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PROGRESS CHECK – PART 1 - PROCESS

SECTION 1
Blueprint Question
ID (refered
to ECO)
2.1 1. A project 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 sponsor
requests completion within nine (9) months.

How should the project manager respond to this proposed change?

A. Perform an impact evaluation of this change request and
evaluate the change in scope.
B. Work with key stakeholders and project team members to
discuss the business requirements.
C. Modify the original project schedule to meet the revised
deadline.
D. Meet individually with project team members to discuss which
aspects of the project can be removed from the scope.
2.1 2. A project manager needs to ensure that the team delivers business
value within the required timelines. The project manager recently
learned that key stakeholders are worried that the current release
plan will NOT meet urgent business needs.

How can the project manager effectively respond to stakeholder

concerns?
A. Renegotiate scope with the project sponsor after examining the
work breakdown structure (WBS).
B. Consult with the stakeholders and team members to identify the
minimum viable product (MVP) needed for launch.
C. Determine the schedule performance index (SPI), then escalate
the schedule risk to the project sponsor.
D. Monitor progress using a burndown chart after modifying the
schedule baseline to meet stakeholder requirements.
2.1 3. A customer indicates that they would like to add a functionality to a
product in development. Although this request is made during the
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execution stage of the project, the project manager determines that

the cost for the addition would be small. The additional
functionality, if successful, would increase the opportunity for profit.

What should the project manager do next?

A. Acknowledge that the functionality would offer a great
opportunity but determine that the proposed addition is out of
scope.
B. Submit a change request and then evaluate the impact to the
project.
C. Move forward, using the project's management reserve to add
the requested functionality.
D. Identify an already-developed feature that could be combined
with the new functionality and use the combination to meet the
customer's request.
2.1 4. During one daily stand-up meeting, team members suggest that
rework is being caused because there seems to be too much work.

How should the project manager respond to this?

A. Try using a Kanban board for reviews.
B. Request that team members explicitly implement time boxing or
spikes.
C. Replace the under-performing team members.
D. Investigate to determine whether this is a time or quality issue.
2.1.3 5. The pandemic has caused delays which will make it very difficult to
launch the new product on time. Television ads for the launch date
are already purchased, so the CEO has asked the project manager to
find a way to launch the product even if some minor features are
NOT included.

Which measure would be the most effective step toward a

successful and timely product launch?
A. Double the size of the test team to ensure that any defects will
be detected and corrected as early as possible.
B. Ask the team to remove product tests most likely to fail at first
attempt and de-scope requirements relating to those tests.
C. Fast-track the schedule and establish new test and readiness
milestones as close as possible to the planned launch date.
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D. Plan a parallel iterative track to develop requirements for a

minimum viable product (MVP) and de-scope unnecessary
predictive tasks.
2.1.1 6. A travel company wants to create smartphone applications for their
users. Competitors are racing to do the same. The product owner's
vision describes several versions of the app: Basic, Basic Ad-free, Pro,
and Premium.

Which project approach is best suited to the company's needs?

A. Waterfall
B. Incremental
C. Predictive
D. Iterative
2.1.2 7. An efficient agile team in a large corporation generated ideas and
added innovative features to the backlog. After the additional
features are tested and complete, the portfolio owner rejects all of
them.

What is the most likely reason this situation happened?

A. The team did NOT make use of the normal quality control
processes.
B. The portfolio owner refuses to pay for the team's unplanned
work.
C. The team would be entitled to intellectual property rights on the
features.
D. The product owner did NOT sufficiently align the ideas with the
portfolio product owner.
2.1.3 8. The marketing director wants to be first-to-market, to launch a
version of a smartphone shopping application for retired people,
and has asked the agile team to develop it.

What should the project manager do to begin the development

process?
A. Work with the product owners and SMEs to break the
requirements down into stories.
B. Meet with product owner, team, and SMEs to identify risks and
risk responses.
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C. Ask the team to estimate the effort and build the business case
accordingly.
D. Meet with product owner, team, and SMEs to define the
minimum viable product (MVP).
2.1.3 9. A company is losing market share to competitors with new business
models. The agile team is asked to restrict the number of features of
a product and release a version more quickly to the market.

How will this request impact the planning?

A. The backlog will be prioritized to deliver basic functionality in
small increments.
B. The product vision will be updated to reflect a user-driven release
roadmap.
C. The sprint backlog will be reprioritized to work on the smallest
and simplest stories first.
D. The increments will be reduced to enable faster product releases.
2,2 10. A complex project with high security protocols has key stakeholders
located in the United States, France, and China.

A senior manager requests confidential project information to be

shared with a project partner.

Which step should the project manager take next?

A. Report this breach of ethics to the project governance
committee.
B. Supply the requested information but keep a record of the
manager’s request.
C. Supply the project information but ensure the sensitive parts are
redacted.
D. Check the communications management plan to verify whether
the request is allowable.
2,2 11. A project is delayed because the deliverables are NOT of acceptable
quality. A change is required.

First, the project manager issues a formal change request and

communicates the change to all stakeholders. The stakeholders are
NOT satisfied with this. They want a more detailed report about the
nature of the delay.
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What should the project manager do next?

A. Review the communications management plan and stakeholder
engagement plan.
B. Provide a change request to include stakeholder expectations in
the project management plan.
C. Organize a meeting with the project sponsor to better
understand stakeholder expectations.
D. Review the communications management plan, follow it, and
issue a status report.
2,2 12. The initial draft of a project management plan is completed.

The project manager plans to show the draft to stakeholders for

approval. The project manager has limited time to gain approval,
the project management plan is lengthy, and stakeholders are
located all over the world.

The project manager needs to ensure that the review of the plan is
completed on time.

Which action should the project manager take?

A. Send the plan for the stakeholders to review and then meet with
all of them to discuss it.
B. Ask each stakeholder review the plan individually, add their
comments, and then update the document accordingly.
C. Ask select stakeholders to review particular sections of the plan
based on their areas of expertise.
D. Organize individual meetings with the stakeholders who are
available during this time frame.
2,2 13. A project’s single sponsor has been replaced by a steering
committee due to a significant increase in project size.

How should the project manager approach this change?

A. Tailor communications to the new steering committee,
recognizing that there has been a change in stakeholder
structure.
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B. Follow the initial project plan, recognizing that the sponsor is the
key stakeholder and the new committee members work in a
lesser capacity.
C. Schedule a low-key introductory meeting with the new steering
committee and the team, while continuing to follow the initial
project plan.
D. Ensure that the new steering committee members receive the
project’s current status report.
2,2 14. In response to slippage on some scheduled tasks, the project
manager reprioritized a number of subsequent tasks to try to fix the
problem.

This did NOT work, so the project manager needs to escalate the
issue.

Which two (2) items will the project manager need to consult?
(Choose TWO.)
A. Change management plan
B. Stakeholder engagement plan
C. Communications management plan
D. Risk management plan
E. Configuration management plan
2,2 15. A governmental agency becomes a key stakeholder on a complex
project due to regulatory changes. In light of the change, the project
manager needs to develop an understanding of this new
stakeholder and identify any new high-level risks that may result
from the change.

Which two options should the project manager use? (Choose TWO.)
A. Schedule meetings with the new stakeholders.
B. Update the assumption log.
C. Revise the stakeholder engagement plan.
D. Check the risk management plan.
E. Update the project charter.
2,2 16. A project team has set up an unofficial online communications
platform to enhance communication.

The project manager was NOT aware that this platform existed until
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recently, after learning that its use has facilitated some activity that a
stakeholder finds concerning.

Which action should the project manager take?

A. Advise the project team to stop using the platform and review
the communications management plan.
B. Log the issue and remind the individuals involved to use only
authorized
C. Since it is NOT part of the communications management plan,
terminate the platform.
D. Delegate an administrator to monitor communications on this
platform.
2,2 17. Project A is developing a customer service prototype for a
company’s marketing department. The customer stakeholder group
includes franchise owners and direct customers of the company. The
prototype scores 95% on fulfilment of the functional requirements
defined in the scope, which is a passing score in the project’s agreed
quality metrics.

