scope to all team members.
b)
Organize a face-to-face meeting during project kick-off.
c)
Identify this conflict in the risk register log.
d)
Record this conflict in the project issue log.
67.
During a daily standup meeting, a team member raises a critical issue that could potentially lead to the project being canceled. Team started discussing how to address the issue. How should project manager handle this situation?
a)
Add the issue to the parking lot and schedule another meeting to address the issue.
b)
Immediately address the issue with team during the meeting.
c)
Ask product owner to create a new user story
d)
Recommend extending the next daily standup to resolve this issue.
68.
Part of the scope has already been delivered on a project. Unclear requirements on some of the remaining scope may have an impact on the scheduled completion. The sponsor still wants the project to meet the original deadline. How should the project manager approach the issue?
a)
Prioritize the most important features while clarifying the unclear requirements.
b)
Initiate a change request for project sponsor approval for a scope change.
c)
Log the issue and escalate it to the steering committee for a decision.
d)
Acquire additional resources to complete all of the scope on time.
69.
During a daily standup, some team members realized they were not all prioritizing the requirements in the same way. This could impact the current iteration's goals. What should the project manager do to resolve this issue?
a)
Schedule an iteration review session and update backlog priorities.
b)
Bring the team and product owner together to prioritize the value of requirements.
c)
Ask the project sponsor to redefine the prioritized values.
d)
Define priorities based upon the urgency of requirements and risks.
70.
A client's project sponsor assigns a contact person to the project manager. Additional intermediate reports and details are being asked by the contact person increasing the overhead of preparing the progress reports. Yet the client’s project sponsor complains of non-receipt of progress reports during a monthly status meeting. What should the project manager do to address this situation?
a)
Schedule an iteration review session and update backlog priorities.
b)
Compile all previous intermediate reports, summarize them, and send them directly to the client’s project sponsor.
c)
Set up a review meeting with the client's project sponsor and contact person to address the communication gaps.
d)
Explain the content and frequency of progress reporting to the contact and client's project sponsor.
71.
A project manager is required to obtain approval for requirements before proceeding to the delivery stage. The project manager realizes that the initial estimates were unrealistic and the project will take much longer to complete. What should the project manager do to mitigate the problem ?
a)
Break down and re-prioritize the project deliverables to allow delivery in incremental releases.
b)
Divide the project team into separate units, with each member working on a different component.
c)
Survey the project team to determine which members can work overtime to meet the deadline.
d)
Update the schedule baseline so that it is based on realistic estimates.
72.
A critical project is in progress and is expected to bring a good monetary return for the firm. The firm is currently facing a cost overrun and needs liquidity to overcome the financial crisis. The ongoing project needs to be reviewed by senior management to determine whether it aligns with the organizational objectives or not. Which tool should the project manager use to prepare a report for management?
a)
Document analysis
b)
Trend analysis
c)
Variance analysis
d)
Cost-benefit analysis
73.
A project manager has a new project. The work breakdown structure (WBS) and sequence of activities have been defined, but the team has difficulty estimating the duration of each activity. Which approach should the project manager take to ensure the estimates are reliable?
a)
Ask each team member to estimate the duration of each activity.
b)
Consider the project schedule constraints and estimate the activities accordingly.
c)
Access performance records of similar, past projects and use them as a reference.
d)
Consult other project managers for the duration estimate of each activity.
74.
A project manager notices that a critical team member has lost interest in the project. How should the project manager address this issue?
a)
Escalate this issue to the human resources (HR) manager.
b)
Replace the team member with a more interested team member.
c)
Schedule a meeting with the team member to identify the cause.
d)
Increase the team member's salary.
75.
A project team member informs the project manager that all items are complete and the team is ready to move on to the next iteration. The project manager reviews the iteration board and notices that there are incomplete items. The iteration ends today. What should the project manager have done to ensure that all of the work for the iteration was done on time?
a)
Validated the iteration backlog items using the definition of done (DoD)
b)
Made the iteration cycles for the project longer
c)
Requested team members to report progress during daily standups
d)
Asked team members to demo their work as soon as it was ready
76.
A project manager is concerned about delivering the planned business value because the product owner is disengaged. What should the project manager do to address the concern?
a)
Review and update the communications management plan.
b)
Review and update the stakeholder engagement plan.
c)
Review and update the resource management plan.
d)
Review and update the risk management plan.
77.
A large transformation project has moved its project management office (PMO) to a virtual environment. There have been performance issues with the PMO team regarding the daily tasks they perform, which are now affecting the project. Which three actions should the project manager take to improve the performance of the PMO team? (Choose three)
a)
Nurture confidence among the PMO team members by providing them with the required training on project management tools.
b)
Hire a new senior manager for the virtual teams to improve collaboration between departments.
c)
Suggest that management dissolves the virtual team or moves the PMO to a colocated area.
d)
Build a collaborative environment by having regular connections among the PMO team members.
e)
Provide access to communication tools to help the virtual teams connect better with the stakeholders.
78.
A product development project has run into design issues. As a result, the team has decided to change the approach of the product design phase from a predictive to an iterative approach.What should the project manager do to ensure a smooth transition between approaches?
a)
Schedule a workshop with the team to plan the upcoming iterations.
b)
Schedule a meeting with the product manager to analyze user stories.
c)
Work with the team to establish a team site and product artifacts.
d)
Work with the product manager to define the number of iterations.
79.
In order to reduce procurement time during a bidding process, a project manager decided to contract the additional work to a current contractor. The other bidders are complaining about this decision. What should the project manager have done to prevent this?
a)
Invited all bidders to a meeting
b)
Awarded the contract without negotiation
c)
Followed the company's bidding procedure
d)
Shared the project objectives with all bidders
80.
During the execution of repair work, the root cause of the damage was discovered to be failures that occurred during the construction phase. The same contractor who performed the construction work is performing the repairs. Because of this, the CEO wants to negotiate with the contractor for a reduced price. What should the project manager do?
a)
Negotiate with the contractor to cancel the repair work and pay a compensation for the previous work.
b)
Negotiate the repair work with the contractor based on a shared-risk-reward relationship.
c)
Proceed with the contractor without mentioning the issue since the previous work is already closed.
d)
Proceed with the contractor and subtract the amount paid for supervision of the previous work.
