Question # 1
During an iteration of a project, a planned activity becomes more complex. The work should be delivered in the shortest time possible. What approach should be used in this situation? |
A. The team facilitator gets support from external team members | B. The team members bring in a specialist to help them | C. The product owner moves it to the product backlog | D. The cross-functional team member work together to complete the activity |
D.
The cross-functional team member work together to complete the activity
A cross-functional team is a group of people with different skills and expertise who work together to achieve a common goal. A cross-functional team is beneficial for agile projects, as it enables the team to deliver value faster, collaborate better, and adapt to changing requirements and customer feedback. When a planned activity becomes more complex, the best approach is to have the cross-functional team work together to complete the activity, as this allows the team to leverage their diverse skills and knowledge, share ideas and solutions, and overcome challenges and risks. The team can also communicate and coordinate more effectively, and ensure that the quality and scope of the activity are met. This is part of the Execute Project Work process, which aims to perform the activities that produce the project deliverables. The other options are not the best choices because they do not utilize the full potential and capacity of the cross-functional team. The team facilitator gets support from external team members (option A) may introduce more complexity and dependency, as the external team members may not be familiar with the project context, objectives, and processes. The team members bring in a specialist to help them (option B) may be helpful, but it may also create a bottleneck and dependency, as the specialist may not be available or accessible when needed. The product owner moves it to the product backlog (option C) may delay the delivery and value of the activity, as the product backlog is a prioritized list of features and requirements that the team will work on in future iterations. It may also create dissatisfaction and frustration among the team and the customer.
Question # 2
A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway Materials are not being delivered on time and this phase of construction is already behind for what was initially planned.
What should the project manager do first to prevent the project from going further off track? |
A. Perform a risk assessment and define a risk response action plan. | B. Proceed with the project using management reserves to cover any delays or losses. | C. Propose a pause in this phase to save labor costs and asset depreciation. | D. Establish new partnerships with other suppliers in anticipation of any delays. |
A.
Perform a risk assessment and define a risk response action plan.
According to the PMBOK Guide, 6th edition, section 11.4, one of the tools and techniques for performing qualitative risk analysis is risk categorization. This involves grouping potential risks by common root causes or other criteria, such as project phases, sources, or effects. The project manager should use this technique to identify the most significant risks that are affecting the project performance, and prioritize them for further analysis or action. The project manager should then develop appropriate risk responses to mitigate or avoid the negative impacts of the risks, or exploit or enhance the positive impacts of the opportunities. The project manager should also update the risk register and other project documents accordingly. The other options are not the first steps to take, as they do not address the root causes of the risks, and may not be feasible or effective in the given situation. References: PMBOK Guide, 6th edition, section 11.4; PMP Practice Exam, question 94.
Question # 3
A project manager is appointed for the deployment of a new solution The solution will be integrated into the environment by a third-party vendor This vendor just announced a delay in delivering a key component, which will impact the project schedule.
What should the project manager do? |
A. Ask for expedited delivery of the component to mitigate the risk of schedule delays | B. Ensure that relevant stakeholders and expectations are identified and assess the component delay | C. Perform a detailed analysis of the release content for each component of the solution. | D. Propose a new design of the solution to replace the external component with an internal one |
B.
Ensure that relevant stakeholders and expectations are identified and assess the component delay
The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project. References: = PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis)
Question # 4
A geographically distributed project team has development issues between the collocated and virtual teams causing productivity to decrease. What should the project manager do to address this issue? |
A. Force the team members to work from one location | B. Develop protocols for resolving conflicts between team members | C. Obtain special expertise to advise the team members | D. Set up face-to-face meetings with project team members |
B.
Develop protocols for resolving conflicts between team members
According to the PMBOK Guide, one of the tools and techniques for managing team resources is ground rules. Ground rules are the standards of behavior that the team members agree to follow while working on the project. They can include topics such as communication, decision making, conflict resolution, meeting etiquette, and so on. Ground rules help to establish a common understanding and expectations among the team members, especially when they are geographically distributed and have different cultural backgrounds.
