< PMP Simulation Exam (https://cambridgeeducationonline.talentIms.com/learner/course You completed this test on 08/05/2021, 16:50 Your score is 56.67% Try again! INCORRECT Aproject has the following characteristics: “To determine what product should be created, a feasibility study has been conducted. -A change request has now been approved to develop another product that contradicts the original requirements. -Data analysis was conducted before the change request was approved. Which action should the project manager take? Execute the change request. Decline the change request. X Ask fora detailed report of the data analysis. Ask for a feasibility study of the new product. Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirernents, and/or analysis of risk response alternatives. These changes can require adjustments to the project managernent plan and other project documents. PMBOK® Guide Sixth Edition (2018), 4. Project I tegration Management / 4.6.2 Perform Integrated Change Control: Tools and Techniques, pp118-119 correct The project is overseen by a senior project manager. A new project manager joins the project, and the sponsor asks the new project manager to develop the quality management plan. How should the new project manager proceed?VY Meet with the senior project manager to identify established plans and processes. Then, ask for assistance in selecting the appropriate standards. Schedule a meeting with the customer to collect requirements and obtain benchmarking samples. Obtain the necessary benchmarking samples and cost-benefit analyses from the sponsor. Postpone the development of the quality management plan until quality metrics and quality checklists are created, The new project manager needs to consult with the senior project manager to find out what already in place. PMBOK® Guide Sixth Edition (2018), 8. Project practices and processes are Quality Management / 8.1.3.1 Quality Management Plan, p286 coRRECT A project manager has identified the following: Four critical risks with a high-impact. “Four specific resources necessary for addressing the risks. -The resources are committed to another project with critical deliverables. The project manager must find a solution to address these risks immediately. Which actions should the project manager take? VY Option A 1. Contact the functional manager. 2. Evaluate the resources’ availability to negotiate task crashing or rescheduling. Option 8 1. Contract a third-party vendor. 2. Assign this vendor to these tasks. Option C 1. Accept the risks. 2. Monitor these risks often to reduce potential impact. Option D 1. Create a contingency reserve to solve the potential schedule delay, 2, Mitigate the possible impact. Negotiation is an important tool and technique of the Control Resources process. PMBOK® Guide Sixth Edition (2018) PMVPMI/9.6/ INCORRECT id-point of a project. Still, several There are concerns about the cost risk of adding an external supplier at the team members have been transferred to another project, and the project manager requires resource support from an external supplier. The project manager needs to work with the procurement team to establish specifications and type of contract to be used. What should be done?Suggest a fixed price incentive fee (FPIF) contract. Recommend a time and material (TM) contract. ‘Suggest a cost plus incentive fee (CPIF) contract. Recommend a firm fixed price (FFP) contract. A Fixed Price Incentive Fee Contract (FPIF) is a type of contract where the buyer pays the seller set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined perforrnance criteria. FPIF contracts are the most risk averse. PMBOK® Guide Sixth Edition (2018) PMI/PMI/12.1/472 INCORRECT Aproject manager receives the following information for a new project: -assumptions “preliminary scope restrictions After receiving this information, what is the first step the project manager should take? Discern the project goals as well as the business case. Determine the project team and provide the team with tasks. Decide on the project schedule and determine the critical path. X Seek approval for the project charter from the sponsor, The project charter will require a list of assumptions, the preliminary scope, and some of the restrictions. Additionally, the project goals and business case will also be needed. PMBOK® Guide Sixth Edition (2018) PMVPMW/4.1/75 INCORRECT An approved change was implemented to manage a risk. Three months later, the project manager finds that the change did not yield the desired result. In fact, the change led to adverse consequences. What should the project manager do to avoid this issue in the future? Confirm that an implemented risk response is effective. Review the assumption log to revisit or change current assumptions. Update the risk information to the lessons learned register.Evaluate new risks and update the probability and impact matrix. Project work should be continuously monitored for new, changing, and outdated individual oroject risks and for changes in the level of overall project risk by applying the Monitor Risks process. The Monitor Risks process uses performance information generated during project ition (2018) execution to determine if the response was effective. PMBOK® Guide Sixth PMIPMI/11.7/453 INCORRECT Project team members are spending a lot of time helping maintenance and operations staff with a recently commissioned project component. The project manager needs to validate that the component was signed off and ownership transferred, Which three documents should the project manager use for this decision? Final report, organizational process assets updates, and procurement agreements X Procurement agreements, project document updates, and organizational process assets updates Procurement agreements, stakeholder engagement plan, and organizational process assets updates Final report, project document updates, and organizational process assets updates When closing the project, the project manager reviews the project rnanagement plan to ensure that all project work is completed and that the project has met its objectives. The project documents are updated accordingly. PMBOK® Guide Sixth Edition (2018), 4, Project Integration Management / 4.7.3 Close Project or Phase: Outputs, pp127-128 CORRECT A project is completed, but the project manager and project team members are being asked to do the following: “Troubleshoot and resolve technical issues Evaluate new requirements -Make minor adjustments The project manager needs to ensure that the product developed by the project now has operational support. What should the project manager do? v_ Execute the project hand off. Procure project acceptance. Contact the project team, dismiss them from the project, and find a new project.Since the product is still under development, continue to fulfil the requests. At project close, the final product, service, or result can be transitioned to a production support tearn. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.7.3.2/127 INCORRECT A project manager for a construction firm meets with stakeholders, Alll stakeholders agree on a 20 month lifecycle for a project. After work has begun, the project manager learns that stakeholders would like project completion within no more than 12 weeks. What should be the first step in the project manager's response? Meet with key stakeholders to discuss ways to reduce some project requirements. Add team members to work more quickly just this one time in order to satisfy stakeholder requirements, Refuse to modify the timeline, explaining that scope creep should be discouraged. Identify agreed-upon tasks in the original project and assign additional duties as needed to meet the new, shorter timeline Consistent with executing the project with urgency, working with stakeholders to reduce requirements is the best option listed to reduce delivery time. PMBOK® Guide Sixth Edition (2018), 6. Project Schedule Management / Trends and Emerging Practices in Project Schedule Management, p177 CORRECT A project is 7 months into execution. The project manager determines that the cost performance index (CPI) is 80. , the CPI has a downward trend. According to a trend analysi What is the next step that the project manager should take? VY Issue a change request for cost re-baselining. ‘Ask for additional resources. Crash the project schedule. Utilize the management reserve. Since the project is over budget and the trend analysis show that will continue, the best course of action is to re-baseline the cost of the project and manage to that. PMBOK® Guide Sixth Edition (2018) PMI/PMV/7.3.3.1/254coRRECT Ona project, three ical risks with a high-impact are identified. The project manager must find a solution to address these risks immediately. Three specific resources are required to address the risks; however, they are already committed to another project with critical deliverables. Which action should the project manager take? Y_ Option A 1. Check with the functional manager regarding the resources’ availability 2, Negotiate task crashing or rescheduling with the functional manager. Option 8 1. Hire outside resources. 2. Assign these resources to handle the tasks. Option C 1. Assume the risks. 2. Control these risks often to reduce potential impact. Option D 1. Generate a contingency reserve to solve the potential schedule delay. 2. Mitigate the possible impact. he functional manager is the person who will be able to reschedule, reassign or replace resources, PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management / 9.6.2.3 Interpersonal and Team Skills, p ‘CORRECT A project has the following characteristics: -US$3 million budget Planned cost of US$630,000 “Actual cost of US$650,000 Earned value of US$540,000 Which statement is true about the current status of the project? The project is ahead of schedule and under budget. VY. The project is behind schedule and over budget. ‘The project is ahead of schedule and over budget. The project is behind schedule and under budget. CV = EV- AC; 540-650 = -110 SV = EV- PV; 540-630 = -90. Negative cost variance means over oudget Negative schedule variance means behind schedule. PMBOK@ Guide Sixth Edition (2018), 7. Project Cost Management / 7.4.2.2 Data Analysis, p262 CORRECTic schedule and an adequate budget. The project manager worries that unplanned events could threaten the Project's success. Both the project sponsor and project team assure a project manager that the new project has a real How should the project manager respond to t concern? VY List and assess any project risks. Ask for additional funding to cover project planning, ‘Schedule a meeting with the functional manager to address the potential impact of unplanned risks. Review the original project plan and focus on completing the plan on schedule. The project manager needs to be proactive and to farniliarize himself with the identified risks and \eir mitigation strategies. PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.1/401 CORRECT Akkey team member is unhappy with the overall approach documented in a project management plan. The member surprises the project manager with negative comments about the approach during a weekly status ‘meeting during the execution phase of the project. How should the project manager address the team member's concerns? Continue with the meeting, and ensure that the concerns are added to the risk register after the meeting is finished, Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette, ‘Then, solicit feedback about the etiquette expectations. Remember that a project should not go forward when key tea members are in disagreement and use the meeting to discuss the member's concerns. v_ Make a short comment to acknowledge the team member's concerns, continue with the meeting, and meet with the member in private to discuss their concerns. Conflict should be addressed in private, first, to better understand the concern being raised. Exploring the concern after the meeting gives the PM an opportunity to verify the concern and determine needed next steps without disrupting the meeting with all meeting attendees. PMBOK® Guide Sixth Edition (2018) //9 Project Resource Management ools and Techniques, p348 9.5.2 Manage Team coRRECTA project sponsor is risk averse and Is therefore concerned about negative impacts on the project. To help with this concern, the project team identifies four project risks and then evaluates both the probability of occurrence and the impact of the risk if it occurs, The team uses a 1-5 scale, 1 being the lowest and 5 being the highest. Risk A B c D Probability 2 2 3 4 Impact 3 5 4 4 Based on the table, in what order should the project manager rank these risks for risk management purposes? BAD,C BGAD v DGBA CDAB Probability * Impact provides the risk ranking from highest to lowest, A= 2*3 =6 B=2*5=10C= 3*4.