81.
After the transition and completion of a large equipment installation project, the project manager receives a request from the customer to add some operational cost to the project budget for team-building activities. The project was completed under budget, project contingency reserves were not spent, and the team-building activities will ensure the operational team's optimal performance. What should the project manager do?What should the project manager do?
a)
Reject the request and close the project financials.
b)
Perform the integrated change control process.
c)
Approve the expenditure to ensure customer satisfaction.
d)
Document the request in the lessons learned repository.
82.
On an agile project, a team member has been taking smaller, easier user stories from the backlog, and not necessarily those with the highest priority. How should this be addressed?
a)
Remind the whole team that the highest priority items need to be taken from the backlog first.
b)
Direct the team member to take specific, more challenging user stories in the next iteration.
c)
Meet with the team member to understand the reason and tailor the workload approach, if required.
d)
Retrain the team member on the core technologies used to build the product to address the skill gap.
83.
A dedicated team member is disappointed in the performance increment within the team and raises this concern with the project manager. How should the project manager handle this situation?
a)
Escalate the issue to the human resources (HR) manager.
b)
Meet with the team member to resolve this issue.
c)
Verify the key performance indicators (KPIs).
d)
Update the resource management plan.
84.
During a daily meeting, a team member raises a concern about the timeframe planned for the deliverable prototype due to the complexity of the requirements. What two actions should the project manager take to keep the project within the timeframe? (Choose two)
a)
Analyze the impact of handling the prototype with a predictive approach.
b)
Document the impact of an extended timeline in the issue log.
c)
Utilize an agile approach by reviewing the backlog priorities with the stakeholders.
d)
Modify the timeframe to add an additional iteration cycle.
e)
Review the risk with the stakeholders and explore simplifying the requirements.
85.
During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization. What should the project manager do first?
a)
Confirm team capabilities before introducing adaptive tools and artifacts to the project.
b)
Contact the project sponsor and request new team members who are familiar with adaptive projects.
c)
Freeze the design stage and look for an external resource to run iterative design at extra cost.
d)
Update project documents to include adaptive tools and artifacts and plan the first iterative session.
86.
During a software development project, the team realizes that several features failed to comply with quality requirements. After receiving instructions to fix the issues, one team member becomes really frustrated, claiming that unclear requirements are causing the issues. Other team members argue that negligent testing is the real cause of these issues. The testers blame poor coding quality. What should the project manager do?
a)
Support the project team in a retrospective to identify the root cause of the quality issues.
b)
Remove the most frustrated resource from the team as the confusion is impacting team motivation.
c)
Perform a quality review in each stage of the development life cycle to identify the reason for quality issues.
d)
Discuss the issue with the management team to identify possible solutions to improve quality.
87.
In an environment subject to various elements of ambiguity and change, what should an agile project manager do to keep track of artifacts? (Choose two)
a)
Update the artifacts frequently and quickly in a transparent fashion.
b)
Define which technology to use in the project management plan.
c)
Define which technology to use in the communications management plan.
d)
Increase the use of social computing tools.
e)
Use historical information from previous projects as a template.
88.
The stakeholder engagement assessment matrix governs the project management team’s stakeholder management activities during project execution. One stakeholder knows about the project but is not supportive. What type of stakeholder is this?
a)
Resistant
b)
Leading
c)
Neutral
d)
Supportive
89.
A project manager has been assigned to a project that is currently late and over budget. The project uses a predictive approach integrated with agile iterations for the most critical part of the scope. During the project assessment, the project manager notices that the team is afraid of making mistakes and is seeking individual recognition, while lacking accountability. How should the project manager improve productivity?
a)
Develop a performance management plan for each project team member and share the performance results with the team.
b)
Enable collaboration, create common goals, and celebrate group achievements, while providing group rewards.
c)
Reinforce and communicate the next milestone, following individual performance and execution on a detailed level.
d)
Request approval to replace a few team members so the project team can understand the importance of meeting goals.
90.
After some meetings, the team facilitator realizes the team members are working together for the first time. They are having difficulties communicating and collaborating with one another. The team facilitator wants to understand each individual`s behavior and tailor the leadership style to the team's needs. Which tools or techniques should the team facilitator use in this situation? (Choose two)
a)
Personality assessments
b)
Weekly teleconferences
c)
One-to-one coaching
d)
Technical assessments
e)
Cultural assessments
91.
The tables show the requirements for an agile project with the anticipated return on investment (ROI) and identified project risks, along with the analysis details. What should be the priority order in the product backlog?
a)
Requirement 3, Requirement 1, Requirement 2
b)
Risk 3,
Risk 1, Risk 2,
Requirement 3, Requirement 1, Requirement 2
c)
Requirement 3, Risk 3, Requirement 1,
Requirement 2,
Risk 2
d)
Requirement 3,
Requirement 1,
Risk 3,
Requirement 2,
Risk 1, Risk 2
92.
A project manager is working on a nationwide systems project that will affect business operations. Training is required to ensure everybody can use the new system. What should the project manager do first to address this concern?
a)
Determine the requirements for each user function and organization.
b)
Recruit additional trainers to ensure training for all users.
c)
Plan a training schedule to manage limited resources.
d)
Develop and schedule an online training program.
93.
A project manager is beginning a new financial software project. The regulations for compliance are clear, but the requirements are not. The company is in a very competitive environment, so the customer needs results as soon as possible. Which project life cycle should the project manager choose for this project?
a)
Iterative
b)
Predictive
c)
Dynamic
d)
Incremental
94.
A team is transitioning from a predictive to an agile approach. Which two obstacles will the team encounter? (Choose two)
a)
Management provides freedom for the team to decide.
b)
Management continues to control the processes of delivery.
c)
Management would like the team to learn and adapt.
d)
Management support is lacking for team empowerment.
e)
Management expects the team to keep their performance level.
95.
A project manager is working on a project charter and discovers that some of the key stakeholders in this project are moving to other departments and their replacements have not been identified yet.
What should the project manager do next?
a)
Put the project on hold until the replacements are identified.
b)
Obtain support from the project sponsor to continue the project.
c)
Perform an impact analysis of the possible delays.
d)
Involve senior management to resolve the challenge.
96.