The franchise group is unwilling to approve the prototype since it

does NOT fulfill a particular functional requirement, but the direct
customer group gives approval.

How can the project manager handle communication with this

diverse stakeholder group?
A. Send a survey to each group asking for specific feedback on the
prototype.
B. Thank the customers for their approval; review the WBS and
verify the requirements documentation with the franchise group.
C. Hold a consultation with the franchise group, show them the
direct customer approval, and negotiate for the approval.
D. Check the RACI matrix for which group’s approval is needed and
if still unclear, ask an executive stakeholder to make the final
decision.
2,2 18. After a project delay, the project manager determines that a change
is needed to the product deliverables in order to ensure quality. The
project manager takes the following steps:
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1. Issues a formal change request.

2. Communicates the change to all stakeholders.
3. Receives feedback that the communications approach did NOT
meet stakeholders'
expectations.

What should the project manager do next?

A. Refer to the communications management plan and issue a
status report.
B. Ensure stakeholders' expectations are included in the project
management plan by issuing a change request.
C. Hold a meeting with the project sponsor to better understand
stakeholders' expectations.
D. Review the communications management and stakeholder
engagement plans to see if the processes were followed. An
update to one or both plans might be warranted.
2,2 19. An informal and unofficial blog was set up to enhance
communication and morale among project team members.

The project manager was NOT previously aware of the blog but has
discovered that team members are using it inappropriately. It has
caused some offense.

What should the project manager do?

A. Review the blog and assess the communications management
plan.
B. Reprimand all individuals involved, and report the issue to the
compliance office.
C. Close down the blog, as it is NOT part of the communications
management plan.
D. Identify an administrator who can monitor communications on
the blog.
2,2 20. As a result of multiple regulatory changes, a governmental agency is
added as a key stakeholder on a complex project. The project
manager wants to develop an understanding of this new stakeholder
and identify any new high-level risks that may result from the
change.
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What should the project manager do?

A. Review the stakeholder engagement plan and verify the strategy
for this change before meeting with the new stakeholder.
B. Appoint an existing team member to lead compliance strategy
and to liaise with this new stakeholder.
C. Consult the change management plan to understand the next
step in accepting this change.
D. Check with the project sponsor to discuss how this new
regulation and stakeholder might change the scope and budget
for the project.
2.2.3 21. The latest software build for a virtual reality headset release did NOT
include urgent change requests already implemented by the
electronics workstream. The product owner informed the software
team about the change during a daily meeting, but NO ONE
recorded it.

What should the project manager do to avoid this problem in the

future?
A. Refine the product backlog with the team and product owner
before the next iteration.
B. Increase the frequency of backlog refinement meetings and note
the change in the retrospective.
C. Run an ad-hoc retrospective and add the agreed urgent change
process to the team charter.
D. Privately remind the team lead that the role requires fast and
proactive problem solving.
2.2.2. 22. A smart grid project combines predictive and agile tracks. The agile
team detected a major software defect after its release and began
working on a correction. But the defective release was deployed by
the predictive track, and this caused a field test to fail.

Which measure would be most effective to prevent similar problems

in the future?
A. Run the same unit tests in the agile lab and in the field sites.
B. Send project-wide issue log updates via instant messaging.
C. Ensure that retrospectives are shared with the predictive team.
D. Re-plan the software track into the predictive schedule.
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2,3 23. A project is at the planning stage. The project manager realizes that
producing a complex, multi-functional 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 and contracts temporary resources.

Which risk response strategy does this scenario exemplify?

A. Mitigate
B. Transfer
C. Accept
D. Avoid
2,3 24. A project is being planned in a remote area with limited access to
vehicles and equipment. Additionally, the road to the site goes
through a protected area, and the government has required the
company to sign a contract that they will protect the environment
and road from damage.

The project manager decides the best way to manage this risk is to
deliver all heavy equipment themselves, despite the significant
added expense.

What type of risk response is the project manager demonstrating?

A. Transfer
B. Mitigate
C. Accept
D. Avoid
2,3 25. A project manager works for a company that is preparing to develop
a new product. The new product will require skills that are NOT
currently available.

To initiate this project, what should the project manager do?

A. Develop detailed project requirements.
B. Focus on quality control.
C. Document the risk in the project charter.
D. Develop a competitor analysis.
2,3 26. A project is being implemented.

The research and development department communicates to the

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project manager that the product's requirements have changed.

These changes were NOT anticipated, may significantly influence
potential sales numbers, and could impact project scope.

Which action should the project manager take?

A. Review the risk management plan to understand identify risk
responses.
B. Plan to use the contingency reserve and update the risk
mitigation plan.
C. Revisit the project charter.
D. Evaluate the impacts to cost, stakeholders, quality, and risk using
the Perform Integrated Change Control process.
2,3 27. 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 is the lowest and 5 is the highest).

Risk
Probability
Impact

A 1 5
B 4 4
C 2 5
D 2 2

Based on the table, in what order should the project manager rank
these risks for risk management purposes?
A. B, A, D, C
B. B, C, A, D
C. B, A, C, D
D. C, D, A, B
2,3 28. Prior to preparing a monthly project status report, a project team
brings three risks to the project manager’s attention.

The project manager wants to reference additional information

before presenting this as new risk information.
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Where can the project manager look to evaluate these risks?

A. Issue log
B. Risk register
C. Risk management plan
D. Lessons learned repository
2,3 29. Although the sponsor and project team say that the new project has
an adequate budget and realistic schedule, the project manager
worries that unplanned events could threaten the project’s success.

What should the project manager do first?

A. Engage in identification of project risks, then assess those risks.
B. Ask the project sponsor for additional funding to cover project
planning.
C. Schedule a meeting with the functional manager to address the
potential impact of unplanned risks.
D. Execute the project as planned and handle any risks as they arise.
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SECTION 2
2,3 1. A company wants to reduce future operating costs by installing solar
panels on the facility being built by using a local government subsidy
for energy-efficient projects. They have NOT yet applied for the
subsidy.

Before the project starts, the project manager is describing project

risks.

Which statement best describes the risk to the project if the

application is NOT successful?
A. Loss of energy efficiency rating
B. Loss of funding for the project
C. Increase in scope
D. Increased total cost
2,3 2. The project sponsor requires a project team composed of resources that
live in four (4) different time zones, working in four (4) different
locations. The project sponsor did NOT consider the challenges created
by this requirement and believes that the dispersion will provide an ideal
project team that will save costs.

Where should the project manager document this in the project charter?
A. As part of high-level requirements
B. In the key stakeholder list
C. In the overall project risks
D. As part of the resource management plan
2,3 3. A project manager implemented an approved change to manage a risk.
Three (3) months after the implemented change, the project manager
learns that the change did NOT produce the desired result, instead
producing negative consequences.

How can the project manager avoid this problem on future projects?
A. Update the probability and impact matrix after assessing any new
risks.
B. Revisit or change existing assumptions after reviewing the
assumption log.
C. Update the lessons learned register with the risk information.
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D. Update the list on the risk register with the risk.

2,3 4. During a conversation with a friend, a project manager hears that union
action may occur within the next two (2) weeks. The project manager
knows that at this stage of the project, any project delays could cause
substantial harm to both budget and schedule, and any union action will
affect the project team.

Earlier, the probability of a union action was considered minimal. Thus, it

was unanticipated. Also, the project manager has worked successfully in
the past with the union.

How should the project manager respond to this issue?