= 12 D = 4*4 = 16 Therefore the risks should be ranked in the following order: D, C, 8, A PMBOK® Guide Sixth Edition (2018) PMIPMI/11.4/428 INCORRECT is a new compliance requirement from at A project team learns that the international entity that may impact the baseline business case for the project. They learn this right after project charter is completed and the project sponsor has signed. How should the project manager proceed? Research the requirement and possible consequences, then give the sponsor a recommendation. ‘Address the requirement through the creation of a quality management plan. Decline to address the issue, as the new requirement is not part of the project's documented scope. X Ensure that the requirement is documented in the risk register, then ask for further guidance from all stakeholders. The context of this scenario demands the Project Manage influence the organization (sponsor) and recommend next steps after reviewing and understanding compliance requirements and consequences. PMBOK® Guide Sixth Edition (2018),4. Project Integration Management / 4.1.1.3 nterprise Environmental Factors p78 CORRECTProject team members are concerned that a new resource does not seem suitable for an assigned task. How should the project manager respond to this concern? Contact senior management to discuss the possibility of reassigning the new resource to a different project. VY. Schedule time to chat with the new resource to assess their skills and understand their strength level. ‘Ask the team members to document task-related deficiencies displayed by the resource. Contact the project sponsor to highlight these concerns and decide on an appropriate response. A project manager should not take action by just listening to other member's feedback. He should talk to the new member to find out about his strength and make sore evaluation later. PMBOK® Guide Sixth Edition (2018) PMI, 9. Project Resource Management / 9.4 Develop team, p338 | The Agile Practice Guide, 2.2 The Agile Manifesto and Mindset , p8 INCORRECT A product passes 99% percent of the functional requirements defined in the scope. A customer is unwilling to accept the product since it did not pass 100%. A project manager is assessing what could have done differently to avoid this. ‘What should the project manager have done? X Properly evaluated the test management plan Produced the work breakdown structure (WBS) Defined and communicated the quality metrics Verified the requirements documentation Quality metrics are @ description of a project or product attribute and how to measure it. PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.3.2/287 INCORRECT Aproject owner repeatedly complains, saying that a function developed by the development team does not seem to align with the original design. What will help to solve this issue? X Ask the product owner to sit in on the next iteration review meeting to learn more about the development status for the product. ‘Ask the quality assurance team to identify any mismatches in functionality compared to the initial design‘Ask the development tearn to rewrite the function so that it matches with the project scope. ‘Schedule time during the next retrospective session to discuss all corrective actions and ask the project ‘owner to participate in the session. retrospective can discuss the product release status, whether the team reaches any other milestone. It can be used by project manage to survey all necessary parties to reach consensus and build understanding PMBOK® Guide Sixth Edition (2078), 8 Project Quality Management / 8.3.2.6 Meetings, p30S | The Agile Practice Guide (2017), 5. Implementing Agile: Delivering In An Agile Environment / 5.2.1 Retrospectives, pp50-51 INCORRECT sates that they would like to add functionality. Although this request is made during the n would be small. The Acustomer execution phase of the project, the project manager finds that the cost for the addi additional functionality, if successful, would increase the opportunity for profit. ‘What should the project manager do next? Agree that the functionality would offer a great opportunity, but the proposed addition is out of scope. 1g with the company's management team, and present the customer's request for Schedule a mee additional functionality as a good opportuni Move forward, using the project's management reserve to add the requested functionality. X Identify an already-developed feature that could be combined with the new functionality and use the combination to meet the customer's request. By building a small increment and then testing and reviewing it, the team can ada value in terms of new functionalities or additional awarded projects. Important factor for a successful mplementation and value capture is the response time of the team PMBOK® Guide Sixth Edition (2018), 1. Introduction / 1.2.4.1 Project and Development Life Cycles, p19 INCORRECT Aproject manager has been asked to conduct a risk analysis that is based on a high-level scope. As part of the analysis, the project manager must use expert judgment to prepare a document. Which document-based action is being performed? Creating the project charter Preparing the scope statement document Creating a project management planX Documenting the risk management plan Expert judgment is one of the tools and techniques for developing the project charter. PMBOK® Guide Sixth Edition (2018), 4. Project Integration Management 4.2.1 Develop Project Charter, p79 CORRECT A project that should have been 70 percent complete by now is only 55 percent complete. The total project budget is US$210,000, and the actual cost of work performed (ACWP) is US$162,000 What is the scheduled performance index (SP!) and cost performance index (CPI) of this project? Y. The SPI is 0.79, and the CPlis.71. The $Pl is 1.27, and the CPI is 0.98, ‘The SPI is 0.82, and the CPI is 1.05. ‘The SPI is 0.99, and the CPI is 0.96. EV = Actual% * BAC = 0.55*$210,000 = $115,500 PV = Plan% * BAC = 0.70*$210,000 = $147,000 AC = $162,000 (given) SPI = EV/PV = $115,500/$147,000 = 0.79 CPI = EW/AC = $115,500/$162,000 = 0.71 PMBOK® Guide Sixth Edition (2018) /PMI/7.4.2.2/263 INCORRECT Aclient brings a project manager into a project during the project's execution stage. The project manager reviews the project scope for cost estimating purposes and notices that some completed deliverables were missed in the work breakdown structure (WBS). Which step should the manager take next? Verify with the stakeholders to see if these missed deliverables should be added. ‘Ask that the project management office (PMO) approve additional funds for this work. Include the work in the WBS, per the 100% rule, and recalculate the total project cost. X Determine whether these deliverables are necessary by verifying with experts in the field. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project and represents the work specified in the current approved project scope statement, This must always reflect the cornplete and accurate scope of work. PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.4.2.2/161coRRECT Aproject manager is presented with the following situation: An iteration just ended. -A team member tells the project manager that a planned task is not complete due to an issue that appeared 4 days ago that was not resolved. The project manager wants to prevent this scenario in the future. When is an appropriate time to discuss this issue? Y_ During the retrospective In the demo During the next iteration planning meeting In the next dally standup meeting The retrospective allows issues with the execution approach to be identified and discussed in a tirnely fashion along with ideas for improvement. PMBOK® Guide Sixth Edition (2018) PMVPMW/Appendix X3/X3.3.3 INCORRECT A project that should have been 90 percent complete by now is only 84 percent complete. The total project budget is US$110,000 and the actual cost of work performed (ACWP) is US$82,000. What is the schedule performance index (SPI) and cost performance index (CPI) for this project? The SPIis 0.93, and the CPIis 1.13. The SPI is 1,07, and the CPI is 0.99, The SPI is 1.15, and the CP! of .93, The SPlis 0.96, and the CPI is 1.18, EV = Actual% * BAC = 0.84*$110,000 = $92,400 PV = Plan% * BAC = 0.90*$1 10,000 = $99,000 AC $82,000 (given) SPI = EV/PV = $92,400/$99,000 = 0.93 CPI = EV/AC = $92,400/$82,000 = 1.13 PMBOK® Guide Sixth Edition (2018) /PMI/7.4.2.2/263 INCORRECT A project manager needs to ensure that all data security requirements are covered during a data warehouse development project's execution phase. Each of the databases created during different project phases will have a specific data security policy to comply with governmental data security laws. How should the project manager plan to meet these requirements?X Plan a database development specification, then regularly check to ensure the developer aligns with the ‘specification. Arrange for review of the data security status on a quarterly basis, and recommend remedial steps if noncompliance is found. Tell the database developer to submit documentation of data security items and the steps they take to correct items that do not meet specifications. ‘Add a quality assurance specialist resource to the project team, who will be responsible for monitoring the data security quality of the project. The project review is the best opportunity to formally review compliance. These reviews should be scheduled quarterly or at significant milestones PMBOK® Guide Sixth Edition (2018), 8. Project Quality Management / Tailoring Considerations, p276 | PMBOK® Guide Sixth Edition (2018), 8. Project Quality Management / 8.3.1.6 Enterprise Environmental Factors, p301 CORRECT Acontractor has sent an email request for urgent payment of their last installment on a project that is going through a long execution stage with multiple contractors. How should the project manager respond to this contractor's request? Negotiate payment terms through a meeting with procurement and the contractor. ‘Authorize the payment by notifying accounts payable and follow up to ensure it was made. VY Act according to the agreed upon commitments in the procurement management plan. Authorize payment only after reviewing forecast spend versus actual spend to see if the actual status allows it Even an inexperienced project manager should understand that terms and conditions should be agreed before engaging a contractor to actually do project work. The procurement plan holds all data re contracts and is the single source to guide payment activities PMBOK® Guide Sixth Edition (2018), 4, Project Integration Managernent / 4.7.1 Close Projects or Phase: Inputs, pp124- 125 | The Agile Practice Guide (2017), 6 Organizational Considerations For Project Agility / 6.3 Procurernent and Contracts p77 ‘CORRECT ‘Some agile approaches have recently been added to an infrastructure company's predictive processes. The team is not completing the planned story points, and they are becoming passive, The project manager is concerned and wants to improve productivity. ‘What should the project manager do?Y Provide team training, so the team can do a better job of estimating story points. Speed up the project by reducing the backlog. Gain the needed time for story point completion by adding more iterations to the project. Use burndown charts to evaluate team performance. Training should add rnore skills and abilities for the team, as a long-term solution PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management /9.4.3.1 Team Performance Assessments, 343 INCORRECT A project manager receives the following for a new proje -assumptions restrictions preliminary scope After receiving this information, what should the project manager do first? Review and understand the business case and project goals. Put together the project team and assign project tasks. Build the project schedule and determine the critical path. Ensure project charter approval is obtained from the sponsor. The business case and project goals need to be understood first before a charter can be written Building a team and a schedule come later in the process. PMBOK® Guide Sixth Edition (2018), 1 Introduction / 1.2.6.1 Project Business Case, p30-32 correct A project manager joins a project that has the following features: Globally distributed team “Budget that is fixed Very tight deadlines During planning, what should the project manager do to avoid any scope creep and keep the team focused on a ivering a product that meets requirements? VY. Put any changes to scope through the formal approval process. Hold daily stand-ups with all development teams.‘Ask that all development team leads prepare detailed requirements, Disallow stakeholders from directly interacting with the development team leads, Scope creep can be avoided by adherence to the agreed upon change management process. Project Manager's Portable Handbook, 3rd Ed (2010), 6 Project / 6.4.2 Getting Started ‘CORRECT their level of involvement. n sponsors a project that involves six different companies. When the project is partially A global organizat complete, the project manager learns that one stakeholder is ill and needs to decre: What should the project manager do? VY. Update the stakeholder engagement plan. Revise the project charter. Update the stakeholder register. Revise the project management plan. The stakeholder engagement plan is updated to reflect any processes, procedures, tools, or ect decisions and execution. techniques that affect the engagement of stakeholders in pr PMBOK® Guide Sixth Edition (2018), 13. Project Stakeholder Management / 13.2.3 Plan Stakeholder Engagement: Outputs, p522 conRECT A project manager is attending a periodic review with stakeholders. The project sponsor asks the project manager how deliverables will be verified for accuracy and accepted. ich project document is this information found? Inwi Scope management plan Requirements management plan Y Quality management plan Work performance reports ies the quality requirements and/or standards for the project The quality management plan ident and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/ or standards. PMBOK® Guide Sixth Edition (2018) PMI/PMV8.1.3.1/324coRRECT Aproject needs a specialized resource. A resource that fits the needs of the project is identified, and can work onsite, but lives in another country. The visa process was expected to take weeks but is now taking months. What should the project manager do? Ask the existing team to work overtime. Place a limit on the project's scope. Put the project on hold by an equivalent duration. VY Request that the resource work virtually. he globalization of projects has promoted the need for virtual teams that work on the same project, but are not collocated. PMBOK® Guide Sixth Edition (2018) //9/311 ‘CORRECT There is an unresolved conflict between a member of a third-party vendor's team and a member of a project team, The issue is escalated to the project manager. What the first thing the project manager should do? V Meet in-person with the vendor to discuss the issue. Call the vendor on the phone to discuss the issue. Draft and send a contractual letter to the vendor. Send an email to the vendor to discuss the issue. The project manager wants to resolve this issue quickly. A face to face meeting is the best choice resolve this conflict, Any other communication choice would involve noise that would hinder resolution. PMBOK® Guide Sixth Edition (2018), 4. Project Integration Management / 4.2.2.3, Interpersonal and Team Skills, p86 | PMBOK® Guide Sixth Edition (2018), Appendix X4 Summary of Key Concepts for Knowledge Areas / X4.10 Key Concepts for Project Stakeholder Management, 0678 CORRECT A project's deliverable on the critical path is lagging behind schedule. The cost