A project manager is working on a global project with team members in several different countries. To manage communications, the project manager plans to hold virtual meetings and on-site visits once a month. What should the project manager do next while working with this team?
a)
Ask the IT manager of each site to manage the technical components of the virtual meetings.
b)
Request the team members résumés and become familiar with the teams' experiences.
c)
Propose and establish a team charter with the rules and principles to be followed.
d)
Request the budget for weekly in-person meeting with the entire team to allow for direct contact among team members.
97.
A project manager has developed a schedule for a project involving various departments. The project manager met with each team member to develop a work breakdown structure (WBS). However, after the WBS was finalized, the project manager discovers that some tasks are redundant. What should the project manager have done to avoid this issue?
a)
Enlisted the help of subject matter experts (SMEs) to provide scheduling guidance.
b)
Organized group sessions for all team members to review the WBS together.
c)
Improved the communication channels with all team members.
d)
Prepared a task assignment matrix to represent the WBS.
98.
A project manager has been assigned to an important project with stakeholders who have different expectations for the project. Some stakeholders also have a high degree of influence on the project. How should the project manager handle this situation?How should the project manager handle this situation?
a)
Control the degree of stakeholder influence to better align with the project objectives.
b)
Include the influential stakeholders' requirements and ensure other stakeholders are aligned with the project goals.
c)
Elicit and negotiate stakeholder requirements according to each stakeholder's influence.
d)
Manage the stakeholders carefully and apply stakeholder expectations without impacting the project objectives.
99.
While gathering requirements for the project scope, the project manager realizes that some of the stakeholder requirements have a conflict. What should the project manager do to define a clear scope?
a)
Assist affected stakeholders in reaching consensus.
b)
Follow the recommendation of the technical consultant.
c)
Escalate to the project sponsor to make a decision.
d)
Conduct a meeting with the disagreeing parties only.
100.
A 5-year highway construction project is in its third year of execution. The project manager received a complaint from an activist group in the neighborhood. What should the project manager have done to avoid this issue?What should the project manager have done to avoid this issue?
a)
Ask the project communications team to address the complaint.
b)
Request the formal notification complaint from the activist group
c)
Identify the neighborhood representatives in the communications management plan.
d)
Identify the risks associated with the highway construction project.
101.
A member of a development project team informs the project manager that the operating system is not going to be installed on time due to a late upgrade by the supplier. What should the project manager do first?
a)
Determine the impact of the situation.
b)
Modify the schedule to reflect the situation.
c)
Inform the stakeholders about the problem.
d)
Have the project team brainstorm a solution.
102.
At the beginning of a project, the project manager meets the product owner and the business analyst to work on a requirements gathering process to create the list of requirements, features, and product backlog. Which elements should be considered to assure all user stories are well-written and sized correctly to allow a smooth agile project delivery? (Choose two)
a)
Independent, negotiable, and estimable
b)
Unique, applicable, and replicable
c)
Subdivisible, suitable, and considerable
d)
Concise, detailed, and executable
e)
Valuable, small, and testable
103.
A company is expanding its product manufacturing to a new country. The date the company will start operating is set and broadly communicated, but the project team is not sure if there is enough time to get all the product features implemented.What should the project manager do to ensure there is enough time to implement the critical features on the committed date?
a)
Add resources to the project team, as this will increase the velocity and enable the team to deliver more value.
b)
Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.
c)
Cut operations documentation because this can be completed after product delivery and operation starts.
d)
Escalate the concern to the executive level and request a new and feasible project due date.
104.
A project manager asks one of their team members to prepare a monthly report in a format supplied by the CEO. The day before the meeting, the project manager reviews the report, which is not formatted as requested. What should the project manager have done to avoid this situation?What should the project manager have done to avoid this situation?
a)
Asked for the report from the team member earlier to ensure it was in the requested format.
b)
Requested more detailed requirements about the format from the CEO.
c)
Employed the interactive communications model to ensure the team member understood requirements.
d)
Modified the communications management plan to include the new report.
105.
A project manager realizes that some newly hired team members have not been as productive as hoped, which is putting the project at risk. What should the project manager do to resolve this issue?
a)
Provide additional training to the new team members.
b)
Conduct job shadowing within the project team.
c)
Institute project milestone completion incentives.
d)
Tell the team that productivity must improve.
106.
A company has decided to utilize an international virtual team due to a lack of locally skilled resources. What can the project manager do to build an effective project communications management plan?
a)
Study the impact of cultural differences on communication.
b)
Adopt an Email "push" communication approach with the team.
c)
Set up a project folder in the cloud and endorse a pull communication approach for the team.
d)
Assign a communications manager to the project.
107.
An external stakeholder has the potential to have a major impact on a project. What approach should the project manager take with this stakeholder?
a)
Communicate with the stakeholder according to the stakeholder engagement and communications management plans.
b)
Request feedback from the stakeholder so that the project meets the stakeholder's expectations and can be delivered as planned.
c)
Add the stakeholder to the risk register and quantify the level of impact that the stakeholder could have.
d)
Inform the stakeholder of the key project benefits and keep them updated on the project's milestone achievements.
108.
A new team member is taking over the tasks for a team member who is going on leave. During the transition, the new team member thinks that several parts of the new application cannot be tested yet, despite sign-off by the outgoing team member. What should the project manager do to address this concern?What should the project manager do to address this concern?
a)
Ensure the team member going on leave creates a knowledge transfer document for the team member taking over the tasks, highlighting the solution to their concerns.
b)
Ask the team member going on leave to share the project charter, SOW, and quality assurance plans to demonstrate how they align.
c)
Ask the new team member to complete a training video for this product.
d)
Check the project readiness and direct the new team member to the shared project folder with the latest documentation.
109.
A company is creating a new application for its users. The agile team completed the initiating stage and is performing iterations to complete planning and execution. However, a stakeholder wants to change the order of the deliverables to demonstrate new aspects of the app to stakeholders. How should the project manager address this situation?
a)
Implement sprint planning with the team and the stakeholder to ensure the right priorities are assigned.
b)
Use key performance indicators (KPIs) to demonstrate to the stakeholder that the project is progressing on schedule.
c)
Ask the stakeholder for a change request and submit it to the change control board (CCB).
d)
Explain to the stakeholder that modifying the schedule now will increase the delivery risk.
110.