A. Get more information through informal discussion channels and use
that information to decide on next steps.
B. Update the risk in the risk register with this new information and
notify relevant stakeholders.
C. Plan to reward those who do NOT participate and identify possible
disciplinary actions for those who do participate.
D. Schedule a meeting with the union’s leader and use personal
influence to attempt to resolve the problem.
2,3 5. Due to resource challenges, a contractor is late with a critical project
deliverable, even though the work is nearly complete. The project must
be delivered on time because the next projects depend on on-time
completion of this one.

There is a 22% buffer in the project budget for cost overruns, but only
three (3) weeks left in the schedule.

How can the project manager resolve this issue?

A. Hire a new vendor to replace the current vendor.
B. Use the buffer to look into alternative vendors that can assist with
project deliverables and make use of the buffer.
C. Hold a discussion with the vendor regarding the contractual
implications of this slippage and negotiate for on-time completion.
D. Escalate this issue to the project sponsor immediately.
2,3 6. A customer's end users have NOT completed the required training. The
project manager must consider the risk it poses to the timely completion
of the project. End user training is a required project deliverable.
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Which action should the project manager perform?

A. Update the risk register to document the concerns and then develop
a plan to ensure the end users complete their training.
B. Revise the risk register and discuss it at the next project status
meeting.
C. Dedicate additional post-implementation support to mitigate the risk.
D. Modify the project schedule to account for the training delay.
2,3 7. A retiring project manager hands over all materials to a new project
manager. The project appears to be running smoothly, until a critical
component fails during testing.

What is the appropriate first step when responding to this issue?

A. Review the risk management plan to identify whether this risk and
accompanying response strategies have been captured.
B. Check with other local team project managers to see how they would
respond to the issue.
C. Revise the timeline to account for slippage due to the additional time
needed to implement mitigation.
D. Communicate with stakeholders, describing the issue, proposed
costs, and potential changes to delivery dates related to the project.
2,3 8. A team member has taken unplanned leave during the execution of a
project, causing the project team to reschedule some tasks. As a result,
critical activities are now occurring at the same time.

What is the first thing the project manager should do?

A. Assess the newly introduced risks with the project team.
B. Mitigate risks by reverting to the original schedule.
C. Revise the risk register and then rank the project's risks.
D. Identify suitable responses for the newly introduced risks.
2.3 9. 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 (4) 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” is the lowest and “5” is the highest).

Risk
Probability
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Impact

A
3
5

B
4
2

C
3
3

D
2
2

Based on the table, in what order should the project manager rank these
risks for risk management purposes?
A. A, C, B, D
B. B, A, D, C
C. C, D, A, B
D. D, A, C, B
2,3 10. While a project manager is preparing the monthly project status report,
four (4) new risks are identified. These four (4) risks could affect key
milestones.

What should the project manager do before presenting this new risk
information?
A. Review the risk report and lessons learned repository.
B. Review the organizational process assets and risk register.
C. Refer to the risk management plan and the risk report.
D. Add risks to the risk register, analyze them for impact to the project
and identify response plans.
2,3 11. Project C is a partnership between a major city and a government
contractor. Each of these entities have a different risk threshold, so it is
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the project manager’s role to ensure a risk approach that will satisfy
both parties. Project C has a realistic schedule and an adequate budget;
however, the project manager worries that unplanned events could
threaten the project’s success and cause the city sponsor to be
concerned.

How should the project manager handle this situation?

A. Focus on the original project plan and focus on completing the plan
on schedule.
B. Ask the city sponsor for additional funding to uncover additional
unplanned risks during planning.
C. Work with representatives from both sides of the partnership to
address the potential impact of unplanned risks.
D. List and assess any project risks and present them to the city sponsor.
2,3 12. After the start of a project, the project manager learns that an expected
governmental subsidy may NOT be available.

How should the project manager address this issue?

A. Log the risk.
B. Raise the project's risk level.
C. Make up any project deficit using the contingency reserve.
D. Make a change request.
2,3 13. In order to speed the completion of project Z, a project sponsor
requisitions a project team that can work a full 24-hour day, in three (3)
shifts, in hazardous conditions.

• Team A: 02:00h – 10:00h

• Team B: 10:00h – 18:00h
• Team C: 18:00 – 02:00h

In order to work nighttime hours safely, teams A and C will need to

receive overtime pay and the company will need to increase security
measures and their insurance coverage.

Where should the project manager document this request in the project
charter?
A. Key stakeholder list
B. Overall project risks
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C. High-level requirements
D. Work exclusions
2,3 14. After missing two (2) consecutive major deadlines because of delayed
glass deliveries, a manufacturing company changes its glass supplier to
meet production deadlines. Three (3) months later, production reports
quality problems with the new glass. The project manager determines
that the supplier change caused quality problems.

How should the project manager avoid this issue in the future?
A. Update the risk information to the lessons learned register.
B. Review the assumption log to revisit or change current assumptions.
C. Confirm that an implemented risk response is effective.
D. Evaluate new risks and update the probability and impact matrix.
2,4 15. 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 with the goals of the project.

How can the project manager accomplish this goal?

A. Produce a stakeholder engagement plan.
B. Convey the stakeholder engagement plan.
C. Gain consensus on project objectives by meeting with all
stakeholders.
D. Ensure that the stakeholder register is complete and updated.
2,4 16. How can a project manager gain a stakeholder's approval, if the
stakeholder believes a project's deliverables were NOT achieved?
A. Review the project scope while analyzing the stakeholder's needs and
expectations.
B. Review the project charter thoroughly with this stakeholder on a
conference call.
C. Ensure that the stakeholder understands the quality management
plan.
D. Perform a risk analysis after obtaining the stakeholder's new
requirements.
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2,4 17. A project has the following characteristics:

- A functional manager is also a project stakeholder.

- The functional manager has time constraints and delegates project
responsibilities
to someone else on the functional team. This person becomes a new
stakeholder.
- The new stakeholder is NOT attending meetings.

How should the project manager engage this new stakeholder?

A. Examine the project charter with the new stakeholder and assess their
level of engagement.
B. Present the project schedule and the specific, assigned tasks to the
new stakeholder.
C. Request that the functional manager brief this new stakeholder and
ask that they send them to all relevant meetings.
D. Ask the new stakeholder to pair with a more experienced stakeholder
to learn responsibilities.
2,4 18. A project manager is working with three (3) key stakeholders. Each has a
different vision regarding the project and its goal. They each feel
strongly about their opinion.

How should the project manager obtain approval of the project charter?
A. Conduct a stakeholder analysis.
B. B. Use facilitation and conflict management techniques to help the
three (3) stakeholders find consensus.
C. Request that the project sponsor resolve the conflict.
D. Use the project kick-off meeting to settle the project goals.
2,4 19. A small group of users complains during a project’s user acceptance
stage, stating that their expectations are NOT met.

Which action could help avoid this issue on future projects?

A. Send more frequent updates to stakeholders.
B. Engage in risk assessments throughout the project.
C. Make use of conflict management techniques.
D. Make use of stakeholder feedback during the project.
2,4 20. A global organization sponsors a project that involves six (6) different
companies. When the project is partially complete, the project manager
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learns that one stakeholder is ill and needs to decrease their level of
involvement.

What should the project manager do?

A. Update the stakeholder register and then the stakeholder
engagement plan.
B. Revise the project charter with the new stakeholder information.
C. Ask the project sponsor to replace the stakeholder.
D. Update the stakeholder engagement plan.
2,4 21. A project manager is creating an agenda and presentation materials for
a kick-off meeting that will involve stakeholders across the globe.

How can the project manager facilitate and optimize stakeholder

engagement?
A. Create slides for the kick-off meeting to address stakeholder
involvement.
B. Survey stakeholders' preferred meeting dates and times to
accommodate the teams in different time zones.
C. Verify that all required participants or their delegates will be available
to attend.
D. Review the kick-off meeting agenda and materials for overall clarity
and concision.
2,4 22. During work on a government project, stakeholders exert pressure on
the project manager to comply with their preferred actions because they
have extremely complex regulations and constraints.