performance index (CPI) is 1.3. The project manager is able to put the project back on schedule, What is the most likely outcome for the project?There will be activities performed in parallel There will be a revised scope. VY. There will be an increase in costs and risks. There will be rework. ition (2018) Crashing a project will increase both costs and risks. PMBOK@® Guide Sixth & PMIPMI/6.5.2.6/253 coRRECT A project is utilizing a third-party contractor. ‘A member of the contractor's team raises an issue with a member of the project team. The two individuals are not able to work out a solution. The project manager is aware of the disagreement, tion should the project manager use first when contacting the vendor about this Which type of communi issue? V Face-to-face Phone Contractual letter Email Face-to-face interaction is usually the most effective way to build the trusting relationships that are needed to manage knowledge. Once relationships are established, virtual interaction can be used to maintain the relationship. PMBOK® Guide Sixth Edition (2018) //13/506 | PMBOK® Guide Sixth Edition (2018) //4.7/605 | PMBOK® Guide Sixth Edition (2018) //X4.10/678 INCORRECT All team members on a new project want to gain the customer's trust by delivering value as quickly as possible. The project manager learns that one resource has worked with the sponsor on other projects. The resource seems to be using personal influence, working with a project sponsor to increase the project's benefits At which stage in the project should the project manager address this concern to optimize cost effectiveness? At the start of the team's performing stage Immediately after the first benefit realizationDuring the next retrospective ceremony % During the next resource performance review The retrospective would be the event to address this concern. PMBOK® Guide Sixth Edition (2018), 8. Project Quality Management / 8.3.2. Control Quality: Tools and Technics / 8.3.2.6 Meetings, p305 | PMBOK® Guide Sixth Edition (2018), 13. Project Stakeholder Management / 13.4.2.6 Meetings, p535 INCORRECT After a project ends, the project manager and project team members are still being asked to do the following: Evaluate new requirements -Make minor modifications “Solve technical issues The project manager wants to ensure the product or service developed by the project now has operational support. What should the project manager do? ‘Complete the handover of the project. X Review the acceptance criteria and get acceptance. Formally disband the project team and find a new project. Continue to fulfill the requests as the product is still being developed. Project closure and hand-off will ensure knowledge transfer to production and/or operations PMBOK® Guide Sixth Edition (2018), 4. Project Integration Management / 4.7 Close Project or Phase, pp121-123 INCORRECT A high-level manager in an organization would like to use a critical project resource for a new project. Which action should the project manager take? Contact the program manager to resolve the issue. Request that the high-level manager provides a replacement. X Use the Legitimate form of power to deny the request Tell the team and reassign that resource's responsibilities to other team members.The project management team’s ability to influence others plays an important role in negotiating resource allocation, as does the politics of the organizations involved. If getting to an agreement is. not possible, the issue needs to be escalated for resolution. PMBOK® Guide Sixth Edition (2018) PMUPMI/3.3/52 CORRECT Anew product is released. ith this product, the project manager realizes that cost of When a customer ide! quality (COQ) should have been used to estimate this cost. ies performance issues Which category of COQ should the project manager have used? Prevention costs v_ External failure costs Appraisal costs Cost-benefit analysis, External Failure Costs are those failures found by the customer. PMBOK® Guide Sixth Edition (2018) PMI/PMV8.1.2.3/321 INCORRECT A company's products will be affected by a new law that might be passed in the next four months. A new product three months. If the proposed law is passed, the new product launch is starting, and should be completed will not meet the new requirements. How should the project manager address to this potential problem? Option A 1. Discuss risks with the sponsor and key stakeholders. 2. Using the results of the discussion, update the assumption log and project charter. Option 8 1, Update the risk management plan, 2. Move ahead with project planning, X Option C 1. Move forward with the project and project planning. 2. Meet all deadlines, ensuring that the product will be complete prior to potential change in the law. Option D 1. Warn the sponsor and key stakeholders about the implications of the possible law. 2. Advise ther to put the project on hold until the legislation is passed. This new law can have a profound effect on the project. It will certainly lead to new potential risks, new assumptions and a possible charter change. PMBOK® Guide Sixth Edition (2018) PMV/PMI/4.1/75‘CORRECT A project manager is working on a small project that is critical for a larger program milestone. A new resource has been assigned to replace a key resource who had to leave the project. Unfortunately, an outside stakeholder claims that the person who assigned the new resource sent their weakest team member. How should the project manager approach this rumor? Assess the new resource’s ability to perform the necessary work by testing their communication skills with the current project team. v Evaluate the skills of the new resource to see how the resource can provide value to the project. File a request with the project management office (PMO) manager in order to obtain a better resource. Address the rumor with the new resource's functional manager to mitigate any conflict within the project team. A) No - This is not the best use of tine, and unfairly makes presumptions on the candidate. B) Yes - This is the best answer. Without seeing performance first-hand, there is no available proof to the hearsay. C) No - This assumes that hearsay is fact, which ray create a strained relationship aetween the Project Manager and functional manager. D) No - While this may give solace to the Project Manager, this is inappropriate and unwarranted. PMBOK® Guide Sixth Edition (2018) 9. Project Resource Management / 9.3.2.1 Decision Making, p332 INCORRECT A company Is planning to utilize a new product that leverages innovative technologies and processes. The project manager has verified that the component work packages have been defined, and constraints for each component have been identified wi h estimating technique should the project manager use to obtain a precise cost estimate of the project? ‘Analogous Three-point Bottom-up x Parametric Bottom-up estimating is a method of estimating project duration or cost by aggregating the estimates of the lower level cornponents of the WBS. PMBOK® Guide Sixtn Edition (2018) PMI/PMI/6.4.2.5/202 INCORRECTA project manager has the following situation: “Avery long project management plan is drafted. -Stakeholders on the project are spread across three continents. -The project manager needs the stakeholders to approve the plan in as short of time as possible. What is an appropriate course of action for the project manager to take? ‘Option A 1. Arrange a meeting with all stakeholders. 2. Have the stakeholders review the plan before the meeting. Option B 1, Send the plan to each stakeholder individually. 2. Ask them to add their comments and return it for updating. Option C 1. Divide the plan into sections. 2, Based on their areas of expertise, ask select stakeholders to review particular portions. Option D 1. Schedule individual meetings. 2. Invite only the key stakeholders and walk them through the plan. This option will require the least follow up discussions. PMBOK® Guide Sixth Edition (2018) PMI/PMI/3.4.4/60-63/ CORRECT A large project includes functional groups in four countries. It is close to completion, so the project manager must prepare the closeout documents. How should the project manager obtain appropriate signoff on the acceptance of project deliverables? Y The project sponsor should be asked to sign off. ‘The steering committee should be asked to sign off. The functional managers from each group should be asked to sign off. ‘The four managers from the four countries should be asked to sign off. Since the sponsor provided the resources for the project, itis their responsibility to officially sign off on the project deliverables, PMBOK® Guide Sixth Edition (2018), 4, Project Integration p125 Management / 4.7.1.4 Accepted Deliverable INCORRECT replaced by a steering committee. A project has increased in size. As a result, the project's single sponsor What should the project manager do to accommodate this new development?Ensure that communications are tailored to the steering committee, since there has been a change in stakeholder structure. Ensure that the initial project plan is followed, since the new stakeholders will focus on the project's progress to date, Introduce the steering committee to the team and continue to follow the initial project plan in order to meet project deadlines, Make sure that the new steering committee members are included when sending the current status report for the project. The project manager needs to be proactive and respond to this change. The sane communication that was planned for a single sponsor will not necessarily work for this steering committee. PMBOK® Guide Sixth Edition (2018) PMV/PMI/10.1.3.1/377/ INCORRECT A team member expresses concern about a team behavior issue during a retrospective meeting. The member says that group morale is affected by two team members who continuously criticize the high amount of requirements in each iterat resol sue. n technique with the project manager's possible resolution for t Match each cont Withdraw/avoid. As soon as possible, allocate one or both of these members to a different project or initiative. Y_ Smooth/accommodate. Recognize the team members’ feelings regarding the high level of requirements. Compromise/reconcile. Reconsider the distribution of work among the whole team to ensure that the work is equably distributed. Force/direct. Since all requirements were evaluated and organized by the full team, remind the team that the decisions were theirs. order to discuss requirement allocation and the Collaborate/problem solve Meet with the full tear planning methodology. The success of project managers in managing their project teams depends on their ability to resolve conflict. Different project managers may use different conflict resolutions methods and techniques for resolving conflict. PMBOK Guide Sixth Edition (2018), 9. Project Resource Management / 9.5.2.1 Interpersonal and Team Skills, pp348-349 CORRECTIn response to slippage on some scheduled tasks, the project manager reprioritized a number of subsequent tasks in order to fix the problem. The reprioritization did not put the project back on track, and now the project manager needs to escalate the issue to project stakeholders. To escalate the issue, what should the project manager do first? VY Refer to the communications management plan. Review the stakeholder engagement plan Refer to the change management plan Review the risk management plan. The communications managernent plan is developed to ensure that the appropriate messages are communicated to stakeholders in various formats and various means as defined by the communication strategy. PMBOK® Guide Sixth Edition (2018), 10. Project Communications Management / 10.2 Manage Communications, pp379-381 CORRECT There are three deliverables in the project manager's IT transformation project: De expects that Deliverable 3 will see quickly changing requi tones, with no expected variation in the ments during development. able 2 has strictly scheduled mi e. The project manager Which lifecycle mode! should be used to meet the project's requirements? Select a fully agile project model, with a common user story and three-week sprints. Select a waterfall project model for deliverables, with firm milestones and change control procedures, Select a hybrid project model, where Deliverable 2 is positioned as single agile sprint embedded in an overall waterfall project. VY Select a hybrid project model, where Deliverable 2 is positioned as a single waterfall phase embedded in an overall agile project. In this project two deliverables have unknown durations or changing requirement sets appropriate for Agile. The migration deliverable 2 requires tight schedule contral and external dependencies appropriate for waterfall. PMBOK® Guide Sixth Edition (2018) PMVPMI/1/19 | The Agile Practice Guide (No Date) PMI/PMI/3.1.9/ CORRECT A project manager has local and virtual team members for a project.To manage scheduling priority conflicts among team members, the project manager schedules a video conference call Which statement is true about this scenario? It demonstrates the Smooth/Accommodate conflict resolution technique VY. Itis an example of the Collaborate/Problem Solve conflict resolution technique. It demonstrates the Force/Direct conflict resolution technique, Itis an example of the Compromise/Reconcile conflict resolution technique. Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation. PMBOK® Guide Sixth Edition (2018) PMI/PMIV/9.5.2.1/349 CORRECT A project team is small and the team members have known each other for a long time. The team's project is in the execution phase. Recently, a team member told the new project manager that another team member has been ing about how the project is being managed. complai How should this new project manager respond? Preview the current stakeholder engagement plan for the way to resolve the difficulty Y_ Schedule a mandatory team meeting which will lead to the creation of a new social contract. Notify team members that they should submit anonymous recommendations for a new social contract. Send a survey to team members, requesting suggestions for dealing with the dissatisfaction. A) No - While this may help in addressing the situation, it will not help to rectify any existing damage done to the team as a result of the situation. 