Developing protocols for resolving conflicts between team members is an example of setting ground rules that can help to address the development issues and improve productivity. Forcing the team members to work from one location, obtaining special expertise, or setting up face-to-face meetings are not the best options, as they may not address the root cause of the problem, may be impractical or costly, or may create more conflicts. References: PMBOK Guide, 6th edition, page 336.
Question # 5
A project manager is struggling to figure out the performance of the project teams in an agile environment for the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points.
Which team is performing better? |
A. Team A as they have calculated fewer story points than team B. | B. Team B as they have calculated more story points than team A | C. The team that completes the most stories selected from the sprint backlog | D. The team with the least amount of defects in their deliverables |
D.
The team with the least amount of defects in their deliverables
According to the PMBOK Guide, one of the agile metrics that measures the quality of the team’s output is the Escaped Defect Rate, which tracks the number of problems found in the product after it has been released to the customer. The lower the defect rate, the higher the quality of the product and the customer satisfaction. Therefore, the team with the least amount of defects in their deliverables is performing better than the other teams, regardless of the number of story points they have calculated or completed. Story points are relative estimates of the size and complexity of the work, and they may vary from team to team depending on their experience, skills, and definition of done. Comparing story points across teams is not a valid way of measuring their performance, as it does not reflect the actual value delivered to the customer or the business.
References: PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1 How to Measure Agile Team Performance by Wrike Guide 37 Agile Metrics — The Complete Guide for Agile Teams by Aha!
Question # 6
A project manager at a company is considering a high-performing junior member of the organization to be the new project manager for a current project. What should the project manager do to prepare for a recommendation to senior management? |
A. Compile key highlights featuring the team member from the meeting minutes. | B. Ask the team member to write a short biography listing their qualifications | C. Gather project artifacts that demonstrate the team member's high performance | D. Calculate the health of the projects on which the team member has worked |
C.
Gather project artifacts that demonstrate the team member's high performance
The correct answer is C. According to the PMBOK® Guide, project artifacts are any documents or deliverables that are produced as part of the project management processes1. These artifacts can include project plans, reports, baselines, metrics, lessons learned, and other outputs that show the performance and progress of the project and the project team. The project manager should gather these artifacts to provide evidence of the team member’s high performance and contribution to the project success. This will help the project manager to make a strong case for the team member’s promotion to senior management. Compiling key highlights from meeting minutes, asking the team member to write a biography, or calculating the health of the projects are not sufficient or relevant to demonstrate the team member’s skills and competencies as a potential project manager. References: 1: PMBOK® Guide, page 89
Question # 7
During an inspection, the production phase was stopped because the inspector claimed that regulatory labels were missing. What should the project manager do? |
A. Conduct an expert judgment evaluation. | B. Review the quality management plan | C. Update the lessons learned register | D. Review the risk management plan |
B.
Review the quality management plan
According to the PMBOK Guide, the quality management plan is a component of the project management plan that describes how the project quality will be planned, assured, controlled, and managed. It also includes the quality standards, quality metrics, quality tools, quality roles and responsibilities, and quality audits.
In this scenario, the project manager should review the quality management plan to understand the requirements and expectations for the regulatory labels, the process and criteria for inspecting and verifying them, the actions and responsibilities for resolving any nonconformities, and the documentation and reporting of the quality results.
The other options are not appropriate because: Conducting an expert judgment evaluation (option A) is not a suitable response to the issue. Expert judgment is a technique that involves consulting subject matter experts to provide information or guidance on a specific topic. While expert judgment can be useful in many situations, it is not a substitute for following the established quality management plan and procedures.
Updating the lessons learned register (option C) is not a priority at this stage. The lessons learned register is a project document that captures the knowledge gained from the project activities, including the positive and negative experiences, the best practices, and the recommendations for improvement. While updating the lessons learned register is an important part of the project closure, it is not a relevant action to address the current quality issue.
Reviewing the risk management plan (option D) is also not a relevant action to address the current quality issue. The risk management plan is a component of the project management plan that describes how the project risks will be identified, analyzed, prioritized, responded to, monitored, and controlled. It also includes the risk categories, risk appetite, risk thresholds, risk roles and responsibilities, and risk reporting. While reviewing the risk management plan can help the project manager to identify and manage any potential or actual risks related to the quality issue, it is not a direct or immediate response to the issue.