During project implementation, the project purpose is being questioned by a stakeholder who wants to pause the project to address a new process that may affect the final deliverable. What is one of the first things the project manager should do?
a)
Use a power/interest grid to determine the stakeholder's ability to influence the planning or execution of a project or the project's outcomes.
b)
Confer with the project sponsor to determine next steps.
c)
Defer any changes to a future project in order to meet the deliverables in the current project.
d)
Revisit the acceptance criteria with the stakeholder to ensure the quality level is appropriate.
111.
The research and development team is planning to build a new facility that will focus on improving existing products that the organization has developed. It will be a multiyear initiative. What should the project manager do to plan for this?
a)
Develop a scope management plan that will focus on expected objectives of the initiative.
b)
Develop a business case document that covers the return on investment (ROI) of the initiative.
c)
Develop a resource management plan to cover resources and contingency planning.
d)
Develop a communications management plan to address stakeholder needs.
112.
The project manager of an agile project noticed that many stakeholders are not familiar with the iterative approach, and are either tentatively attending reviews or skipping them altogether.Which action should the project manager take?
a)
Review and update the communications management plan.
b)
Identify gaps and mentor stakeholders on the iterative approach.
c)
Record the iteration review and share it with stakeholders.
d)
Build a RACI matrix and develop a training plan for stakeholders.
113.
The project manager needs to survey the necessary parties to reach consensus and build a common vision for the project. To achieve better results, who should be engaged in the development of a common vision strategy?
a)
The client and the delivery team
b)
The delivery team and the project sponsor
c)
The project team and the stakeholders
d)
The project owner and the client
114.
An email from a project manager to a team member is accidentally distributed to the entire global project team. It contains harsh feedback on a recent quality incident, which could have been avoided by closer attention to detail.What should the project manager do next?
a)
Await responses and feedback from the team about the email prior to responding.
b)
Ask the team to attend a virtual meeting and discuss the email as a group.
c)
Create a special follow-up apology email and send it to the entire team.
d)
Send a special follow-up apology email to the intended recipient.
115.
A new agile team is forming and the project manager notices that the team is struggling in many areas. The team is experiencing both the inability to meet iteration commitments and team member conflicts.What should the project manager do next?
a)
Involve management to help resolve the conflicts.
b)
Inform management that commitments will not be met.
c)
Raise the issues in the retrospective and propose solutions.
d)
Coach the team both as a whole and individually.
116.
A colocated project team is facing communication issues, because team members arrive and leave at different hours of the day. At a recent weekly meeting, several members were absent.What is the best way for the project manager to ensure the team is on the same level of communication?
a)
Encourage team members to work the same hours.
b)
Discuss with the team members the importance of team meetings.
c)
Create an information radiator for public display.
d)
Schedule team meetings during core hours.
117.
As part of the project sprint review, stakeholders appear uninformed and are unable to provide their agreement to move the project forward. What should the project manager do first to ensure stakeholders are able to approve the project deliverables?
a)
Review the communications management plan.
b)
Perform a stakeholder analysis.
c)
Include the stakeholders in daily standup meetings.
d)
Colocate the team.
118.
A project is halfway complete, and despite a good schedule performance index (SPI), there are several quality issues that have been identified by the customer. The project manager wants the team to work together to improve customer satisfaction and quickly resolve the issues, but some team members feel they are unable to adequately engage the customer.How can the project manager mentor the team for a successful customer engagement?
a)
Identify team diversity and assess members’ personalities, providing feedback as needed.
b)
Ensure all team members understand their project roles and responsibilities.
c)
Assess the team's technical skills and provide additional product training.
d)
Update the communications management plan and monitor all project communications.
119.
A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate?A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate?
a)
Identify the critical parameters and generate an estimate based on the variation of the parameters.
b)
Take the original estimate and multiply it by a factor determined by the company's standard for every year.
c)
Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
d)
Use a commodity exchange for material cost and labor rates for the cost variation and compute a new estimate.
120.
A newly hired project manager is assigned to a school construction project. The school serves students from surrounding neighborhoods and must be completely energy sufficient. The project manager must provide a final report.How can the project manager show that business value was delivered?
a)
Check the approved technical specifications to ensure they match the final product.
b)
Consult with the project team that confirmed the customer was satisfied with the results.
c)
Refer to the quality management plan for the established success criteria.
d)
Indicate that the project was delivered on time and within the budget.
121.
The project teams are having difficulties coordinating their tasks due to several constraints and dependencies. The project management office (PMO) suggests a monthly project report be distributed to stakeholders. However, the customer is concerned about not knowing the progress and what is holding up the project.What three solutions can the project manager use to resolve this situation? (Choose three)
a)
Add a daily meeting to review project status and impediments.
b)
Share missing performance information in the monthly status meeting.
c)
Add a daily or weekly project status report that includes dependencies.
d)
Adapt a project status report to include missing information.
e)
Ask vendors to provide a monthly status report for the customer.
122.
A team member with sufficient experience and knowledge informs the project manager about a conflict with another team member and asks for advice and help.What should the project manager do?
a)
The project manager discusses the issue with the team members, and they decide on the solution together.
b)
The project manager and team members discuss the challenge, and the project manager chooses the solution.
c)
The project manager and team members discuss the situation, and the project manager directs the steps to be taken.
d)
The project manager and the team members discuss the situation, and the project manager leaves the decision to the team members.
123.
During project execution, a key stakeholder is replaced with a new team member who has approval authority. The new member states that the project deliverables are not aligned with the design and does not approve them. However, a few weeks later the project manager learns that the new team member had not been informed of changes during execution.What should the project manager have done to avoid this miscommunication?
a)
Organized a meeting with the sponsor before execution began
b)
Updated the stakeholder register to include the new team member
c)
Asked the previous stakeholder to hold a meeting with the new team member before leaving
d)
Updated the project charter during the execution phase to include all the changes
124.
The project scope statement is approved by the project sponsor. The team members would like to modify the work breakdown structure (WBS) without changing the scope and send a request to the project manager.What should the project manager do with this request?
a)
Determine which changes to implement and inform the team.
b)
Decline the request and escalate it to the project sponsor.
c)
Discuss it with the team members and make a decision by consensus.
d)
Empower the team to make the decisions, then inform the sponsor.