The project manager wants to build a successful relationship with these

stakeholders because the company hopes to win more contracts with
the government.

Which two approaches should the project manager take? (Choose TWO.)
A. Assess and categorize these stakeholders using the Salience model.
B. Invite these stakeholders to team meetings to assure them that the
project team takes their work seriously.
C. Send a questionnaire out to this stakeholder group, asking about
their needs.
D. Share the stakeholder engagement matrix with the team.
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2,4 23. A company is struggling to define the scope of a new project that has
multiple phases with a high level of dependency between the phases.

How should the project manager approach this challenge?

A. Contract with a third-party consultant that specializes in helping
businesses define scope of work on large projects.
B. Work with project stakeholders to recommend an iterative approach
that will then help to define the project's scope.
C. Review the project management plan to ensure that it provides extra
time within the schedule, then revise the scope of work.
D. Move forward with the project but keep a daily check on the
schedule to prioritize the dependency issues.
2.4.3 24. A product owner in an agile project complains of too many meetings in
their monthly schedule. There is NOT enough time for project work.
They instruct the project manager to prioritize some meetings and
decrease the frequency of others.

Which two of the product owner’s meetings could the project manager
deprioritize so that they attend less frequently? (Choose TWO.)
A. Sprint retrospectives
B. Product SME consultations
C. Daily stand-up meetings
D. Team performance reviews
E. End-user feedback sessions
2,5 25. A deliverable on the project's critical path is behind schedule.

The cost performance index (CPI) is 1.3. The project manager is able to
put the project back on schedule.

Which three results are the most likely for this project? (Choose THREE.)
A. Activities will be performed in parallel.
B. Project scope will be revised.
C. Associated risks will increase.
D. Costs will increase.
E. The team should expect rework.
2,5 26. A project that should have been 90% complete by now is only 65%
complete. The total project budget is US$120,000 and the actual cost
spent to date (AC) is US$80,000.
 Page 22 of 53

What is the scheduled performance index (SPI) and cost performance

index (CPI) of this project?
A. The SPI is 0.72, and the CPI is 0.98.
B. The SPI is 1.38, and the CPI is 1.2.
C. The SPI is 0.94, and the CPI is 1.04.
D. The SPI is 0.80, and the CPI is 0.91.
2,5 27. A project is 7 months into execution. The project manager determines
that the cost performance index (CPI) is .80.

According to a trend analysis, the CPI has a downward trend.

What should the project manager do next?

A. Issue a change request to redo the cost baseline.
B. Ask for additional resources.
C. Crash the project schedule.
D. Utilize the management reserve.
2,5 28. A project has the following characteristics:

- US$3 million budget

- Planned value 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?

A. The project is ahead of schedule and under budget.
B. The project is behind schedule and over budget.
C. The project is ahead of schedule and over budget.
D. The project is behind schedule and under budget.
2,5 29. 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?

A. Meet with the team member’s manager, and negotiate for an
alternative time to complete the other task.
B. Ask the team member to focus on the critical task, and obtain an
additional resource from another department.
 Page 23 of 53

C. Send a report to the project sponsor, documenting noncompliance

from the member’s manager.
D. Tell the team member’s manger to release the team member from
outside activities until the scheduled project activity is complete.
2,5 30. A project that should have been 70% complete by now is only 55%
complete. The total project budget is US$210,000, and the actual cost
spent to date is US$162,000.

What is the scheduled performance index (SPI) and cost performance

index (CPI) of this project?
A. The SPI is 0.79, and the CPI is 0.71.
B. The SPI is 1.27, and the CPI is 0.98.
C. The SPI is 0.82, and the CPI is 1.05.
D. The SPI is 0.99, and the CPI is 0.96.
2,5 31. A project that should have been 90% complete by now is only 84%
complete. The total project budget is US$110,000 and the actual cost to
date is US$82,000.

What is the schedule performance index (SPI) and cost performance

index (CPI) for this project?
A. The SPI is 0.93, and the CPI is 1.13.
B. The SPI is 1.07, and the CPI is 0.99.
C. The SPI is 1.15, and the CPI of 0.93.
D. The SPI is 0.96, and the CPI is 1.18.
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SECTION 3

2.5.2 1. Over the past six months, the cost per story in agile project A has risen
by more than 250% due to a faulty platform which is no longer
supported. The project will exceed the budget increment threshold at
the next iteration.

Who should decide if the project should be cancelled?

A. The head of business control
B. The product owner
C. The procurement manager
D. The project manager
2,6 2. 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.

Which estimating technique should the project manager use to obtain a

precise cost estimate of the project?
A. Analogous
B. Three-point
C. Bottom-up
D. Parametric
2,6 3. A project manager is uncertain about the duration of a project for a new
product and consults several groups of subject matter experts (SMEs).
The first group advises that development can be finished in 40 days. The
second group identifies some risks that could make the duration up to
60 days. The third group proposes a new development method that can
shorten the time to 20 days.

What is the estimated development duration for the new product?

A. 20 Days
B. 40 Days
C. 60 Days
D. 30 Days
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2,6 4. A project manager is uncertain about the duration of a new project 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.

Using the Triangular estimation technique, what is the estimated

development duration for the new product?
A. 28 Days
B. 31 Days
C. 32 Days
D. 36 Days
2,6 5. 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 advises that development can be finished
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.

What is the estimated development duration for the new product using
the Beta estimation technique?
A. 12 days
B. 16 days
C. 14 days
D. 20 days
2.6.1 6. A trend of stories is INCOMPLETE, and this becomes apparent at the end
of iterations. Several team members worked on these stories and NO
blockers were identified.

How can the agile team resolve the situation?

A. Put the stories back into the product backlog and wait for a less
intensive iteration to work on them.
B. Use the next iteration for a team spike to determine feasibility of
completing the stories.
C. Put the stories in the blocked column and work with the product
owner to remove impediments.
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D. Work with the product owner to further break down the stories in the
backlog and update the Definition of Ready.
2.6.3 7. A project manager is visiting a software supplier's office. Some of the
sights are surprising: two people per workstation, estimations based on a
deck of cards, developers forcing their tests to fail, and routines with
names such as "traffic cop" and "ringleader".

What could explain these practices?

A. The servant leader has granted the team a bit too much freedom.
B. The supplier has adopted extreme Programming methods.
C. The supplier appears to be conducting “gaming” training sessions.
D. The project manager happened to visit during a team building
exercise.
2.6.3 8. An agile project is structured without timeboxing. Tasks are grouped by
high-level goal but CANNOT be predictably scheduled.

In which three ways can the work be distributed for efficient execution?
(Choose THREE.)
A. Track readiness status to help the team initiate tasks at the right time.
B. Set deadlines to ensure that the team completes the work in
acceptable limits.
C. Use a task board to group tasks into rows and track progress across
columns.
D. Maintain a to-do task pool to limit the number of tasks in progress.
E. Pre-identify blockers to determine the order of execution.
2.6.3 9. Two start-up companies have merged, and now more than 100
developers on eight agile teams are working on a common portfolio.

Which agile practice or method can best ensure release coordination

between the teams?
A. Scrum of Scrums
B. Mobbing
C. Scrumban
D. Feature-Driven Development
2.6.4 10. Six months into a strategic agile project, company executives are closely
monitoring its progress. The COO expresses frustration that the last
weekly burn-down charts show the projected completion date
significantly moving back and forward several times.
 Page 27 of 53

How can the project manager forecast the completion date with more
accuracy and certainty?
A. Ensure upcoming backlog items are elaborated in more detail with
the team.
B. Educate the executive committee on the flexible nature of agile
planning.
C. Plan for variable-size iterations according to story complexity and
load.
D. Reduce frequency of the progress reports sent to senior stakeholders.
2.6.4 11. An ongoing agile project is measured as follows:

2-
Stories Stories Planned Earned
week
Planned Completed Value Value
Sprint
1 15 10 450K 300K
2 20 18 600K 540K
3 20 25 800K 1000K
4 22 25 1100K 1250K
Totals 77 78 2950K 3090K

According to the table, which two of the following are the project's
metrics? (Choose TWO.)
A. SPI = 0.98
B. CPI = 1.05
C. CPI = 1.30
D. SPI = 1.01
E. CPI=0.95
2.6.6 12. A start-up has grown quickly, and there are now four (4) agile teams
working on interrelated products. All teams have begun to experience
impediments and gaps related to work in other teams.