8) Yes - This is the best solution. It encourages every tear rember to particulate and results in a clear set of guidelines for the tearn. C) No - This is not the best answer. While this will create a set of guidelines, they may not be the best ones for the team. D) No - This is not the best solution as it does not encourage team cohesion and self leadership. PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management / 9.1.3.2 Tearn Charter, 319 | The Agile Practice Guide (2017), 5. Implementing Agile Delivering In AN Agile Environment / 5.1 Charter The Project And The Team p50 CORRECTA project manager with limited experience managing globally-distributed team members receives a project that has team members from five counts spanning three continents. To successfully manage this project, the project manager needs to develop cultural sensitivity. What should the project manager do? Y_ Be flexible when working with team members, recognize that culture is learned, and be aware of local customs. ‘Seek guidance from the human resource department, and request to be certified in this topic. Request for another project manager to lead the project and follow behind this person to gain necessary skills, Gather requisite learning material to better understand every detail of each tearn member's culture to be sensitive to their needs. The project rnanagement team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together nterdependently in a climate of mutual trust. PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.4/338 ‘CORRECT A project manager believes that a delay in developing a prototype was due to a lack of knowledge in a specific skill that was needed by the cross-functional team. How could the project manager prevent this situation on future projects? Offer more specialized training throughout the project to the team VY Identify required strengths, and organize the team based on those strengths. Meet with the project sponsor and team members to assign training for specific skills. Empower tearm members to problem solve in situations where skills may be lacking, Develop the human resource management plan by defining the roles and responsibilities of the project team rnembers in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed. PMBOK® Guide Sixth Edition (2018), 9 Project Resource Management, 309 | The Agile Practice Guide (2017), 4 Implementing Agile Creating an Agile Environment / 4.3.3 Generalizing Specialists, p42 INCORRECT Aweek prior to the project kick-off call, a project manager meets with a key project resource to gain a deeper understanding of how complex the project deliverables are.The resource expresses concern and worry regar‘ 1g the deliverables. What should the project manager do to ensure that the deliverables are realistic? Perform a feasibility study, and then assess the results. Discuss the resource's concerns with the sponsor, and modify the project charter. Note the concerns in the issue log to review at a later date, X Identify threats and preventive actions by conducting a risk assessment. To ensure that the deliverable are realistic, the project manager needs to conduct a feasibility study and then evaluate the results. none of the other choices will ensure this. PMBOK® Guide Sixth Edition (2018), 1. Introduction / 1.2.6 Project Managernent Business Documents, p29 INCORRECT A product deliverable is undergoing acceptance testing. A senior-level stakeholder raises concern that an essential product feature for their department was not developed. the future. The project manager wants to avoid this issu What is one way to accomplish this goal? X Properly manage stakeholder expectations. Prepare a change management plan, Ensure a scope management plan gets approved. Hold a product demo with stakeholders. A scope management plan documents how the project and product scope will be defined, validated, and controlled, PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.1.3.1/137 correct Acustomer is contemplating adding new features to the project deliverable. Before a project team member starts working on these new features, what is a mandatory step? Gain approval from the project manager. Y Ensure the change control board (CCB) approves. Gain approval from the project sponsor.Ensure key subject matter experts (SMEs) approve. The Change control board is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions, PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.3.1.3/93 CORRECT A product passes 96% percent of the functional requirements defined in the scope. A customer is unwilling to accept the product since it did not pass 100%. A project manager is assessing what could have been done differently to avoid this. What should the project manager have done? Assessed and evaluated the test management plan Created the work breakdown structure (WBS) VY. Ensured that the quality metrics were defined Reviewed the requirements documentation Quality metrics are a description of a project or product attribute and how to measure it PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.3.2/287, INCORRECT During work on a government project, stakeholders pressure the project manager to submit to their preferred actions, While the project manager must coordinate and plan with multiple stakeholders, the project manager Ss. ith complex relations and frequently changing scenai must also deal What should the project manager consider doing? (Choose two.) Y_ Use the Prioritization method of categorization. Use the Salience model of categorization. Use the Transformation model of categorization, Use the Transaction model of categorization. X Use the Collaboration method of categorization. Both salience model and prioritization needs to be used to categorize for government contracts, especially when the scenario is for frequently changing, complex relationships with multiplerepresentatives involved PMBOK® Guide Sixth Edition (2078), 13. Project Stakeholder Management / 13.1.2.4 Data Representation, p513 correct During an iteration, a project team encounters problems that may cause a delay in task completion. Another the same project needs the task to be completed on time in order to meet their schedule. What can the project manager do to resolve this problem? Insist that the project tearn work a bit harder to complete on time, in order to avoid delaying the work of other teams. Y Work with the product owner to reprioritize the iteration backlog, so that it does not delay work by other teams. Increase the iteration length, and add additional resources to the project team, so that they can meet the appropriate deadlines. ‘Ask team members to perform to the best of their abilities during the iteration, and engage in a retrospective after completion of the iteration. May cause a delay does not mean the task completion will be delayed, To improve probability of success, reprioritizing the backlog may improve the probability for success more than the other options. PMBOK® Guide Sixth Edition (2018), 6. Project Schedule Management / 6.6 Control Schedule, pp 222-224 | The Agile Practice Guide (2017), 5 Implementing Agile: Delivering In An Agile Environment / 5.2.3 Backlog Refinement, p52 coRRECT A project manager has put together a project team. During initial meetings, the project manager observes that team members are getting to know each other, feeling excited and positive about the project, and have not been told the specific details of the project. In what phase of development is the team? Storming Norming Y Forming Performing The Forming phase is where the tearn members meet and learn about the project and their formal roles and responsibilities. Tearn mernbers tend to be independent and not as open in thisphase. PMBOK® Guide Sixth Edition (201 8) PMV/PMI/9.4/338 correct Asmall group of users complain during a project's user acceptance stage. The users say that th are not met. Which action could help avold this issue on future projects? VY Make use of stakeholder feedback during the project. Engage in risk assessments throughout the project. Make use of conflict management techniques. Create a professional relationship with users. Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project goals, objectives, benefits, and risks for the project, as well as how their contribution will enhance project success. Listening to their feedback is an important part of this engagement. PMBOK® Guide Sixth Edition (2018), 13. Project Stakeholder Management / 13.3.2.2 Communication Skills, p527 CORRECT A project has the following characteristics: it is in the execution phase. -A regulatory law has recently been approved that mandates immediate compliance. law will impact the project's scope, schedule, and cost. m The project manager needs to determine what to do first ‘What Is the correct step to take? Initiate mitigation of the risk. Ensure the project management plan is updated. Escalate the issue to senior management. VY Begin the change request process. Since compliance is mandatory, a change request needs to be submitted. PMBOK® Guide Sixth Edition (2018) PMU/PMI/4.3.3.4/96 INCORRECTSeveral team members have been transferred to another project, so the project manager needs ad resource support from a new supplier. The project manager is concerned about the cost risk of us supplier at this stage of the project. Now, the project manager needs to work with the procurement team to establish specifications and type of contract to be used. What should be done? Recommend a fixed price incentive fee (FPIF) contract. Recommend a time and material (TM) contract Recommend a cost plus incentive fee (CPIF) contract. % Recommend a firm fixed price (FFP) contract. A Fixed Price Incentive Fee Contract (FPIF) is a type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria. PMBOK® Guide Sixth Edition (2018), 12. Project Procurement Management / 12.1.1.6 Organizational Process Assets p472 ‘CORRECT A team misunderstood one product functionality documented in an earlier stage of the project. During the current iteration, the functionality has not yet been developed, but a business representative has mentioned the deficiency. How should the project manager proceed? The functionality was formally approved, so initiate the change management process. VY. Schedule a meeting to discuss and brainstorm the functionality with the project team and business representative. Ensure that the issue is addressed by escalating it to the project sponsor, who should discuss it with the representative. Continue with the current sprint, recognizing that the issue will be identified during the testing phase. As the functionality has not been built the project manager should facilitate building common understanding and ernpowering the team to evaluate the impact of a possible change, this way avoiding re-work. PMBOK® Guide Sixth Edition (2018), 3. The Rale of the Project Manager / 3.4.4 eadership Skills | The Agile Practice Guide (2017) 3 Life Cycle Selection / 3.1.10 - Hybrid life cycles as Fit-For-Purpose, p29 INCORRECTReview the following project character -A sponsor approves a project. -The project manager invites selected team members, key stakeholders, and the sponsor to a meeting. -The primary purpose of the meeting is to create a document that will g deliverables. fe the team defining the main project ‘What will be the al output of this meeting? Milestone list Work breakdown structure (WBS) dictionary ‘Scope management plan Requirements management plan The scope management plan is a component of the project management plan that describes how ‘e scope will be defined, developed, monitored, controlled, and validated. PMBOK® Guide Sixth Edition (2018) PMI/PMI/S.1.3.1/137 INCORRECT The project manager has a large project with functional groups in four countries. Now that the project is close to completion, the project manager needs to obtain the correct signoff on the acceptance of project deliverables. What should be done to obt the appropriate signoff on this project? ‘Ask the project sponsor to sign off. X Ask the steering committee to sign off ‘Ask the director of the project manager's business unit to sign off. ‘Ask for signoff from the managers of the four countries involved in the project. since the sponsor provided the resources for the project, itis their responsibility to officially sign off on the project deliverables, PMBOK® Guide Sixth Edition (2018) PMI/PMV/4.7/121 | Project Management: A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/john Wiley/Wiley/10/ INCORRECT A project manager is uncertain about the duration of a new product development project and consults several groups of subject matter experts (SMEs). The first group advisé ished in 14 days. The second group identifies some risks that could make the duration up to 32 days. The third group proposes a new development method that can shorten the time to 8 days. that development can be fi‘What is the estimated development duration for the new product? 