125.
A construction company is implementing a new strategic project with a fixed budget. While analyzing the project, the overall cost is increasing because more materials are being used than the materials detailed in the original scope. The team members have not been reporting the acquisition of new materials because they are new to the company.What should the project manager have done to prevent this?
a)
Registered the risk of a cost deviation in the risk matrix
b)
Allocated time for emphasizing the importance of the change control process to the team members
c)
Reviewed variations in the project cost baseline since the beginning of the project
d)
Rejected the inclusion of new engineers in a strategic project for the company
126.
A new program manager checks the status of a project. The forecast shows the project is slightly behind schedule. However, in reporting, the project manager stated that the project is on track. The program manager asks the project manager to explain the discrepancy. The project manager explains that this is because a different estimation technique was used for the forecast.What should the project manager have done to avoid this discrepancy?
a)
Asked the program manager to use the same forecasting technique
b)
Educated the program manager in different forecasting techniques
c)
Aligned the project artifacts with the new estimation technique and provided them to the program manager
d)
Ensured that the program manager has the necessary knowledge to understand estimation techniques
127.
Team members are transferred from a predictive project to a newly formed agile team. The new team members are complaining on an internal project team chat channel about additional training they are required to complete.What should the project manager do?
a)
Post a message on the chat channel to address the concerns.
b)
Include this topic in the next retrospective so that the team can voice their concerns.
c)
Meet privately with the team members who are complaining to address their concerns.
d)
Involve human resources (HR) in the chat channel to resolve the concerns.
128.
A group of agile team members have just completed in-person training for a number of critical and complex organization-wide processes. Some team members have voiced concerns that they are having trouble remembering what they learned. There is another session open next week, but tasks are behind schedule.What should the project manager do to address this concern?
a)
Create an information radiator with the key takeaways from the training.
b)
Ask team members to partner with one another to share the information they learned.
c)
Invite team members to reattend the training if they need a refresher.
d)
Create training review notes as a reference for team members to find the information they need.
129.
A new project manager joins an organization that has never had formal project management processes. Some team members refuse to participate in basic tasks such as taking ownership of action items at meetings.What should the project manager do?
a)
Set up a private meeting with the specific team members to discuss the benefits of project management.
b)
Create an internal document outlining the benefits of project management for all team members.
c)
Explore the benefits of project management with executives of the organization.
d)
Host a meeting with the team focused on collaborative problem solving to develop an approach to accomplishing project tasks.
130.
A project can gain downstream marketing benefits if additional equipment is included in the project scope. However, this equipment is still in an early development phase and will not be ready to meet the project timelines. A member of the project steering committee is in favor of its inclusion.How should the project manager proceed?
a)
Prepare a scope change request to include the additional equipment because it is beneficial to the marketing team.
b)
Provide a clear rationale for its exclusion based on the business case and its impact on the project timelines.
c)
Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision.
d)
Request the project sponsor to escalate the issue to the steering committee member to avoid delaying project approval.
131.
A customer is performing a weekly visit to a project site to inspect the final stage of product development. The quality manager alerts the project manager that the customer has been very unprofessional and reprimanded the team members during previous weekly visits.What should the project manager do to address this incident?
a)
Draft a letter complaining about the behavior of the customer inspector.
b)
Allow the week to pass by, then send a complaint to the customer.
c)
Discuss the matter with the project manager's senior management team.
d)
Understand the situation by speaking with the team members and the customer.
132.
A project team realizes that the product's architecture will not support the growing number of users. What should the project manager do?A project team realizes that the product's architecture will not support the growing number of users. What should the project manager do?
a)
Assign a team member to execute performance testing, making sure that the product's performance is acceptable.
b)
Hire external experts to assess the product architecture and come up with a resolution plan.
c)
Use the next retrospective session to evaluate the problem with the team and prioritize the solution on the product backlog.
d)
Negotiate with the stakeholders to slow down product development until a viable solution is available.
133.
During initial project planning, a project manager was informed that a team member had been exclusively allocated to the project. Halfway through the project, the team member was assigned to another project.What should the project manager do?
a)
Consult with functional manager to discuss the impacts to project delivery and develop an appropriate course of action.
b)
Register this as a risk in the risk register because similar situations often occur.
c)
Ensure team members were cross trained to work on the same tasks
d)
Elevate to the project sponsor.
134.
The development of a final project schedule is being delayed by the inability to negotiate an agreement with one of the vendors needed for successful project delivery.What should the project manager do?
a)
Circulate meeting minutes and discuss the agreed and outstanding clauses with the project team and customer.
b)
Meet with the vendor to identify an appropriate path forward; if not possible identify another vendor that can complete the project within acceptable terms.
c)
Involve the project sponsor to seek support with the negotiations.
d)
Communicate the project needs and influence the vendor to accept the terms.
135.
A hybrid project delivery strategy that involves an iterative design process is being used in product development whereby the design and execution teams are not the same. As this hybrid approach is new to the company, some key stakeholders are concerned about project success.What should the project manager do?
a)
Invite the execution team to the design reviews to build design awareness and facilitate knowledge sharing.
b)
Escalate the issue to the steering committee, requesting the design team be responsible for the execution phase.
c)
Communicate to the project management office (PMO) that a hybrid approach is too risky and recommend returning to a predictive framework.
d)
Enhance project team skills on iterative tools by providing training on an adaptive project management framework.
136.
A project is delayed by one month, and a change order needs to be approved. The next change control board (CCB) meeting is two weeks away. Because of supply chain disruptions, delaying the implementation of the change for two weeks will have a two month impact to the schedule.What should the project manager do?
a)
Implement the change to keep the project under budget.
b)
Review the change management plan and request the change.
c)
Ask the sponsor to contact the CCB and request their approval.
d)
Ask the CEO to approve and implement the change.
137.
A company is switching from a predictive to an agile project management approach. The team is challenged with changing customer requirements.What is the best corrective action for this issue?
a)
Use the project retrospectives
b)
Provide the product owner with training and acceptance training
c)
Develop guidelines for training and mentoring
d)
Break down complex story points
138.