How should the project manager address this problem?

A. Eliminate dependencies between teams.
B. Favor collaboration tools over meetings.
C. Implement a Scrum of Scrums layer.
D. Merge into two large teams to reduce issues.
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2,6 13. A hybrid project combines IT integration and software development

tasks. The predictive and agile teams seem to be working in silos,
resulting in misaligned deliverable scheduling.

Which two measures would most effectively enable the teams to better
synchronize their deliveries? (Choose TWO.)
A. Alter the story size to ensure more complete integration to the IT
build requirements.
B. Use the IT predictive schedule to limit the features the software team
starts to develop.
C. Create a common Kanban board to queue and track progress of both
teams' deliverables.
D. Break down IT work packages into more granular tasks to align to the
software releases.
E. Define common milestones and an overall dependency network to be
used by both teams.
2.6.5 14. The IT integration team has a major setback in a hybrid project. Testing
has confirmed that the hardware does NOT support the target operating
system. The agile team's software releases must now run on a later
operating system version.

What should the project manager do next?

A. Meet with the scrum master to determine if the product vision is still
valid.
B. Meet with the product owner and team to update the product
backlog during the sprint.
C. Work with the agile team to run root cause analysis on why the
problem did not surface earlier.
D. Inform the team at the daily meeting and update the Definition of
Done and Definition of Ready.
2.6.5 15. A hybrid municipal waste management project combines many brief
administrative tasks with small-scale public works. An agile track makes
good progress on key objectives, but small tasks are accumulating in the
backlog. Most tasks can be done in one day but are dependent on
unpredictable triggering events.

Which approach would be most effective to clear out these minor tasks
faster?
 Page 29 of 53

A. Combine multiple minor tasks to make story sizes consistent with key
objectives.
B. Reprioritize the backlog to favor the smallest stories and re-assign
them daily.
C. Reprioritize the backlog on a daily basis so that recent triggers boost
story priority.
D. Integrate the small tasks to either the Definition of Done or
acceptance criteria.
2.6.3 16. A hybrid virtual reality project is running an agile software track and a
predictive electronics track. Halfway into the project, delays are
accumulating due to misaligned deliverable releases between the two
tracks.

Which two elements should the project manager combine to produce a

common network diagram? (Choose TWO.)
A. Definition of Ready with dependency milestones
B. Epic breakdown with work breakdown structure
C. Product backlog with critical path task sequence
D. Definition of Done with exit criteria
E. Definition of Ready with work breakdown structure
2,7 17. A skincare company reports growing customer complaints about an
underweight product. A project manager needs to determine if
something needs to be changed in the production line.

Which tool or technique can the project manager use for this task?
A. Scatter diagram
B. Affinity diagram
C. Control chart
D. Histogram
2,7 18. A project has the following characteristics:

- A quality management plan is in place.

- The quality management plan states that project deliverables must be
reviewed, at a
minimum, 1.5 weeks before the deadline.
- Four (4) deliverables have missed this quality requirement.

Which step should the project manager take?

 Page 30 of 53

A. Reach out to the project sponsor for their input.

B. Modify the quality management plan to conform to project practices.
C. Request that the project undergo an internal audit.
D. Use a cause-and-effect diagram for root cause analysis.
2,7 19. A project is in the execution stage. 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?

A. Control procurement
B. Statistical sampling
C. Process audit
D. Quality assurance
2,7 20. 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?

A. Meet with the senior project manager to identify established plans
and processes. Then, ask for assistance in selecting the appropriate
standards.
B. Schedule a meeting with the customer to collect requirements and
obtain benchmarking samples.
C. Obtain the necessary benchmarking samples and cost-benefit
analyses from the sponsor.
D. Postpone the development of the quality management plan until
quality metrics and quality checklists are created.
2,7 21. 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
manager to develop the quality management plan.

How should the new project manager proceed?

A. Postpone the development of the quality management plan by
submitting a change request. Only proceed when quality metrics and
quality checklists have been created.
B. Schedule a meeting with the customer to collect requirements and
obtain benchmarking samples.
 Page 31 of 53

C. Schedule a meeting with the sponsor to obtain benchmarking

samples and cost-benefit analyses.
D. Obtain established quality processes and plans from the senior
Project Manager. Then, ask them for guidance in selecting the
appropriate standards.
2.7.1 22. Company B is setting up a new agile innovation team with a mission of
placing product quality above all other considerations. The initiative
comes after a number of high-profile complaints on social media
networks about the brand's diminished quality.

Which option would be most effective to achieve the team's goals?

A. Raise the product price to fund use of better-quality materials.
B. Benchmark features against competitor products and track defects.
C. Create an automated testing bench to eliminate human error.
D. Use Test-Driven Development based on continuous user focus group
input.
2.7.1 23. During sprint planning, some new backlog items are prioritized but NOT
estimated. The product owner requires a new set of tests to verify the
unique properties of the items.

What should happen before adding it to the sprint backlog?

A. Use analogous estimating based on similar tests on similar stories.
B. The product owner defines a new epic to allow testing in the next
sprint.
C. Add the relevant acceptance criteria in the Definition of Ready before
estimating.
D. The product owner should provide the initial estimate to be refined
by the team.
2.7.2 24. A smartphone manufacturer is re-assessing its product development
methods in response to a sharp increase in user complaints. Analysis of
the complaints indicates that the users try to use some features in ways
that designers did NOT anticipate.

Given these findings, which agile practice would most effectively prevent
the problem?
A. Acceptance Test-Driven Development
B. Smoke Testing
C. Behavior-Driven Development
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D. Red, green, refactor

2.7.3 25. A start-up company needs to quickly expand its product portfolio to
meet market demand. Recently, staff members are working on two or
three agile teams, each dedicated to a different product line. Output is
dropping and defect rates are rising in all teams.

In which two ways can the project manager help the agile teams improve
their work? (Choose TWO.)
A. Perform root-cause analysis in the next retrospectives.
B. Influence the product owners to right-size their portfolios.
C. Organize dedicated teams to reduce context-switching.
D. Appoint dedicated test teams to offload the agile teams.
E. Train the agile teams to improve time and focus management.
2.7.3 26. The agile team surpassed the planned number of stories in the last three
agile iterations.

How can the project manager be sure all the work performed is truly
complete?
A. Ask the product owner if results are satisfactory.
B. Check results against the Definition of Done.
C. Ask the team to cross-check other members' work.
D. Check the results of all the tests performed.
2.8.1 27. An empowered agile team showed impressive progress in the first four
iterations, but now the product owner has noticed low output in the
latest five iterations without any apparent reason.

What could be the cause of this situation?

A. The team worked on low complexity stories from the backlog in the
first four iterations.
B. Technical debt has set in and the team's output will keep dropping
until the cause is eliminated.
C. The team was in the storming stage of the development and now
have moved to norming.
D. There is most likely a specific under-performing team member
slowing the team down.
2.8.3 28. An agile team is struggling to solve a blocking issue with packaging
design. Eventually, they find a solution, but it requires a different product
format.
 Page 33 of 53

What should the team do before further developing the solution?

A. Create a prototype and demo it to the end customer.
B. Ask the product owner to approve the change.
C. Run a cost/benefit analysis to determine its value.
D. Check if the change is consistent with the product vision.
2,8 29. A medium-sized company is expanding into a new market. However, the
company does NOT have previous experience in that market.