2 16 x 18 20 (Optimistic + (4 X Most Likely) + Pessimistic)’6 = (8 + (4*14) + 32/6 = 16 days T Estimate PMBOK® Guide Sixth Edition (2018) /PMI/7.2.2.5/244 CORRECT During user testing a client agreed to a final product. A few days later the client is reconsidering their agreement What should the project manager do? Y_ Review the project's acceptance criteria. Refer to the project's quality management plan. Review the requirements documentation, Refer to the project's project charter. he definition of acceptance criteria may significantly increase or decrease quality costs and, therefore, project costs. Satisfying all acceptance criteria implies the needs of the stakeholders have been rnet. PMBOK® Guide Sixth Edition (2018), 5. Project Scope Managernent / 5.5.3.1 Accepted Deliverables, p16 | The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2010), 88. Scape verification / Scope Process INCORRECT study was conducted. However, a change request was To determine which product to create, a project feas recently approved to develop another product that contradicts the original requirements. sts conducted an analysis before the change request was approved. Data speci What is an appropriate action for the project manager to take? Perform the change request. Do not accept the change request. x Review a detailed report of the data analysisReview a feasibility study of the new product. After a change request has been approved, it should be executed, If the new requirements did not contradict the original ones, a change request would likely not be needed in the first place. PMBOK® Guide Sixth Eaition (2018) PMI/PMI/4.6/113 coRRECT A project manager begins to prepare the project management plan after receiving the project charter. There is currently no historical information in the project management office (PMO). What is the next step the project manager should take in this scenario? Utilize analogous estimating, VY. Seek advice from experts in the field. Organize an initial kick-off call Request that the project sponsor provides input, If there is no historical information available, then consulting with subject matter experts is the prepare the project plan. PMBOK@ Guide Sixth next best thing a project manager can do t Edition (2018) PMI/PMV/8.1.2.2/281 coRRECT A project manager receives complaints from a project sponsor because of a delay in developing a prototype. The that was needed by project manager responds that the delay was due to a lack of knowledge in a spe: the cross-functional project team, How could the project manager avoid this type of situation in the future? Create training sessions at the start of the project, so all necessary skills are learned. VY List required skills for the project, and organize the project team based on those skills. Consult with the project sponsor to add training once the lack of a specific skill becomes apparent. Empower team members to problem solve where skills may be lacking, using the skills they do have, Develop the human resource management plan by defining the roles and responsibilities of the project team members in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed. PMBOK® Guide Sixth Edition (2018), 9Project Resource Management / 9.3.3 Develop Team: Outputs, p343 | The Agile Practice Guide (2017), 4 Implementing Agile: Creating An Agile Environment / 4.3.3 Generalizing Specialists, p42 INCORRECT Four new risks for a project are identified while the project manager is preparing the monthly project status report. These four risks could affect vital key milestones. What should the project manager do before presenting this new risk information? Refer to the risk register as well as the risk report. Review the organizational process assets and risk register. X Refer to the risk management plan and the risk report. Review the risk report and lessons learned repository. he first step will be to analyze the new risks. Reviewing the current risk register and risk report will be the best starting point. PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.7/453 ‘CORRECT During a kick-off, the project manager provided training for the entire team regarding the specifics of the company operations that the project supports. Ayear lat ing because members who were added later in the project do not have the same level of understanding. , Project productivity is suf How should the project manager respond to this challenge? VY. Ask current team members to provide training and support and hold a second kick-off meeting for new team members. Tell the newer team members to ask for help from the long-term members when they run into things they do not understand. ‘Add new members who have the relevant experience, reassign the newer team members, and log turnover issues in the lessons learned register. Recognize that this is a natural project progression and revise the schedule to allow for the slight decrease in productivity, Itis the PM's responsibility to make sure that the new members are adequately trained. This approach provides that training, PMBOK@® Guide Sixth Edition (2018) PMI/PMI/9.4,2.4/341coRRECT Aproject team has set up an unofficial online communications platform to enhance communication. The project manager was not aware that this platform existed until recently, after learning that it was being used inappropriately. Which action should the project manager take? v_ Have the project team stop using the platform, and then review the communications management plan. Report the issue to the compliance office after disciplining the individuals involved. Since it is not part of the communications management plan, terminate the platform Delegate an administrator to monitor communications on this platform. Since this platform was not part of the original communications plan, it should not be used. The project rnanager needs to refer the team rnembers back to the approved project communications plan. PMBOK® Guide Sixth Edition (2018), 10. Project Cornmunication Management / Project Communications Plan, pp359-362 INCORRECT 1g, the customer indicates that they will reject an iteration’s deliverable. During a challenging shareholder me What should the project manager do? Send a request to the project sponsor, asking ther to update the project charter then reassign the responsibilities and authorities Meet with the project team to add new and improved features to replace the features that were rejected, Work with stakeholders to create a shared approach that will address the issues of concern. File a change request with the change control board (CCB) in order to add budget to the baseline. Before initiate any action the project manager should work with the team to identify the root cause of the problem and build an approach to conduct the project for the next iterations. As a hybrid approach a retrospective ceremonial can be a good option to solve this situation. PMBOK® Guide Sixth Edition (2018), Part 2 The Standard for Project Management / 5. Monitoring and Controlling Process Group / 5.1 Monitoring and Controlling Project Work, p 615 INCORRECT A project manager realizes that stakeholder interests will conflict on a project and decides to utilize a stakeholder engagement assessment matrix.The matrix pinpoints an influential stakeholder who is resistant to the project. The project manager needs to align this stakeholder's expectations. What should the project manager do to accomplish this goal? Produce a stakeholder engagement plan. Convey the stakeholder engagement plan. X Gain consensus on project objectives by meeting with all stakeholders, Ensure that the stakeholder register is complete and updated. Plan Stakeholder Engagement is the process of developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact on the project ffectively with stakeholders. he key benefit is that it provides an actionable plan to interact PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2/516 CORRECT Cer their dissatisfaction during an iteration review meeting. key stakeholders are dissatisfied with how a key feature of a project has been developed. They express What should the project manager do first to resolve this issue? Gather the project team for a brainstorming session and identify a solution. Vv Identify the reasons why there are issues with the feature, then address the issue. Create a list of the pros and cons of the situation to define the impact of the conflict. ‘Add a neutral party, such as the project sponsor, to function as a negotiator with stakeholders. Identifying the source of conflict is a key initial step in conflict management. PMBOK® Guide Sixth on (2018), 9. Project Resource management / 9.5.2 Manage Team Tools and Techniques, 348 ‘CORRECT The project is overseen by a senior project manager. When a new project manager is added to the project, the sponsor asks the new project managor to develop the quality management plan. How should the new project manager proceed? Y_ Obtain established quality processes and plans from the senior project manager. Then, ask them for guidance in selecting the appropriate standards.Schedule a meeting with the customer to collect requirements and obtain benchmarking samples Schedule a meeting with the sponsor to obtain benchmarking samples and cost-benefit analyses Postpone the development of the quality management plan by submitting a change request. Only proceed when quality metrics and quality checklists have been created he new project manager needs to consult with the senior project manager to find out what practices and processes are already in place. PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1/277 ‘CORRECT After the start of a project, the project manager learns that an expected governmental subsidy may not be available. What should the project manager do to address this issue? Y Log the issue. Make sure that the information is added to the issue log. Make up any project deficit using the contingency reserve. Make a change request. The risk level on this issue must be raised as an expected monetary result might not be achieved PMBOK® Guide Sixth Edition (2018) PMIPMI/11.2.3.2/418 CORRECT ‘A team member has taken an unplanned leave during the execution phase of a project. In response, the project team rescheduled some tasks. The result is that critical activities are now occurring at the same time. What the first thing that the project manager should do? V_ Assess the newly introduced risks with the project team. Mitigate risks by reverting to the original schedule. Revise the risk register and then rank the project's risks. Identify suitable responses for the newly introduced risks. PM should first involve the project tearn in the risk assessment. PM should also update risk register, prioritize risks and plan the response but first the newly discovered risk should be evaluated with the project team. PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2/409‘CORRECT The project manager reviews the issues log and sees that three tasks assigned to three team members are significantly behind schedule. How should the project manager handle this issue? V Meet with the relevant team members to review the tasks and determine a strategy for resolving the issue. Contact the project sponsor and escalate the issue in order to reduce delays. ‘Ask those who are responsible for the reason for the delays and their plans for next steps. Inform the team to quickly bring the tasks up to date, so that the project is not at risk. The project anager needs to be proactive and review the activities with the team and to identify resolution strategies. PMBOK@ Guide Sixth Edition (2018), 4. Project Risk Management / 11.2 Identify Risks, pp409-411 INCORRECT A project has the following budgetary features: “Total budget of US$3 million Planned cost of US$630,000 “Actual cost of US$650,000 Earned value of US$540,000 Which statement is true about this project? Itis under budget, and ahead of schedule. It is over budget and behind schedule. Itis over budget and ahead of schedule, X Itis under budget and behind schedule. CPI = EW/AC = $540,000/$650,000 = less than 1 = over budget SPI = EV/PV = $540,000/$630,000 = less than 1 = behind schedule PMBOK® Guide Sixth Edition (2018) /PMV/7.4.2.2/263 CORRECT A retiring project manager hands over all materials to a new project manager. The project appears to be running smoothly, until the new manager learns that a critical component has failed during testing.What is the appropriate first step when responding to th VY. Review the risk management plan to identify whether this risk and accompanying response strategies have been captured. Check with other local team project managers to see how they would respond to the issue. Revise the timeline to account for slippage due to the additional time needed to implement mitigation. Communicate with stakeholders, describing the issue, proposed costs, and potential changes to delivery dates related to the project. Risk responses to identified risks should be outlined as part of the risk management plan PMBOK® Guide Sixth Egition (2018) PMI/PMI/11.5/437 ‘CORRECT The initial draft of a project management plan is completed. The project manager plans to show the draft to stakeholders who are located around the globe for approval. The project manager has limited time to gain approval, and the project management plan is lengthy. The project manager needs to ensure that the review of the plan is completed on tim Which action should the project manager take? VY. Send the plan for the stakeholders to review, and then meet with the all of them to discuss it. Have each stakeholder review the plan individually, adding their comments, and then update the document accordingly Ask select stakeholders to review particular sections of the plan based on their areas of expertise. Organize individual meetings with only the key stakeholders to walk them through the plan. the attendees in advance, the PM can insure that the By sending the project management plan t meeting is most productive. PMBOK® Guide Sixth Edition (2018), 3. The Role of the Project manager / 3.4.4.3 Politics, Power, and Getting Things Done, pp62-63 | Project Manager's Portable landbook, 3rd Ed (2010), Section 9, Project Communications / 9.2 Project Communications INCORRECT Accustomer's resources have not completed the required training. The project manager has to consider the risk it poses to the timely completion of the project. Customer resource training is a required project deliverable. Which action should the project manager perform? Communicate with the project stakeholders to address the risk.Revise the risk register and discuss it at the next project status meeting. X Dedicate additional post-implementation support to mitigate the risk. Modify the project schedule to account for the training delay. Since the customer is a key stakeholder, the project manager should engage with them to this risk. PMBOK® Guide Sixth Edition (2018), 11 Project Risk management /11.5.2.9 Decision Making, p446 addre: CORRECT A project has the following characteristics: At is in the execution phase. -500 products have been developed based on the originally-approved blue| “The project team randomly selected 50 products to evaluate against the quality plan. What is occurring in this scenario? The project team is performing inspections. The project team is utilizing statistical sampling. ‘The project team is conducting audits. The project team is undertaking a quality control measure. Statistical sampling involves choosing part of a population of interest for inspection. The sample is taken to measure controls and verify quality. PMBOK@ Guide Sixth Edition (2018) PMVPMI/8.3.2/302 coRRECT Aproject involves