During the course of a project, the team has had to address unexpected issues that may impact schedule and budget, many of which require resolution before others can be addressed. The communications plan requires only weekly written reports to the client and stakeholders.How should the project manager communicate the impact of these issues?
a)
Update the project issue log to ensure the communication issues are captured.
b)
Maintain weekly client reports as per the communications management plan.
c)
Increase client and stakeholder communications as necessary.
d)
Revise the communications management plan for approval prior to performing any work.
139.
During product demonstration, a stakeholder suggests that the product does not meet expectations. What artifact should the project manager use to assess the stakeholder's suggestion.?During product demonstration, a stakeholder suggests that the product does not meet expectations. What artifact should the project manager use to assess the stakeholder's suggestion.?
a)
Minimum viable product (MVP) description
b)
Definition of done (DoD)
c)
Definition of ready (DoR)
d)
Acceptance criteria on the user story
140.
Regular check-ins with the delivery team reveal low morale and a lack of efficiency. What should the project manager do to address these concerns?
a)
Perform a skill assessment.
b)
Conduct team-building exercises.
c)
Perform roadblock-removing techniques.
d)
Conduct a satisfaction evaluation.
141.
A project manager works in a matrix organization. Following a reorganization, project resources are reassigned to another project.What should the project manager do?
a)
Refuse to release team members.
b)
Review the communications management plan.
c)
Review the resource management plan.
d)
Review resource needs with the functional manager.
142.
A key deliverable was discovered to be defective during the commissioning of a project. What should the project manager do?
a)
Conduct a quality investigation and initiate corrective action.
b)
Update the issue log appropriately.
c)
Hold a meeting to explain to the client the reason for the quality deviation.
d)
Send a letter of apology to the client.
143.
An experienced project manager joins an ongoing project's team and wants to estimate the amount of time required to tackle a number of complex tasks. The team uses a Kanban board but is open to new ideas. The project manager suggests using story points.What is the first thing the team should do before adopting this new approach?
a)
Calculate the story points only for new backlog items.
b)
Calculate the story points required for everything on the task board.
c)
Convert all work in progress limits to story points.
d)
Measure story points over several sprints.
144.
During the last five daily standups, a team member on a hybrid (predictive-agile) project has been vague about what they have done and what they are going to. What should the project manager do next?
a)
Meet with the team member to ensure they understand the accountability responsibilities and to discuss any obstacles.
b)
Review in the retrospective meeting what has been achieved and implement corrective action.
c)
Raise the issue of task accountability with the team and stakeholders at the next iteration review meeting.
d)
Facilitate a meeting with the team and stakeholders to review the risks and impediments faced by the project.
145.
A software delivery team at a large bank is frustrated by the documentation requirements put in place by the governance department in charge of their change control board (CCB). The project manager approaches the governance department and requests that they work together to reduce the amount of paperwork required from the delivery team, explaining that it slows them down and adds overhead costs.This is an example of what kind of leadership?
a)
Servant leadership
b)
Transactional leadership
c)
Directive leadership
d)
Constructive leadership
146.
An extremely talented and results-oriented team member is suddenly struggling with a personal problem. Due to this, there is a change in the team member's behavior, and it starts to affect the project deliverables as well as the morale of other team members.What should the project manager do?
a)
Assign the team member to another activity.
b)
Empathize to help the team member overcome their problem.
c)
Add the situation to the project issue log.
d)
Ask the human resources (HR) manager to handle the issue.
147.
A customer has rejected an interim project deliverable. What should the project manager do?
a)
Review the reason for the rejection, and check the deliverable against its acceptance criteria.
b)
Analyze the customer requirements, and rework the deliverable to an acceptable quality.
c)
Create a deliverable improvement plan, and implement it for the remainder of the project.
d)
Document the rejection of the deliverable in the Lessons Learned log, and review it with the project delivery team.
148.
As agreed at the start of a predictive project, all outgoing information should be shared beforehand with the project manager. During the project, one of the team leaders communicated directly with the sponsor, bypassing the project manager. As a result, unfiltered information was conveyed to the sponsor, and important information from the team was not being shared with the project manager.What should the project manager do next?
a)
Remind the team leader to always inform the project manager of any issues first.
b)
Talk to the team leader to find out if they have any personal issues with the project manager.
c)
Modify the team's agreements to obtain project manager approval prior to sending out any communication.
d)
Talk to the sponsor to find out what the team leader has shared with the sponsor.
149.
In a global, virtual project, the project manager encounters a few issues with team meetings. Some stakeholders do not participate, others complain about the scheduling, and others do not accept the meeting invitation.What should the project manager do to address this concern?
a)
Send a communication to the team's managers and ask for support.
b)
Inform the project sponsor of the situation and ask for support.
c)
Review the organizational culture and structure to properly coordinate meetings.
d)
Reschedule meetings to different times and dates according to time zones.
150.
An agile project manager is running a Kanban project but needs a tool to assess task completion roadblocks for an upcoming major milestone. What should the project manager do?
a)
Create a performance metric using the work in progress limit.
b)
Ask a trusted team member what issues are facing the team.
c)
Review the blocked items with the team during standup meetings.
d)
Host a stakeholder meeting to discuss any roadblocks.
151.
A project manager sends an email the night before a standup meeting indicating that they will be joining the meeting via phone. Another team member, known for having the longest commute, is upset that they must drive through rush hour traffic to make the meeting.How could this situation have been avoided?
a)
By using multiple communication channels
b)
By updating the information radiator
c)
By reviewing the team charter
d)
By team knowledge sharing
152.
During a multidisciplinary project, a project manager learns that there are many conflicts about design among team members from different disciplines. What should the project manager do to ensure smooth delivery of the project?
a)
Identify the matter as a risk and check available budget reserves.
b)
Ensure that the project sponsor is aware of the current situation.
c)
Escalate to functional managers and seek resolution.
d)
Facilitate team discussions to achieve the desired results.
153.
During the testing phase of a technical project, the project manager discovers some issues with the final product, and subsequently learns that during the sales process, the marketing team did not include important product features in the contract's scope in an effort to minimize costs for the client.What should the project manager do to resolve the issue?
a)
Escalate the issue to the sponsor to make a decision to solve the problem.
b)
Define a negotiation strategy to the client to deliver the product with the important features.
c)
Continue with the project and register the issue in the issue log.
d)
Review the lessons learned to find out a solution for this kind of issue.
154.