A project manager needs to collect requirements.

Which two tools or techniques should the project manager use? (Choose
TWO.)
A. Prototypes
B. Expert judgment
C. Product analysis
D. Create requirements traceability matrix
2,8 30. A client 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 deliverables were missed in the work
breakdown structure (WBS).

Which step should the project manager take next?

A. Verify with the stakeholders to see if these missed deliverables should
be added.
B. Ask that the project management office (PMO) approve additional
funds for this work.
C. Include the work in the WBS, per the 100% rule, and recalculate the
total project cost.
D. Determine whether these deliverables are necessary by verifying with
experts in the field.
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SECTION 4
2,8 1. Review the following project characteristics:

- 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 guide the team in
defining the main project deliverables.

What will be the final output of this meeting?

A. Milestone list
B. Work breakdown structure (WBS) dictionary
C. Scope management plan
D. Requirements management plan
2.8.1 2. A merger of two companies results in combining an agile software
project and a predictive electronics project into a single hybrid
project. Two months later, requirements have changed in both tracks
but NEITHER has a full picture on status or importance of the
requirements.

How can the project manager best resolve the problem?

A. Integrate the product backlog into the requirements specification
and educate the software team on working with the new
document.
B. Create a requirements traceability matrix by combining the
product backlog with the requirements specification and define
both documents as input.
C. Integrate the requirements specification into the product backlog
and educate the electronics team on working with the new
document.
D. Integrate the revised work packages and updated product backlog
items into a new master WBS for progress tracking.
2,8 3. A project manager is working with a customer who repeatedly
submits requests for new requirements for an existing software
product.
 Page 35 of 53

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?

A. Hold a meeting with the product manager to request that the
number of new requests be reduced.
B. Define project boundaries immediately with the sponsor.
C. Organize a meeting with the stakeholders to set expectations.
D. Analyze the scope management plan to see how changes in scope
are handled.
2,8 4. 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?

A. Ask to meet with the product manager, and discuss reducing the
number of new requests.
B. Meet with the sponsor immediately to discuss project boundaries.
C. Meet face-to-face with stakeholders to set expectations.
D. Assess the scope management plan to see how changes in scope
are managed.
2,9 5. A marketing team is developing a new website for an existing product
range. The team reads through some customer comments submitted
on the current website:

- “Too much clicking!”

- “More and better please.”
- “Make it easier”

Which tool or technique should the marketing team use to identify

the target audience's style preferences?
A. Focus groups
B. Brainstorming
C. Product analysis
D. Benchmarking
 Page 36 of 53

2,9 6. A project has the following characteristics:

- To determine what product should be created, a feasibility study was

conducted.
- A change request was 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?

A. Execute the change request.
B. Decline the change request.
C. Ask for a detailed report of the data analysis.
D. Ask for a feasibility study of the new product.
2.9.2 7. User test results for a prototype release are ready. The test users
describe the kind of smoother experience they want, the many
missing features they desire, and the ways the product could be more
visually appealing.

What conclusions can be drawn from the user's input?

A. The tests are irrelevant: the prototype design is NOT complete.
B. The tests were a failure: most of the features will need to be re-
designed.
C. The tests were a success: the input will ensure a more targeted
backlog.
D. The test results are unusable: the users did NOT understand the
goals.
2.9.3 8. During estimating, the team is discussing an item in the backlog. It
becomes clear that the item can be done in different ways, but the
best way is NOT obvious.

What should the team do to progress on this item?

A. Add ranked alternatives to the backlog.
B. Select the cheapest alternative to build.
C. Add a new spike item to the backlog.
D. Select the fastest alternative to build.
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2.9.4 9. The agile team is building a version of a smartphone shopping

application suitable for older people. Marketing has not been able to
find any volunteer test users fitting the profile.

Which option would be most effective to ensure the best product

value is delivered?
A. Examine evaluations of similar competitor products.
B. Ask older relatives what price point they want.
C. Remove eyeglasses when testing the user interface.
D. Ask the team to run friendly tests with older relatives.
2.10. 10. A customer contemplates adding new features to a project
deliverable.

Which mandatory step must a project manager take before a project

team member can start working on these new features?
A. Verify requirements.
B. Ensure approval from the responsible individual identified in the
project management plan.
C. Gain approval from the project sponsor.
D. Ensure key subject matter experts (SMEs) approve.
2.10. 11. A project is started with an approved scope.

As the team implements the project design, a team member states

that the product will NOT meet the requirements in certain situations.
Correcting the issue increases both scope and costs, and the project
will also miss the deadline.

The project sponsors do NOT have additional funding to support the

project.

What should the project manager do first?

A. Perform risk management analysis.
B. Follow the Perform Integrated Change Control process.
C. Crash the schedule.
D. Contact the customer and negotiate for risk acceptance.
2.10. 12. A client's employee asks the project manager for an additional, new
product feature during a status meeting.
 Page 38 of 53

To which document should the project manager first refer to

determine who has the authority to approve this request?
A. Change log
B. Change management plan
C. Responsible, accountable, consult, and inform (RACI) matrix
D. Change request document
2.10. 13. A project is 50% completed. An essential project team member
requests two (2) months leave for personal matters.

What should the project manager do first?

A. Check with this team member to see if the leave can be postponed.
B. Discuss the issue with the functional manager and request a
replacement.
C. Assess how the leave will impact the project.
D. Refer to the resource management plan.
2.10. 14. A project sponsor asks the project manager to change production
materials because these materials could cause health problems to
consumers.

Which step should the project manager take?

A. Follow the Perform Integrated Change Control process and
thoroughly investigate the matter.
B. Immediately implement the change and submit a change request
for formal documentation.
C. End the current work and enact the change control process.
D. Reject the change because the request is outside of scope.
2.10. 15. A team was in the execution stage of the project management plan
when three (3) necessary changes were brought to their attention. The
team members all have differing opinions regarding how to
implement the changes.

What should the project manager do?

A. Hold a meeting with the board and project sponsor to address the
issue.
B. Confirm that all team members and stakeholders understand and
follow the change management plan.
C. Organize a meeting with team members to review the issues and
request changes where needed.
 Page 39 of 53

D. Ensure all requested changes are applied to the project and

communicate directly with all team members.
2.10.4 16. A worldwide product launch will likely be delayed by the lengthy
analysis needed to assess the impact of new European Union (EU)
regulations. Perishable ingredients and factory bookings are at risk of
being lost. The executive committee decides to postpone the launch
in the EU but maintain launch dates in all non-EU countries.

How should the project manager re-plan the project to support both
launches?
A. Use the contingency budget to cover sunken costs for the EU
launch and adjust plans for the non-EU launch.
B. Re-plan the project as a fully agile set of iterations and ensure that
fixed milestones are documented on the burn-down chart.
C. Plan analysis activities and tollgates for the EU launch and crash
the schedule for the non-EU launch.
D. Embed a set of iterations to analyze and develop the EU product,
while adjusting plans for the non-EU launch.
2.10. 17. A project manager recently joined a new project with the following
characteristics:

- Tight deadlines
- Global virtual team
- Fixed budget

During the planning stage, the project manager wants to avoid scope
creep and keep the team focused on delivering a product that meets
requirements.

How can the project manager achieve this goal?

A. Ensure that any changes to scope go through the formal approval
process.
B. Ensure that daily stand-ups occur, with all development teams.
C. Ensure that the development team leads generate detailed
requirements.
D. Ensure that stakeholders do NOT directly interact with the
development team leads.
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2.10. 18. The project sponsor requests that an element of a product will be
swapped for the equivalent supplied by a local manufacturer in order
to have a more sustainable supply chain.

Which action should the project manager take?