six different companies, and the project sponsor is a global organization. At the midpoint of the project, the project manager is informed that one stakeholder is experiencing difficulties and cannot provide their former level of involvement. Which action should the project manager perform? VY. Update the stakeholder engagement plan. Revise the project charter. Update the stakeholder register. Revise the project management plan.The stakeholder engagernent plan is updated to reflect any processes, procedures, tools, or chniques that affect the engagement of stakeholders in project decisions and execution PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522 coRRECT ‘Schedule performance issues are occurring on a project. After assessing the issue, the project manager determines that the cause is the expertise levels of project resources. Specifically, a few of the senior-level resources check irrelevant details, and some inexperienced resources take too much time to complete tasks. The project manager needs to enhance team performance. Whit fh action is appropriate to take? Y_ Implement training where necessary and create a checklist for all team members. Request that the senior-level resources help the inexperienced resources. ‘Advise the senior-level resources and replace the junior-level resources Design and conduct training for the junior-level staff. The PM must train the junior members and supply a checklist so that all are checking all and only what they are supposed to be checking. PMBOK@ Guide Sixth Edition (2018), 9. Project Resource Management / 9.4 Develop Team, p342 coRRECT A project manager is working with three key stakeholders, Each stakeholder has a different vision regarding the project and its goal. They each feel strongly about their opinion. The project manager needs to obtain approval of the project charter. What should the project manager do? Conduct a stakeholder analysis. Y_ Use negotiation to ensure the three stakeholders are in agreement. Request that the project sponsor resolve the conflict. Use the project kick-off meeting to settle the project goals, Projects experiencing a high degree of change require active engagement and participation with project stakeholders. To facilitate timely, productive discussion and decision making, adaptiveteams engage with stakeholders directly rather than going through layers of management PMBOK® Guide Sixth Edition (2018) PMI/PMI/12.2.2.5/488 CORRECT A project is in the execution phase. Based on the originally approved blueprint, 1,000 products were developed. The project team randomly chooses 100 products to evaluate against the quality plan. What is the project team undertaking? Control procurement VY Statistical sampling Process audit Quality assurance Statistical sampling involves choosing part of a population of interest for inspection (for example, selecting 10 engineering drawings at random from a list of 75). The sample is taken to measure controls and verify quality. Sample frequency and sizes should be determined during the Plan Quality Management process. PMBOK® Guide Sixth Edition (2018), 8. Project Quality Managernent / 8.3.2 Quality Control: Tools and Technics, pp302-303 CORRECT Review the following steps. 1. Aproject has been successfully delivered. 2. The project manager is executing formal closure. 3 What is Step 37 The project manager should update the bid documents. Y_ The project manager should obtain stakeholder acceptance. ‘The project manager should reassign the project team. ‘The project manager should reallocate the unused funds. Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor. Formal documentation received from the customer or sponsoracknowledging formal stakeholder acceptance of the project's deliverables is forwarded to the Close Project process. PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.5.3.1/166 CORRECT Akey stakeholder voices a concern during the planning stage about whether the available resources are sufficient to meet the objectives of the project. The project manager believes that the stakeholder is right. How should the project manager handle this stakeholder's concern? Review the bounds of the negotiations for agreement. Determine the project's ultimate objectives after carefully evaluating project priorities Engage in agreement negotiations for better resources. VY. Ensure that the impact of the unavailability of required resources is fully documented. uire and manage project resources by following the human resource and procurement management plans in order to meet project requirements. PMBOK® Guide Sixth Edition (2018), 9, Project Resource Management /9.3 Acquire Resources, p330 INCORRECT An intricate project has key stakeholders located in the United States, France, and China, The project manager discovers that a senior manager asked a team member for project information. Which step is appropriate to take next? Rely on the information in the stakeholder register. X Refer to the project management information system (PMIS). Ensure that the senior manager attends the next tea meeting. Read the communications management plan. Acommunications management plan is developed to ensure that the appropriate messages are and various means as defined by the communicated to stakeholders in various forrnat communication strategy. PMBOK® Guide Sixth Edition (2018) PMI/PMI/10.1.3.1/377 INCORRECT Aproject manager implemented an approved change to manage a risk. Thr change, the project manager learns that the change did not produce the desired result, and there are adverse months after the implemented consequences.‘What can the project manager do to avoid this problem on future projects? Follow up to verify that a risk response is performing as expected. Revisit or change existing assumptions after reviewing the assumption log, X Update the lessons learned register with the risk information. Update the probability and impact matrix after assessing any new risks. Project work should be continuously monitored for new, changing, and outdated individual project risks and for changes in the level of overall project risk by applying the Monitor Risks process. The Monitor Risks process uses performance information generated during project f the response was effective. PMBOK® Guide Sixth Ec In (2018), 11 453-454 | The Project Management Tool Kit: 100 execution to determine Project Risk Management / 11.7 Monitor Risks, ps and Techniques for Getting the Job Done Right (2010), /Risk Process 82/203 ‘CORRECT The project manager learns that one team member needs to complete a critical task that is outside of the project, resulting in a scheduling risk for the project. How can the project manager eliminate this risk? VY Meet with the team member's manager, and negotiate for an alternative time to complete the other task. ‘Ask the team member to focus on the critical task, and obtain an additional resource from another department Send a report to the project sponsor, documenting noncompliance from the member's manager. Tell the team member's manger to release the team member from outside activities unt the scheduled project activity is complete. The resource management plan is used to help determine how resources allocated to agreed- upon risk responses will be coordinated with other project resources. This will provide guidance as to how the project rnanager can negotiate with the resource's rnanager. PMBOK@ Guide Sixth tion (2018), Project Resource Management / 9.3.1 Acquire Resources: Inputs, p330 INCORRECT Acustomer requests a change in the technical approach for a product currently in development. The project manager learns about this request during a reoccurring project review. What should the project manager do in response to the customer's request? Work with team members to immediately implement the new approach.Have the team decide on the appropriate approach, giving them authority to implement their decision and validating their decision in talks with stakeholders. X Discuss the pros and cons of the proposed approach with stakeholders, then select the approach that is best for the team and notify team members. In order to obtain sponsor buy-in, have the team to benchmark the approach. Asa technical issue the project management should address the team to assess and select the best options to solve, empower then and improving engagement. The Agile Practice Guide (2017), 2. An Introduction To Agile / Figure 2-2 The Twelve Principles Behind the Agile Manifesto, p9 | The Agile Practice Guide (2017), 4 Implementing Agile: Creating An Agile Environment / 4.2 Servant Leadership Empowers The Tearn, p33 ‘CORRECT A project manager is working with a customer who repeatedly submits new feature requests for an existing software product. The project manager has already provided the completed scope definition for the product's next version release to stakeholders. Which step is appropriate for the project manager to take next? Hold a meeting with the product manager to request that the number of new requests be reduced. Define project boundaries immediately with the sponsor. Organize a meeting with the stakeholders to set expectations. v Analyze the scope management plan and iterate it through the scope definition process. The scope management plan documents how the project and product scope will be defined, validated, and controlled, The key benefit of this document is that it provides guidance and direction on how scope will be managed throughout the project. PMBOK® Guide Sixth Edition (2018), 5. Project Scope management / 5.1.3.1 Scope Management Plan, p137 INCORRECT As part of effective leadership, project managers help team members grow and keep them motivated throughout each project. What is one trait that supports this effective leadership? Stand up for the team’s beliefs and be assertive. Challenge the team by delegating project tasks.X Use daily discussion sessions to solicit and respond to the team’s concerns Provide a team reward for each successfully completed task. The primary goal of a project manager in relation to the project team is to ensure that the team nas the time and resources to do their job and to remove any barriers they may encounter. By standing up for the team's beliefs the project manager is dernonstrating their support for the tear. PMBOK® Guide Sixth Edition (2018), 3. The Role Of The Project Manager / 3.1 Overview, pp51-52 correct A project manager overhears a conversation in a cafeteria. The speaker says that a possible union action will occur within the next two weeks. The project manager knows that any union action will affect the project team, and at this stage of the project, any project delays will cause substantial harm to both budget and schedule. Earlier, the probability of a union action was considered minimal, Thus, it was unanticipated. What should the project manager do? Y_ Inform relevant stakeholders and update the risk register with the new risk. Ask stakeholders for additional information regarding the likelihood of the union action, then act on what is, heard, Set up an information session for the project team, letting them know of possible disciplinary sanctions for those who participate in the union action. Meet with union members and the union leader to resolve this conflict. The project rnanager needs to proactively approach this. By updating the risk register and by communicating this development to the appropriate stakeholders, they will be achieving this PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2.3.1/417 INCORRECT project is delayed. To obtain the desired quality level of the deliverables, a change is required. t, the project manager issues a formal change request and communicates the change to all stakeholders. Then, the project manager learns that this communications approach did not meet stakeholders’ expectations. What should the project manager do next? Refer to the communications management and stakeholder engagement plans. Provide a change request to include stakeholders expectations in the project management planOrganize a meeting with the project sponsor to better understand stakeholders expectations. Review the communications management plan, follow it, and issue a status report. The Monitoring of the communications process ray result in improved effectiveness of communication through additional and possibly amended communications plans and activities Such iterations illustrate the continuous nature of the Project Communications Management processes, Issues or key performance indicators, risks, or conflicts may trigger an immedi e revision. The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2010), 11. Communication Planning / Communication process, Determine Communications Requirernents INCORRECT A marketing team is developing a new website and has agreed upon a target audience. Now the marketing team needs to identify the target audience's style preferences. What is an appropriate too! or technique to use for this situation? Focus groups Brainstorming. X Product analysis Benchmarking Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about 2 proposed product, service, or result. PMBOK® Guide Sixth Edition (2018) PMVPMWVS.2.2.2/180 INCORRECT A project manager is working on a software development project. ‘Two customers are repeatedly submitting new feature requests. The completed scope definition for the product's next version release has already been provided to stakeholders. What should the project manager do next? Ask meet with the product manager and discuss reducing the number of new requests. Meet with the sponsor immediately to discuss project boundaries. x Meet face-to-face with stakeholders to set expectations.Assess the scope management plan and iterate it through the scope definition process. The scope management plan is needed to help control the scope of the project PMBOK® Guide Sixth Edition (2018) PMV/PMI/5.6/167 INCORRECT A project manager Is uncertain about the duration of a new product and consults several groups of subject matter experts (SMEs). The first group advises that development can be finished in 29 days. The second group identifies some risks that could make the duration up to 46 days. The third group proposes a new development method that can shorten the time to 18 days. What the estimated development duration for the new product? 