A new project has been assigned to an existing agile team. The previous project the team worked on was so successful that a senior stakeholder is requesting that the team use the same governance used in the previous project.What should the project manager do next?
a)
Confer with the project management office (PMO) to gain their insight on governance for the project.
b)
Work with senior managers to adapt existing governance.
c)
Inform senior management that the same project governance can be used on the new effort.
d)
Meet with the product owner to determine what project governance to use.
155.
For an agile project, the project manager does not have a 100% dedicated team. How should the project manager ensure good velocity, cycle duration, and on-time iteration completion? (Choose two)
a)
Use multitasking so team members can splice their time.
b)
Request the product owner and stakeholders provide cross-functional team members.
c)
Get buy-in from the product owner and stakeholders for obtaining full-time team members.
d)
Revisit the resource log to ensure the most skilled resources are on the project.
e)
Deploy additional team members, irrespective of the story points or iterations.
156.
The leadership team of a company asked a project manager about the status update of the latest iteration of a project. The project manager directed the leadership team to the project folder. The leadership team informed the project manager that a specific piece of information was not found.What should the project manager have done to avoid this situation?
a)
Ask team members to update the project folder before sharing the link with the leadership team.
b)
Ask the leadership team about the needed information and provide the same.
c)
Check the project folder to make sure that everything is updated before sharing the folder with the leadership team.
d)
Regularly update the project folder to ensure project artifacts are current.
157.
Halfway through implementation, the project cosponsor, who is contributing a significant amount of capital into the project, informs the project team of an additional feature to the project deliverable. What should the project manager do?
a)
Assess the impact of the new requirement and update the risk register.
b)
Complete the current project as planned and update it later with the new requirements.
c)
Collect the cosponsor's requirements and perform the integrated change control process.
d)
Convince the cosponsor to maintain the current scope and complete the project as planned.
158.
In the middle of a project, the project manager realizes that specific knowledge is needed to complete project development. What should the project manager do first?
a)
Reorganize the project team to include people with the required skills.
b)
Review the timeline and budget to include training for the required skills or alternatives.
c)
Organize adequate training for the project team to close the knowledge gap.
d)
Find a way to achieve project objectives without the required skills.
159.
The project manager of a software development project for a financial institution realizes that team members are unusually delayed on their assigned tasks. This is a situation the project manager has not experienced before on previous, similar projects. After further investigation, the project manager determines that the delays are linked to the resignation of an experienced team member.What should the project manager have done to avoid this situation?
a)
Ensured there was a detailed path to promotion
b)
Provided continuous guidance to team members
c)
Identified competency risks and developed a mitigation plan
d)
Scheduled periodic training for all team members
160.
An agile project team has not completed the tasks within the current iteration. During a meeting, the project sponsor gives the team a final date for task completion.How should the project manager proceed?
a)
Request that a functional manager becomes a team lead to ensure processes are followed.
b)
Appoint a team lead to take responsibility for the team's iteration planning.
c)
Advise the project sponsor that the team is responsible for managing work within iterations.
d)
Advise the team to comply with the new schedule provided by the project sponsor.
161.
A project manager has been engaged by a managing director to transform the project management office (PMO) from a waterfall structure focused on software development to an agile PMO. The manager of the PMO has been particularly resistant to the change. Upon investigation, the project manager realizes that the manager's lack of agile knowledge may make them seem incompetent in front of their team of project managers and thus will not support the transformation.How should the project manager proceed?
a)
Ask the managing director to intervene with the PMO manager to explain why this is necessary.
b)
Ask the project team to support the transformation regardless of the PMO manager's negativity.
c)
Implement a change management strategy for all staff to ensure that there is a process which can meet governance requirements.
d)
Implement a training program on agile for all staff to ensure there is congruency of learning for everyone.
162.
A project team member suddenly approaches the project manager and asks to resign from the project. The team member is upset because of poor treatment and consistent complaints from the technical leader. The team member explains that they are no longer willing to tolerate this treatment from the technical leader. The project manager has never had quality issues with the team member.How should the project manager handle this situation?
a)
Allow the team member to resign and replace them since there are additional resources available within the company.
b)
Discuss the situation with the team member to determine why the technical leader has been treating them poorly.
c)
Talk to the technical leader to determine how the team member is poorly performing.
d)
Speak with the team member and technical leader to analyze the conflict and resolve it through mediation.
163.
Project team members inform their project manager of a challenge they are facing. This challenge will likely impact project timelines.What should the project manager do next?
a)
Determine if the challenges brought up by the project team impact the critical path.
b)
Initiate a change request to extend the project timeline.
c)
Work with the team members to understand and evaluate the challenge's impact on the overall project.
d)
Escalate to the project sponsor for proper resolution.
164.
The government of a country intends to construct a multibillion-dollar railway across three major cities. The designs for the project will be completed within a few months after signing the contract. However, the government has an urgent need and expects the project deliverables to be achieved within 24 months.Which two techniques should the project manager consider when developing the project management plan in order to evenly share the risk to both parties? (Choose two)
a)
Fixed-price increments
b)
Not-to-exceed time
c)
Early cancellation option
d)
Dynamic scope option
e)
Graduated time and materials
165.
One day prior to starting a task, the technical lead proposed a new implementation approach that can reduce the schedule by 1 week. However, if the approach does not work, the project will be delayed by 3 days.What should the project manager do next?
a)
Request a change order to reduce the schedule by 1 week.
b)
Inform the technical lead that the proposal will not work.
c)
Refer to the network diagram to determine the float for this task.
d)
Communicate the possible 3-day project delay to the sponsor.
166.
A stakeholder on an agile project has attended the sprint demo where the team shows the minimum viable product (MVP) as defined by the product owner. During the session, the stakeholder complains that there are no release notes or technical product guides.Which two actions should the project manager take? (Choose two)
a)
Explain that product guides are not required as it is a simple product.
b)
Request that this issue shall be discussed with the product owner.
c)
Agree to have the team work on documentation for the next sprint.
d)
Explain that the team values working software over documentation.
e)
Explain that the team will produce product guides during the hardening sprint.
167.
In an ongoing project, performance is continuously evaluated to determine benefits. Which two actions should the project manager do at the beginning of the project? (Choose two)
a)
Ensure approval of the performance parameters with the stakeholders.
b)
Hold regular meetings with all of the stakeholders.
c)
Agree on the requirements for measurement tracking.
d)
Review the project administration on a regular basis.