A. Promptly implement the change and submit a change request for
formal documentation.
B. Refer to the Perform Integrated Change Control process to
examine the issue further.
C. Halt current production and initiate the Perform Integrated Change
Control process.
D. Refuse to fulfill the request because it will lead to scope creep.
2.10.3 19. A multi-year, hybrid pharmaceutical project adds new fixed-date
activities for the team to run Machine Learning (ML) processing of
medical scans. The output from the ML analysis is used by an agile
team of doctors to determine next steps in a patient case.

The project manager has updated the scope statement and schedule.

In which three other documents should the project manager record

this new process? (Choose THREE.)
A. Stakeholder Register
B. Sprint Backlog
C. Definition of Ready
D. Risk Register
E. Resource Management Plan
2.11. 20. A project’s workload is increasing significantly, and the resource level
is NOT sufficient. In response, management outsources some major
tasks to keep the project on schedule.

What should the project manager do in this scenario?

A. Review the communications management plan.
B. Revise the procurement management plan.
C. Escalate to the project sponsor.
D. Revise the organizational chart.
2.11. 21. A textile development project needs a specialized resource to work for
900 hours. The company has decided to outsource these hours.
Because of internal policies, all potential service providers must be
 Page 41 of 53

given the same information about the requirements.

Which action should the project manager take to ensure this?

A. Hold direct negotiations with each service provider.
B. Conduct a bidder conference with the service providers.
C. Ensure the procurement management plan is sent to each service
provider.
D. Add each of the service providers to the stakeholder register.
2.11. 22. Because a deliverable does NOT meet the agreed-upon quality
specifications, it is rejected by the customer. Team members find that
the deliverable fails to meet expectations because of 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?
A. Check the service level agreement (SLA) established with the
vendor.
B. Review the procurement management plan and contract
agreements.
C. Check the internal quality assurance reports.
D. Review the resource management plan and document lessons
learned.
2.11. 23. Near the end of a manufacturing project, several team members are
transferred to another project. To complete the work, the project
manager needs to acquire additional resource support from a new
supplier but is concerned about the cost risk of using a new supplier
at this advanced 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?

A. Recommend a time and material (TM) contract.
B. Recommend a fixed price incentive fee (FPIF) contract.
C. Recommend a cost plus incentive fee (CPIF) contract.
D. Recommend a firm fixed price (FFP) contract.
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2.11. 24. A deliverable does NOT meet the agreed-upon quality specifications
and is rejected by the customer. After investigation, the project team
finds a fault with the vendor-provided parts. This fault caused the
issue. The vendor says that they CANNOT correct the situation.

What should the project manager review before deciding on next

steps?
A. The service level agreement (SLA) established with the vendor
B. The procurement management plan and contract agreements
C. The internal quality assurance reports
D. The resource management plan
2.11. 25. A project involves six different companies, and the project sponsor is a
global organization. At the midpoint of the project, the project
manager learns that one stakeholder is experiencing difficulties and
CANNOT provide their former level of involvement.

The project manager needs to __________ and then __________. (Fill in

the blanks with the correct pair of answers.)
A. avoid the risk; update the stakeholder engagement plan
B. avoid the risk; update the stakeholder register
C. mitigate the risk; update the stakeholder engagement plan
D. mitigate the risk; update the stakeholder register
2.11.4 26. A security-classified, agile software project requires outside expertise
and delivery to add a module based on machine learning. An
approved supplier asks the project manager to join the daily meeting
with the supplier's agile team, but the project manager's schedule is
too full with internal meetings.

How could the two teams synchronize interactively but somewhat less
frequently?
A. Set up fishbowl windows at each site.
B. Add and execute a Scrum of Scrums layer.
C. Align iterations for common retrospectives.
D. Share a common electronic Kanban.
2.12. 27. A project team collected sensitive client data during the early stages
of a project to help develop the project management plan. The team
is now working on deliverables for the project when the compliance
manager discovers a data breach and alerts the team to a compliance
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issue.

Which document should the project manager review first?

A. Statement of work (SOW)
B. Issue log
C. Business case
D. Risk register
2,12 28. A large project includes functional groups in four (4) countries, a
steering committee, and a project sponsor. As the project approaches
completion, the project manager must prepare the closeout
documents.

How should the project manager obtain appropriate signoff on the

acceptance of project deliverables?
A. The project sponsor should be asked to sign off.
B. The steering committee should be asked to sign off.
C. The functional managers from each group should be asked to sign
off.
D. All of the parties involved should be asked to sign off.
2,12 29. Two (2) 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?
A. Stakeholder feedback
B. Risk assessments
C. Conflict management techniques
D. A professional relationship with the users
2.12.2 30. The Project Management Office wants to offer constant reporting
across the dozens of agile projects running concurrently. They want to
use information radiators to share progress status and key lessons
learned.

How can this best be achieved?

A. Place monitors displaying combined feature burn-up charts and a
digest of retrospectives.
B. Use fishbowl windows to show all project teams’ Kanban boards
and charts in real time.
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C. Place webcams to broadcast all Kanban boards and cycle the

images sequentially on the radiator.
D. Set up an internal Wiki page which all agile teams update in real
time and users consult on demand.
2,13 31. Company G has a goal of increasing customer satisfaction within four
(4) months and initiates a project to meet this goal. The project
manager needs to identify best practices.

Which method should the project manager use to accomplish this?

A. Benchmarking
B. Emotional intelligence
C. Facilitation
D. Affinity diagram
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SECTION 5
Blueprint
QUESTIONS
ID
2,13 1. 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 next step should the project manager take in this scenario?
A. Utilize analogous estimating.
B. Seek advice from experts in the field.
C. Organize an initial kick-off call.
D. Request input from the project sponsor.
2.13.1 2. A new wildlife reserve project will have a staff of approximately 80
experts, builders, and logistics workers with exposure to various
safety risks. The project manager wants a scalable approach
combining flexibility and team dynamics with traditional safeguards.

Which option could be used to tailor a hybrid project of this nature?

A. Crystal Methods
B. extreme Programming (XP)
C. Behavior-Driven Development
D. Monte Carlo Simulation
2,13 3. Project team members are busier than usual. They indicate that they
do NOT have the time to update the lessons learned repository
because of other project responsibilities.

How should the project manager respond?

A. Require submission of lessons learned documentation after each
project deliverable is accepted by the customer.
B. Ensure there is an agenda item for discussion of lessons learned
from project activities as part of all project meetings.
C. File a change request to the project management office (PMO) to
change how often lessons learned is collected.
D. Bring in a consultant to assist with collecting lessons learned to
help reduce the burden on project team.
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2,13 4. Company P’s IT transformation project has three (3) deliverables, and
they have the following characteristics, according to the project team:

- Deliverable 2 has strictly scheduled milestones, with no expected

variation in the timeline.
- Requirements for deliverables 1 and 3 will change quickly during
development.

Which project lifecycle should the project manager use for this
project?
A. Select a fully agile project model, with a common user story and
three-week sprints.
B. Select a waterfall project model for deliverables, with firm
milestones and change control procedures.
C. Select a hybrid project model; position deliverable 2 as a single
agile sprint embedded in an overall waterfall project.
D. Select a hybrid project model; position deliverable 2 as a single
waterfall phase embedded in an overall agile project.
2,13 5. After six (6) iterations, significant variations have occurred to project
scope and schedule. These are due to the customer's technology
regulations and security policies, which are regularly reviewed. The
project manager suggests taking a new approach to the next
iteration to avoid possible delays.

What should the project manager do first?

A. Rank the importance of each improvement item, then implement
actions identified during the last retrospective.
B. Engage in a cost-benefit analysis that can help predict the profits
that could be realized through the use of new technology for the
next phase.
C. Research new technology trends and management tools that have
been successful on similar projects.
D. Use a backlog refinement meeting and include the customer's
change requests in the discussion.
2.13.5 6. In a hybrid product design project, the team encounters a 3D printer
malfunction resulting in costly losses of titanium supplies. When the
production team tells the agile programming team about the
problem, it becomes clear that mistranslated data sheets created
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problems for both teams. However, the agile team resolved their
problems a month before the malfunction.