28 30 x 32 36 Using 3 point, PERT, or average delivers an estimate of 40 PMBOK® Guide Sixth Edition (2078), 6 Project Schedule Management / 6.4.2.4 Three-point Estimating, p201 INCORRECT Aproject is at the mu (functional planning phase. The project manager realizes that producing a complex application is not feasible with the current number of resources and decides to hire more resources for the production of the application. The project manager identifies temporary resources and signs a service level agreement (SLA) with them Which risk response strategy does this scenario exemplify? x Mitigate Transfer Accept Avoid The risk to the project was posed by insufficient resources. The risk was Avoided by hiring additional resources. PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.5.2.4/443 CORRECT1g scheduled dates for some tasks, so the project manager reprioritized a number of A project was not met ion did not fix the problem, and now the subsequent tasks to try to got the project back on track. The repri project manager needs to escalate the issue to project stakeholders. To escalate the issue, to which plan should the project manager refer? Y Communications management plan Stakeholder engagement plan Change management plan Baselines for scope plan The communications management plan is developed to ensure that the appropriate messages are cornmunicated to stakeholders in various formats and various means as defined by the dition (2018) PMI/PMI/10.1.3.1/377/ communication strategy. PMBOK® Guide Sixth E: CORRECT The project manager schedules an iteration review and learns that a few key stakeholders do not approve of how a feature has been developed. What should the project manager do first in order to address this issue? Invite project team members to a brainstorming session to identify an appropriate response, V Address the issue only after evaluating why these stakeholders are concerned. Determine the impact of the conflict by listing the pros and cons of the situation, ‘Ask the project sponsor to act as a neutral party in negotiation with those stakeholders who are dissatisfied. One of the required abilities of Project Managers is to Identify when the conflict escalates. IF it happens, the Project Manager should help to facilitate a satisfactory solution, addressing conflict early, in private an using a direct and collaborative approach. PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management / 9.5.2 Manage Tearn: Tools and Techniques, p348 ‘CORRECT ‘What should the project manager do to gain a stakoholder's approval if the stakeholder believes a project's deliverables were not achieved? v_ Review the project scope while analyzing the stakeholder's needs and expectations. Review the project charter thoroughly with this stakeholder on a conference call.Ensure that the stakeholder understands the quality management plan. Perform a risk analysis after obtaining the stakeholder's new requirements. Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationship: and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. This process is performed throughout the project. PMBOK@® Guide Sixth Edition (2018) PMI/PMI/13.4/530 CORRECT At a weekly project status meeting, a key team member expresses concerns about the overall approach documented within the project management plan. The Project manager is surprised because the team process of executing an important component of the project and the concern has not been raised before. the What steps should the project manager take? Update the risk register to document the concerns, then continue with the meeting's scheduled agenda items. Recognize that the concern must be fully discussed and resolved prior to continuing with the meeting's agenda items ‘Address the team with a generic reminder about meeting etiquette, then ask if the team wants to use the time to fully discuss the concerns raised during the meeting. Y_ Immediately acknowledge the team member's concern, continue with the scheduled agenda, then privately meet with the team member to fully understand the concerns expressed. Conflict should be addressed in private, first, to better understand the concern being raised. tunity to verify the concern and ploring the concern after the meeting gives the PM an oppo! steps without disrupting the meeting with all meeting attendees. determine needed next PMBOK® Guide Sixth Edition (2018) 9. Project Resource Management / 9.5.2.1 Interpersonal and eam Skills, p348 INCORRECT ‘Several team members frequently spend their time helping operations and maintenance staff with a project feature that was just commissioned. The project manager needs to ensure that the feature was signed off on and that ownership was transferred. Which documents should the project manager rely on for this purpose? Procurement agreements, organizational process assets updates, and final reportX Procurement agreements, organizational process assets updates, and project document updates Stakeholder engagement plan, organizational process assets updates, and procurement agreements Project document updates, organizational process assets updates, and final report Project decument updates, organizational process assets updates, and final report are outputs of the close project or phase process. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.7.3/127 CORRECT A project manager is creating an agenda and presentation materials for a kick-off meeting that will involve stakeholders across multiple geographic regions who will be working on a global project. How can the project manager work to ensure that the stakeholders are engaged? Create slides for the kick-off meeting to address stakeholder involverent. Vv Survey stakeholders’ preferred meeting dates and times to accommodate the teams in different time zones. Verify that all required participants or their delegates will be available to attend. Review the kick-off session agenda and materials for overall clarity and concision, None of the other options are viable without ensuring that all stakeholders are attending the project kick off meeting PMBOK® Guide Sixth Edition (2018) PMV/PMI/13,3/503 correct Anew product development project has the following characteristics: “There are three main tasks. “Task A must be delivered 4 weeks before task C starts. -Once task B is finished; task C will start. ‘What is the relationship between tasks A and B? Finish-to-start (FS) VY. Finish-to-finish (FF) Start-to-start (55) Start-to-finish (SF) While there is no DIRECT relationship between A and B, bath must be completed before C can start, so, of the choices, the only response that makes sense is FF PMBOK@ Guide Sixth Edition(2018) PMIPMI/6.3.2.1/190 ‘coRRECT rework because am members indicate that they are having to engag During one daily standup meeting, there seems to be too much up-front work. How should the project manager respond to this concern? Try using a Kanban board for reviews. Y_ Request that team members explicitly implement time boxing. Request that the project owner maximizes the product value. Engage in a process to ranage a reduction in the product backlog, Shorter iterations allow for managing functionalities rnore closely should the team keep working on a minirnum Viable Product. The Agile Practice Guide (2017), Implementing Agile: Delivering In vironment / 5.3 Troubleshooting Agile Project Challenges / Table 5-1, p59 An Agile coRRECT Approject is underway and is 50% completed. ‘An essential project team member requests 1.5 months leave for personal matters. What should the project manager do first? Check with this team member to see if the leave can be postponed. Discuss the issue with the functional manager and request a replacement. VY Assess how the leave will impact on the project. Refer to the resource management plan. The FIRST thing the project manager needs to do is to understand what impact (if any) this absence will have on the project. PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.3.2.3/461 CORRECT A projects’ dally standups are long, often lasting more than two hours. The project team uses the standup meetings for extended discussions about solutions to project obstacles. What should the project manager do to improve the daily standup meetings?Invite department managers to participate in the team members’ discussions, in order to identify solutions in a business-like manner. Request shorter discussion time during each standup, leaving more time for working Insert a new team member who will manage obstacles and meetings to discuss possible solutions. Y Coach team members that they have the opportunity to shorten all standup meetings and improve their method for identifying solutions. Most of project manager think if he has the daily startup, then he can apply agile way to manage the projects. But itis important for agile is how to implement the daily standup. Teams run their own standups. When run well, standups can be very useful, provided the nature of the team’s work requires intense collaboration. Identify the blockers on the standups but have separate meetings to discuss the blockers and the solution. The Agile Practice Guide (2017), 5 Implementing Agile: Delivering In An Agile Environment / 5.2.4 Daily Standups, p53 CORRECT Aproject manager is working on a data center migration project and is developing the schedule management plan. Per the project sponsor's request, the schedule must plan for all tasks as soon as possible. Additionally, the project manager is presented with modified resource availability that should not violate schedule constraints. The project manager needs to select the appropri te leads and lags relationship for this situation. Which type should the project manager choose? Early start is smaller than the late startin all activities. Early start equals the late start in some activities. Early start equals the late start in all activities. Early start is smaller than the late start in some activities. If the ES = LS on all tasks, they will be scheduled with no float or slack and will require all tasks to begin ASAP. PMBOK® Guide Sixth Edition (2018) PM/PMI/6.5.2.2/210 coRRECT A project sponsor is risk averse and Is therefore concerned about negative impacts on the project. To help with this concern, the project team identifies four project risks and then evaluates both the probability of occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being the highest.Risk A B c D Probability 1 4 2 2 Impact 5 4 5 2 Based on the table, in what order should the project manager rank these risks for management purposes? B,A,D,C VY BGAD B ACD CD.AB Risk severity is the product of probability and impact; the higher the product, the higher the risk is rated. PMBOK® Guide, Figure 11-5 Example Probability and Impact Matrix with Scoring Scheme A=0.08, B=0.28, C-0.24, D= 0.03, "BCAD" Project Manager's Handbook, Risk Ranking by Intersection, A=5, B=7, C=6, D=3 "BCAD" PMBOK® Guide Sixth Edition (2018) PMIPMI/11.5.2.9/ | Project Manager's Portable Handbook, 3rd Ed (2010), Section 7, Project Planning and Control / 7.55 Risk Quantification, Figure 7.8 Risk ranking by intersection INCORRECT ‘A company has a goal of increasing customer satisfaction within 4 months. A project is initiated to mest this goal. The project manager needs to identify best practices. What should the project manager utilize to accomplish this? Benchmarking Focus groups Facilitation Affinity diagram Benchmarking involves comparing actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance. PMBOK® Guide Sixth Edition (2018) PMVPMI/8.1.2.2/281 INCORRECThaving difficulty obtaining consistent input from stakeholders and needs th and operational assumptions and constraints. A project manager identify strates How can the project manager improve stakeholder input? Use political awareness techniques. X Institute checklist policies. Research effective meeting management techniques. Make use of effective facilitation techniques. Facilitation is the ability to effectively guide a group event to a successful decision, solution, or ive participation, that participants achieve a ts have full conclusion. A facilitator ensures that there is el mutual understanding, that all contributions are considered, that conclusions or resu buy-in according to the decision process established for the project, and that the actions and agreernents achieved are appropriately dealt with afterward, PMBOK® Guide Sixth Edition (2078) PMI/PMI/4.1.2/80 CORRECT A project manager is faced with an updated schedule that requires delivering a business result under a far more aggressive timeline. The project's technical resource manager has worked with the project manager on previous projects. Still, a team member indicates that the company does not have technical resources that could be added to the project to meet the new timeline. What should be the project manager's next step? Let the project sponsor know that an issue with a technical resource may put the project at risk. Ensure that upper management is aware of the lack of needed resources which may put the project at risk. V_ Ask the technical resource manager about the availability of technical resources. Work with a third-party vendor to quickly acquire the needed resource, Per Agile manifesto, it values individual and interactions over processes and tools, Thus, it is best to meet with the resource manager to understand the real situation rather than informing sponsor first which might be the false alarrn. PMBOK® Guide Sixth Edition (2018) 10. Project Communication Management / 10.2 Manage Communication, p381 | The Agile Practice Guide (2017), 2 An Introduction To Agile / 2.2 The Agile Manifest and Mindset, p& INCORRECTstandups, only to find that the project team spends too much Anew project manager joins the project's di time discussing ways to deal with obstructions in the project. Because of these discussions, standups often last well over two hours. What process should be used to deal with this issue? ‘Ask team members to invite their managers to standup sessions, in order to find solutions more quickly. Explain to team members that long discussions take time away from actual work on the project. X Insert a new team member who will manage obstacles and schedule additional meetings to discuss possible solutions. Tell the team members