Question # 8
A project is being executed The project's life cycle is defined as predictive however, a major deliverable will be handed over incrementally to the customer The assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other projects.
What should the project manager do? |
A. Schedule a steering committee meeting and obtain their approval on the request | B. Support the decisions of the team and transfer the decision making responsibility to them. | C. Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions | D. Consult the product owner about letting the resources make decisions |
B.
Support the decisions of the team and transfer the decision making responsibility to them.
According to the PMBOK Guide, the project manager should adapt the project management approach to the development approach and the project life cycle. In a hybrid environment, where some aspects of the project are predictive and some are adaptive, the project manager should balance the level of control and flexibility, and empower the team to make decisions based on the customer feedback and the project objectives. By supporting the decisions of the team and transferring the decision making responsibility to them, the project manager can foster collaboration, innovation, and customer satisfaction. References: PMBOK Guide, 6th edition, page 19-20, section 1.2.3.2 Project Management Approaches and Development Lifecycles.
Question # 9
A key project stakeholder who was a big supporter and motivator for the project team is leaving the organization The project team is experiencing low morale and poor teamwork.
What should the project manager do to improve morale? |
A. Identify the wants and aspirations of the team | B. Build team connections and emotional bonds | C. Forge consensus through team participation. | D. Set goals and push the team to achieve the goals |
B.
Build team connections and emotional bonds
According to the PMI Guide to Business Analysis, one of the key competencies of a business analyst is to facilitate collaboration and teamwork among stakeholders. This includes building trust, rapport, and respect among team members, as well as fostering a positive and supportive work environment. The guide also states that “team morale is influenced by the business analyst’s ability to communicate effectively, manage conflict, and motivate others” (p. 41).
One of the ways to build team connections and emotional bonds is to use emotional intelligence, which is defined as “the ability to perceive, understand, and manage one’s own emotions and the emotions of others” (p. 42). Emotional intelligence can help the business analyst to:
- Recognize and acknowledge the feelings and perspectives of team members, especially when they are affected by a change or a loss.
- Express appreciation and gratitude for the contributions and achievements of team members.
- Provide constructive feedback and coaching to help team members improve their performance and skills.
- Encourage team members to share their ideas, opinions, and concerns, and listen actively and empathetically.
- Resolve conflicts and disagreements in a respectful and collaborative manner.
- Celebrate successes and milestones, and recognize the efforts and challenges of the team.
By building team connections and emotional bonds, the business analyst can help to improve team morale and teamwork, as well as increase team engagement, commitment, and productivity.
References: PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute. Keep Your Team Motivated When a Project Goes Off the Rails. (2023). Harvard Business Review. How Team Morale Affects Employee Performance [2023]. (2022). Asana.
Question # 10
To estimate the costs of a new project that is similar to a project that was implemented last year, the project manager meets with a group of experts from the previous project The group uses a three-point estimating technique The project manager submits the estimated budget to the project sponsor for approval The project sponsor, who is new to the company, is concerned because the budget exceeded their expectations. What should the project manager do? |
A. Review the organizational process assessment to determine if a contingency reserve was considered in the budget estimate | B. Review the historical information and lessons learned from last year’s project to justify the new budget estimate | C. Change the budgeting technique to a more accurate, bottom-up cost estimation. | D. Use soft skills to convince the project sponsor to approve the new budget estimate |
B.
Review the historical information and lessons learned from last year’s project to justify the new budget estimate
The project manager should review the historical information and lessons learned from last year’s project to justify the new budget estimate. This is because the project manager used an analogous estimating technique, which is based on the costs of similar projects in the past. By reviewing the historical information and lessons learned, the project manager can explain to the project sponsor how the costs of the new project were derived, what assumptions and risks were considered, and how the three-point estimating technique was applied. This can help the project sponsor understand the rationale behind the budget estimate and increase their confidence in its accuracy and validity. The project manager can also use this opportunity to discuss the benefits and value of the new project and how it aligns with the organizational strategy and objectives. References: PMBOK Guide, 6th edition, section 7.2.2.4, page 262, Free PMP® Exam Sample Question 04 (Earned Value)
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