168.
A project has a budgeted cost of $120,000. According to the schedule, 15% of the project should have been completed after one month. After a month, only 12% of the project has actually been completed.What is the scheduled performance index (SPI)?
a)
0.6
b)
0.8
c)
0.9
d)
1.25
169.
A project manager has just taken over an ongoing project from another project manager. During a review of the project management plan, the project manager realizes that the cost variance and schedule variance are largely negative. Several issues reported on the project have not been resolved, vendors have not been paid for work done, and mitigation of secondary risks is quickly depleting the budget.Which two actions should have been done to avoid this situation? (Choose two)
a)
Implement clear assumptions in the project charter
b)
Add a contingency budget to the project charter
c)
Identify high-level risks and responses in the project planning phase
d)
Identify project handoff procedures
170.
During sprint planning, an agile team and product owner identified that the team should be able to finish five user stories. However, during the sprint, the team worked on more than five stories and is unable to complete any.What should the agile leader do?
a)
Clarify priorities with the agile team.
b)
Create smaller stories in the future.
c)
Review the definition of done (DoD) with the team.
d)
Update the release plan.
171.
A project team is unexpectedly audited. Several nonconformances are identified during the audit.Which three actions could the project manager have taken to prevent this situation? (Choose three)
a)
Requested advance notification of the audit
b)
Anticipated nonconformance items
c)
Requested that the team prepare for a possible audit
d)
Ensured that the auditors are experienced
172.
During a project review meeting, an end user reports that the personal computers supplied for testing are experiencing performance degradation. Which three actions should the project manager take? (Choose three)
a)
Log the issue reported.
b)
Implement a resolution of the issue.
c)
Assign ownership for the issue.
d)
Purchase new personal computers.
e)
Monitor the issue continually until closure.
173.
A project manager is assigned to a new project with a team that the project manager knows well and has worked with a number of projects. The team's average velocity is eight points per sprint. Another team has some time between projects and assists the team with sizing stories. The table below shows the estimated story points for each of the new features that will be built. The business wants to confirm a delivery date as soon as possible.Which two actions should the project manager take? (Choose two)
a)
Explain to the business that the team will need 10 sprints to deliver the features.
b)
Inform the business that the team that will be doing the work needs to estimate the feature sizes.
c)
Set up a meeting between both project teams to understand how their estimation of story sizes works.
d)
Explain to the team that the sizing was already done and they will need to deliver the project in 10 sprints.
174.
A project manager is beginning a new project and is starting to form the project team. The project manager has not worked with anyone from this team previously, and most of the team members do not know each other. Some of the team members are located in different countries.Which two actions should the project manager take to help the team work more closely together? (Choose two)
a)
Identify the cultural differences and potential conflict areas to mitigate these going forward.
b)
Allocate a budget for the team members to temporarily colocate for the duration of the project.
c)
Arrange virtual team-building sessions that allow team members to get to know each other.
d)
Select team members who have previously worked together to be allocated to the project.
175.
Due to economic implications, a company announces imminent layoffs. A project is nearing delivery, and the team is worried that they might lose their jobs. The morale of the team is very low, and the project manager is experiencing delivery delays from the team.What should the project manager do to address team morale?
a)
Hold a meeting with the team members who are not delivering optimally and proactively discuss their concerns.
b)
Schedule one-on-one sessions with each team member to reassure them of their value to the company.
c)
Set up a team meeting to address the upcoming changes and potential impact to the project.
d)
Meet with the project management office (PMO) to discuss the delivery concerns.
176.
You are leading a large and complex project. Due to the size and complexity of the project, you have decided that a project management team will perform most of the planning, and the remainder of the project team will be brought on when the initial planning is complete. In this scenario, when is the best time to conduct the project kick-off meeting?
a)
As project execution begins
b)
Shortly after project initiation X
c)
As part of pre-project work
d)
During initial project planning
177.
A scrum team is midway into a sprint when the project sponsor approaches the scrum master and requests that a new, urgent, and potentially complex mandatory compliance-related requirement should be developed immediately in the current sprint. The sponsor stresses that if the requirement is not implemented, the entire project may be canceled.
What is the scrum master's best response?
a)
Add the requirement to the product backlog and request the product owner to review the requirement after the sprint is over
b)
Discuss the requirement with the product owner, and let them make a decision, including sprint cancellation
c)
Submit a change request to update the scope baseline and add the requirement to the requirement traceability matrix
d)
Add the requirement to the current sprint backlog and direct the team to start working on it immediately
178.
An agile project is being carried out by a small startup company. Everybody is located in the same office space. The sponsor likes to come by to the team space every day to see how the project progresses. Due to personal circumstances, the sponsor will be away for several weeks, and requests the project manager for a weekly project status update. What is the best way for the project manager to accommodate the sponsor's request?
a)
Speak to the sponsor over the phone to communicate the project status
b)
Email a slideshow presentation and a spreadsheet report to the sponsor
c)
Take pictures of the information radiators and email them to the sponsor
d)
Wait until the sponsor is back and provide them with the latest project status
179.
A project to develop a new software application for a custome way into i cution. According to t oje management plan, the quality assurance team should start testing the product after all work packages are completed. Suddenly, the customer's competitor launches a similar product, and the customer goes out of business. The project is terminated. What could the project manager have done differently to bring value to the business and customer?
a)
Accelerated product development using schedule compression techniques such as crashing, fast-tracking, resource leveling, resource smoothing, and leads and lags
b)
Replaced the project team members by generalizing specialists experienced in software development, product testing, and interpretation of customer business requirements
c)
Requested additional contingency and management reserves during project planning to cover the costs of project termination in case the customer goes out of business
d)
Applied an adaptive development approach in which the product is developed incrementaly via short iterations with continuous feedback from the customer and stakeholders
180.
A project manager has been experiencing unnecessary delays during project execution in obtaining signatures from senior management due to an inadequate notification process when a signature is required. Addressing the issue only requires a minor update to the communications management plan. What should the project manager do next?
a)
Update the cost baseline
b)
Update the communications management plan
c)
Submit a change request
d)
Implement the proposed solution
Reset