that they are required to shorten the standup meetings and improve on finding solutions. Most project manager's think if he has the daily startup, then he can apply agile way to manage the projects. But it is important for agile is how to implement the daily standup. Teams run their own standups. When run well, standups can be very useful, provided the nature of the team’s work requires intense collaboration. Identify the blockers on the standups but have separate meetings to discuss the blockers and the solution. The Agile Practice Guide (2017), Chapter 5 / 5.2.4 Daily Standups, 53 CORRECT Several successor activities are behind schedule because a project team member has not been at work for the past week. This impacts the critical path. How should the project manager respond to this problem? Obtain a new resource to complete the needed tasks, resulting in less impact on the critical path. Discuss the situation with the team member, and work with them to identify a practical solution. Remind the team member that they needed to complete the work package in the agreed-upon timeframe, ‘Ask the functional manager for assistance communicating with the absent team member. A) No- This is prernature and will most likely take longer than attempting to rectify the situation 8) Yes - A Project Manager also has the ability to be a coach, Servant Leadership encourages the tearn member. C) listening and serving, and therefore it ray be possible to compromise wit No - This does not address the situation and is in direct contradiction to the coaching role of a Project Manager. D) No - This does not address the situation directly and offsets blame to a third party. PMBOK® Guide Sixth Edition (2018), 10. Project Communication Management / 10.2 Manage Communication / 10.2.2.6 Interpersonal and Team Skills, p386 | PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management / 9.5.2.1 Interpersonal and Team Skills / ConflictManagement, p348 | The Agile Practice Guide (2017), 4 Implementing Agile: Creating an Agile Wironment / 4.2.1 Servant Leader Responsibilities, p34 correct There are necessary changes being requested to a project; however, team members are not in agreement regarding how to implement the changes. The project manager needs to address this issue. Which action should the project manager take? v_ Use the change management plan and ensure all team members and stakeholders understand and follow it. ‘Schedule an in-person meeting with the project sponsor and the board to address the issue Hold a meeting with team members to assess the issues and request changes where needed, Ensure all requested changes are applied to the project and communicate face-to-face with all team members. he change management plan describes how the change requests throughout the project will be formally authorized and incorporated, PMBOK® Gulde Sixth Edition (2018) PMUPMV/4.2.3.1 (Integrated Change Contro)/88 INCORRECT Because a deliverable does not meet the agreed-upon quality specifications, it is rejected by the customer. Team members find that the deliverable does not meet expectations because there is a problem with vendor-provided parts. The vendor says that they will not correct the problem. Before deciding on next steps, what should the project manager do? X Check the service level agreement (SLA) established with the vendor. Review the procurement management plan and contract agreements. Check the internal quality assurance reports. Review the resource management plan and document lessons learned A contract is @ mutually binding agreement that obligates the seller to provide the specified products, services, or results; obligates the buyer to compensate the seller; and represents a legal relationship that is subject to remedy in the courts. Project Manager's Portable Handbook, 3rd Ed (2015), Section 6 Project Initiation and Execution / 6.8 Contract Negotiations and AdministrationINCORRECT Aproject manager develops a project management plan and schedule based on an agreed-upon project lifecycle of 16 months. Later, due to changing business requirements, the project manager receives a request for completion within 9 months. How should the project manager respond to this proposed change in timeline? Work with key stakeholders to identify project requirements that could be reduced, Immediately ask project team members to increase the pace of each task within the project. X Ensure that substantial scope creep is included in the original project schedule, so that revised deadlines can be met. Meet idually with project team members to discuss how aspects of the project can be completed more quickly than planned. To execute the project quickly, the project team should discuss on the whole scope together and find out the way to complete tasks at individual level within short time. By the discussion, many tasks could be by-passed from the base tasks and new tasks can be identified, which might help the project to reduce the total time frame of the project. This is an agile mindset of the project manager, by which a better value can be served in terms of time. Effective Project Management Traditional, Agile, Extrerne, Hybrid (No Date) Robert K, Wysocki, Chapter 12 / Most of the solution ss clearly known INCORRECT A project has the following characteristics: it is in the planning phase. -A key stakeholder will be unavailable for 2.5 weeks during the project. The project manager must decide what to do first, after learning about the key stakeholder's unavailability. What is the correct step to take? Ensure that the issue log is updated and inform the other stakeholders. X Request that the finance department provide a replacement during the stakeholder's absence. Organize a meeting with the sponsor to evaluate the situation and identify alternatives. Continue with planning and acknowledge the impact the change may have on the project schedule. he FIRST thing the PM needs to do is to capture this as an issue and communicate this to the other stakeholders. Until then, no action can or should be taken, PMBOK® Guide Sixth Esition (2018) PMI/PMI/4,3.3,3/487INCORRECT A project manager has completed the following steps: Finished a major IT deployment project. Confirmed with the release manager that all systems are working. -Confirmed that functionality has been verified by the quality assurance team. Informed the customer. What is the next step the project manager should take? ‘Add the lessons learned to the organization knowledge base. Update the risk register, stakeholders, and team members. Ensure that the procurement plan is closed out. X Review, verify, and complete the release documentation. During project close out, lessons learned and knowledge gained throughout the project are transferred to the lessons learned repository for use by future projects. PMBOK® Guide Sixth ‘on (2018) PMI/PMV/4.4,3.1/104 corRECT ‘Two users complain during the project's user acceptance stage, saying that their expectations were not met. What could the project manager use to avoid this issue in the future? VY. Stakeholder feedback Risk assessments Conflict managernent techniques A professional relationship with the users Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project goals, objectives, benefits, and risks for the project, as well as how their contribution will enhance project success. Listening to their feedback is an important part of this engagement. PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.3.2/526 INCORRECT ‘Anew project sponsor asks for a project team that includes resources working in three different time zones and locations. The project sponsor did not consider the implications of this requirement and believes that the request will save costs while creating the ideal project team.Where should the project manager document this request in the project charter? Overall project risks Key stakeholder list High-level requirements X Resource management plan Having a dispersed project tearn does not come without risks. These risks need to be identified in \@ risk log for the project. PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2.3.2/418 CORRECT Review the following project characteristics: “The project is in its initiation phase. -Due to lack of funding, the project gets terminated. “The project manager must close the project. What is the first action the project manager should take? Rely on the communications management plan to properly inform all stakeholders. Y_ Examine the organization's project closure guidelines. Determine the potential impact of terminating the project by performing a risk analysis. Close all project procurement processes, Project closure guidelines or requirements will contain the organization's procedures to follow. PMBOK® Guide Sixth Edition (2018) PMI/PMI/2.3.1/41 ‘CORRECT fel executive have asked for changes that During a highly-regulated project, the project sponsor and a high: appear to disregard legal requirements. ‘What should be the first step in the project manager's response? Immediately schedule a meeting with the stakeholders to review the situation, Send the change control board (CCB) a change request. VY. Check with the organization's relevant legal practitioner for guidance. Review the organization's lessons learned database for precedents and direction.A) No- This is not the best response as you ray not fully understand the situation. B) No - This is necessary but is not the first step C) Yes - This is the best FIRST step before going to the CCB because this is a highly regulated industry D) No - While this ray provide guidance, this is not ultimately your decision to decide, PMBOK® Guide Sixth Edition (2078), Part 2 The Standard for Project Management / 1.3 Linking Organizational Governance and Project Governance PMI, p545 | Project Managers Portable Handbook, 3rd Ed (2010) Section 6. Project Initiation and Execution / 6.3 Legal Considerations and INCORRECT A project manager needs stakeholder involvement in order to identify strategic and operati nal assumptions and constraints. Unfortunately, the project manager is finding it hard to obtain consistent input due to lack of participation. How can the project manager boost stakeholder i Make use of political awareness techniques. Review risk management tools and techniques. X Engage in effective meeting management techniques. Use effective facilitation techniques. Facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full duy-in according to the decision process established for the project, and that the actions and agreements achieved are appropriately dealt with afterward, PMBOK® Guide Sixth Edition (2018), 4, Project Integration Management / 4.1.2.3 Interpersonal and Tear Skills, p80 INCORRECT A deliverable does not meet the agreed-upon quality specifications and is rejected by the customer. After investigation, the project team finds that there is a fault with the vendor-provided parts, and this fault caused the issue. The vendor says that they cannot correct the situation. What should be reviewed before deciding on next steps? The service level agreement (SLA) established with the vendor The procurement management plan and contract agreements The internal quality assurance reportsThe resource management plan A contract is @ mutually binding agreement that obligates the seller to provide the specified products, services, or results; obligates the buyer to compensate the seller; and represents a legal relationship that is subject to remedy in the courts. PMBOK® Guide Sixth Edition (2018) PMUPMI/12.3/492 coRRECT Aproject sponsor asks the project manager to change production materials because these materials could cause health problems to consumers. What is an appropriate step for the project manager to take? Follow the project change control process and thoroughly investigate the matter. Immediately implement the change and submit a change request for formal documentation, End the current work and enact the change contral process. Reject the change because the request is outside of scope. he project rnanager must follow the documented and agreed upon change control processes, PMBOK® Guide Sixth Edition (2018), 4. Project Integration Management / 4.6 Perform Integrated Change Control, p113 CORRECT A project is being planned in a remote area with limited access to vehicles and equipment. The project manager proposes that the company deliver all heavy equipment themselves despite the significant expense. The project manager will take full responsibility for this activity. What type of risk response is the project manager demonstrating? Transfer Mitigate Y Accept Avoid Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. PMBOK® Guide Sixth Edition (2018) PMIPMI/11.5.2.4/443INCORRECT Amedium-sized company is expanding into a new market. However, the company does not have previous experience in that market. project manager needs to collect requirements. Which tool or technique should the project manager use? Prototypes Expert judgment Product analysis X Create requirements traceability matrix Prototyping is a method of obtaining early feedback on requirements by providing a model of the expected product before actually building it. PMBOK® Guide Sixth Edition (2018) PMUPMIVS.2.2.8/147 correct ant increase in project A project's single sponsor has been replaced by a steering committee due to a size. How should the project manager approach this change? VY Tailor communications to the new steering committee, recognizing that there has been a change in stakeholder structure. Follow the initial project plan, recognizing that the stakeholder group now includes the steering committee members. Schedule a low-key introductory meeting with the new steering committee and the team, while continuing to follow the initial project plan. Ensure that the new steering committee members receive the project’s current status report. The project anager needs to be proactive and respond to this change. The same communication that was planned for a single sponsor will not necessarily work for this steering committee. PMBOK® Guide Sixth Edition (2018), 10. Project Communication Management / 1.1.2.2 Communications Requirements Analysis, p369-370 coRRECT Aplanned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The project manager wants to prevent this type of situation in the future,