What could the agile team have done to prevent the current
malfunction?
A. Deprioritized the stories impacted by information in the data
sheets
B. Asked the project sponsor to halt the project pending translation
corrections
C. Summarized their retrospective conclusions on information
radiators
D. Formally request a change of equipment supplier for the project
2.13.4 7. A consultant has advised an IT director to use a DevOps approach to
a migration project. The IT director wants to understand how the
necessary speed can be achieved in a safe way.

Which examples could demonstrate how DevOps can reduce

incidents and speed up deployment at the same time? {Choose
TWO.)
A. Virtualization of all systems and software containers
B. Early collaboration between operations and development
C. Machine Learning based development and deployment
D. Developers test at deployment sites before operations
E. Automation of operations and development
2.13.4 8. A consultant has advised an IT director to use a development and
operations (DevOps) approach to a migration project. The IT director
wants to understand how the necessary speed can be achieved in a
safe way.

Which two examples could demonstrate how DevOps can reduce

incidents and speed up deployment at the same time? {Choose
TWO.)
A. Virtualization of all systems and software containers
B. Early collaboration between operations and development
C. Machine Learning-based development and deployment
D. Development testing at deployment sites before operations
E. Automation of operations and development
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2.13.2 9. A project to start building an ecology-focused resort complex is

planned, and the contract is ready for signature. The client now asks
the prime contractor to suspend planned development work on a
parcel of land while the team runs a consumer study—the team
needs to know what kind of structures to build on the parcel.

What should the prime contractor do to quickly close the deal, given
the new client requirements?
A. Subtract the parcel work from the quoted price and plan the
parcel as agile iterations paid based on time and materials.
B. Add a risk premium to the agreed price of the full works and add
a clause to renegotiate the new scope when it is fully defined.
C. Raise a change request to examine impact on scope and price and
close the deal when all information is available.
D. Exclude all work on the parcel from the project plan and pricing
and propose a separate contract when the scope becomes clear.
2.13.5 10. An innovative product fails to satisfy targeted consumers despite
significant investments in quality control and marketing campaigns.

Which agile practice would best prevent future failures of this nature?
A. Run continuous consumer usability testing on product releases.
B. Align objectives between the product owner and marketing.
C. Broaden the persona type definition of the target consumer.
D. Add more features and tests to the minimum viable product
(MVP).
2.13.4 11. An emergency vaccine roll-out project should be deployed to
vaccination centers as soon as confirmed locations are booked.
Factors such as delayed batch shipments, safety protocols, and target
age groups may block the deployment at the last minute. However,
the deployment process does NOT vary after passing the tollgate to
begin setup at a new location.

Which project approach would best support the goal to maximize the
number of centers deployed?
A. A fully predictive life cycle where each center deployment is a
phase subject to dependencies.
B. A set of agile deployment iterations embedded in a predictive set
of processes.
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C. A set of predictive deployment sequences embedded in an agile

set of processes.
D. A fully agile life cycle where dependencies and deployments are
combined in each iteration.
2,15 12. The team working on Project A has resolved a technical issue, and
the project is moving forward. The project manager has been warned
that the same issue will probably arise on similar projects in the
future.

What should the project manager do first when responding to this

warning?
A. Ensure that the issue log is updated and update the lessons
learned register
B. Create a risk report and keep the report current.
C. Notify the project sponsor about the warning.
D. Ensure that the lessons learned register is updated.
2,15 13. While reviewing the issue log, the project manager notices that tasks
assigned to two (2) team members are quite a bit behind schedule.

What should the project manager do?

A. Notify the responsible team members of the need to complete
the overdue tasks quickly in order to avoid introducing extra
project risks.
B. Document the issue, escalate to the project sponsor, and ask how
they would like it resolved.
C. Tell the team members who are behind schedule that they should
explain why tasks were delayed and how they will get back on
schedule.
D. Work with the relevant team members to review the delayed tasks
and decide on strategies for resolution.
2.15.2 14. A medical equipment vendor is running a hybrid project which
includes some custom software development by an agile team. The
team progress is good, but slow customer approval causes
unnecessary delays. The customer insists that approval can only be
given after repeating all the test cases in the target environment.

How can the project manager accelerate the approvals and build
customer trust at the same time?
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A. Invite the customer to send representatives to witness the team's

testing to pre-approve the tests.
B. Work out an arrangement with the customer to defer as many
tests as possible to the final release.
C. Propose new terms for team members to work aside the customer
testers to run tests in their environment.
D. Allow the team to progress at their pace while the customer
continues to test and approve earlier builds.
2.15.1 15. An organizational change program has met with internal resistance, a
risk which was previously identified. A logistics manager is
particularly affected, due to reduction of the team size and the rate
of change driven by an agile planning of the predictive
implementation. The manager's supervisor formally requests the
change program to delay implementation for the logistics team.

What should the project manager do next in response to this

request?
A. Work with the program sponsor to re-prioritize the program
backlog sequence.
B. Request that the sponsor escalate the strategic issue to the
executive committee.
C. Perform root-cause analysis on the key factors causing the
manager's resistance.
D. Review the risk register and implement the relevant risk response
for the case.
2,17 16. 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

Which next step should the project manager take?

A. Add the lessons learned to the organization knowledge base.
B. Update the risk register, stakeholders, and team members.
C. Ensure that the procurement plan is closed out.
D. Review, verify, and complete the release documentation.
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17. Review the following steps.

1. A project has been successfully delivered.

2. The project manager is executing formal closure.
3. ______________________________________.

What is Step 3?
A. The project manager should update the bid documents.
B. The project manager should obtain stakeholder acceptance.
C. The project manager should reassign the project team.
D. The project manager should reallocate the unused funds.
2,17 18. Review the following project characteristics:

- The project is in the initiation phase.

- Due to lack of funding, the project is terminated.
- The project manager must close the project.

What is the first action the project manager should take?

A. Rely on the communications management plan to properly inform
all stakeholders.
B. Examine the organization's project closure guidelines.
C. Determine the potential impact of terminating the project by
performing a risk analysis.
D. Close all project procurement processes.
2,17 19. 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?

A. Complete the hand-off of the project.
B. Review the acceptance criteria and get acceptance.
C. Formally disband the project team and find a new project.
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D. Continue to fulfill the requests as the product is still being

developed.
2,17 20. 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 (3) documents should the project manager use for this
decision?
A. Final report, organizational process assets updates, and
procurement agreements
B. Procurement agreements, project document updates, and
organizational process assets updates
C. Procurement agreements, stakeholder engagement plan, and
organizational process assets updates
D. Final report, project document updates, and organizational
process assets updates
2,17 21. 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?

A. Since the product is still under development, continue to fulfill the
requests.
B. Procure project acceptance.
C. Contact the project team, dismiss them from the project, and find
a new project.
D. Execute the project hand-off.
2.17.1 22. At the end of an agile project, all stories are completed on schedule
and all tests passed, but the customer does NOT consider the
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product a success.

Which is the most effective way to prevent this outcome in future

projects?
A. Ensure that the product vision is approved by the customer before
developing the backlog.
B. Agree with the customer on success criteria to be included in the
Definition of Done.
C. Collect customer feedback on incremental release demos and user
tests.
E. Ensure that the test plan includes non-functional requirements in
the backlog.
2.17.1 23. An energy infrastructure vendor is delivering a complex solution
proof of concept to a new strategic customer. The predictive project
should complete in 10 weeks, but there is a long list of outstanding
items, and some are dependent on external events with uncertain
scheduling.

How should the project manager handle the outstanding items?

A. Transfer the outstanding items to the next project with the
customer.
B. Plan five agile iterations to complete the tasks as soon as
conditions allow.
C. Descope the outstanding tasks and remove them from the
invoice.
D. Add resources and crash the schedule to complete outstanding
tasks.