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NEW QUESTION # 107
Which of the following is a tool and technique used in the Develop Schedule process?
- A. Bottom-up estimating
- B. Resource leveling
- C. Three-point estimates
- D. Precedence diagramming method
Answer: B
Explanation:
Section: Initiation
NEW QUESTION # 108
When can pre-assignment of project team members occur?
- A. When the project would be ignored due to travel expenses
- B. When the required staff can be acquired from outside sources
- C. When the project is the result of specific people being promised as part of a competitive proposal
- D. When the project uses capital expenditures
Answer: C
Explanation:
Section: Planning
NEW QUESTION # 109
Historical record from previous project are generally used for all of the following EXCEPT:
- A. Estimating
- B. Project planning
- C. Risk management
- D. Lessons learned
Answer: D
NEW QUESTION # 110
An input to the Identify Stakeholders process is:
- A. The project management plan.
- B. Stakeholder analysis.
- C. Procurement documents.
- D. The stakeholder register.
Answer: C
NEW QUESTION # 111
Which of the following statements are FALSE regarding the CPM method?
- A. Free slack is the amount of time one can delay the start of a particular task, without delaying the completion of the project.
- B. The backward pass is used to calculate the late finish dates and late start dates for the
uncompleted portions of all network activities - C. The latest start of the task can be determined by subtracting the duration of the task from the latest finish date of task
- D. The forward pass is used to calculate the early finish dates and early start dates for the uncompleted portions of all network activities
Answer: A
NEW QUESTION # 112
Drag and Drop Question
Drag the communication event on the left to the main subject discussed during the event on the right.
Answer:
Explanation:
NEW QUESTION # 113
A key stakeholder who is frustrated by the lack of transparency of IT projects declines an invitation to participate in the new project meetings. What should the agile project manager do to engage the stakeholder in the project?
- A. Use stakeholder mapping to document the level of influence and interest for the next iteration planning meeting.
- B. Present the project management plan to the stakeholder and reassure them that they will receive regular project updates.
- C. Introduce the stakeholder to the project team and invite them to the next iteration review meeting with the IT team.
- D. Build trust with the stakeholder by keeping project commitments and use demo sessions to gather feedback and realign goals.
Answer: D
NEW QUESTION # 114
During a business review meeting, a key stakeholder raised a concern on the quality of deliverables and has now escalated the concern.
What should the project manager do first?
- A. Schedule a meeting with the stakeholder to clarify and plan next steps.
- B. Discuss with the stakeholder and share a report on the deliverables.
- C. Discuss with the team and check all reports on the deliverables.
- D. Schedule a meeting with all team members to clarify and plan next steps.
Answer: A
Explanation:
When a concern is escalated by a key stakeholder, the project manager should first clarify the concern directly with the stakeholder. This ensures accurate understanding before taking corrective actions with the team.
The PMBOK Guide - Seventh Edition stresses effective stakeholder engagement, communication, and managing concerns early.
Option A involves the team too early without context.
Option B skips clarification and jumps into defense.
Option C assumes team fault without stakeholder input.
Reference:
PMBOK Guide - Seventh Edition, Stakeholder Performance Domain
PMI Communication Management Guidelines
NEW QUESTION # 115
A procurement management plan is a subsidiary of which other type of plan?
- A. Expected monetary value plan
- B. Project management plan
- C. Resource plan
- D. Cost control plan
Answer: B
NEW QUESTION # 116
The marketing team is moving from predictive to hybrid approaches for their projects. The marketing director is not familiar with hybrid approaches and does not support the new direction. What should the project manager do?
- A. Advise the marketing director to receive formal training.
- B. Ask the marketing team members to coach their director.
- C. Mentor the marketing director on the approaches.
- D. Train the marketing team and keep their director informed.
Answer: D
Explanation:
According to the PMBOK Guide1, a hybrid approach is a combination of predictive and adaptive (agile) methodologies that suits the needs and context of a project. A hybrid approach can provide flexibility, customer satisfaction, and risk management benefits. However, it also requires a high level of collaboration, communication, and alignment among the project stakeholders, especially the sponsor and the team.
Therefore, the project manager should train the marketing team on the hybrid approach and keep their director informed of the progress, benefits, and challenges of using it. This way, the project manager can ensure that the team is competent and confident in applying the hybrid approach, and that the director is aware and supportive of the new direction. The project manager can also use this opportunity to address any concerns or resistance from the director and demonstrate the value of the hybrid approach for the project and the organization.
The other options are not as effective as option C. Option A is not realistic, as the marketing director may not have the time or interest to receive formal training on the hybrid approach. Option B is not respectful, as the marketing team members are not in a position to coach their director. Option D is not appropriate, as the project manager is not the director's mentor and cannot assume that role without the director's consent and agreement. References: 1 PMBOK Guide, Seventh Edition, Chapter 2: Value Delivery System, Section 2.3:
Tailoring the Delivery Approach, Page 38.
NEW QUESTION # 117
An agile project has a documented list of requirements prioritized in high, medium, and low categories. The project team has expressed that it is difficult to know what to work on next as so many items are listed as high priority.
What should the project manager recommend?
- A. Ask the team to prioritize the high-priority items based on the release plan and what allows for testing most effectively.
- B. Ask the team to prioritize the high-priority items based on what they feel is a logical sequence to build.
- C. Ensure the product owner determines the priority based on a product roadmap, release plan, and iteration plan.
- D. Discard the current categorization of requirements as "high, medium, and low" and prioritize numerically.
Answer: C
NEW QUESTION # 118
A set of high-impact repetitive tasks must be executed during a project. What can the project manager use to ensure that all team members.
Consistently perform these tasks in the same manner?
- A. Quality metrics
- B. Quality control
- C. Quality audits
- D. Quality checklists
Answer: D
NEW QUESTION # 119
You're a project manager for a large project. Early on, you can identify a number of risks in the project and want to prepare them, and during the implementation phase, you have identified a potential risk. You have identified the response strategy for this risk, you have decided to purchase insurance to deal with this risk; however, the purchase of insurance will cost you $500. This is an example of which risk response strategy?
- A. Avoid
- B. Mitigate
- C. Transfer
- D. Acceptance
Answer: C
NEW QUESTION # 120
A vendor supplying a piece of specialized equipment for a project has reported the potential for a delivery delay due to a technical issue with the sub-supplier. To stay on schedule, the vendor proposed replacing the sub-supplier's component with a similar part that is different from the one that is stipulated in the project specifications.
What should the project manager do next?
- A. Instruct the vendor to use the part that is compliant with the project specifications and update the schedule
- B. Insist on using the component per the project specifications and air freight the equipment to mitigate the delay
- C. Accept the proposed replacement in order to keep procurement activities on track
- D. Consult with a subject matter expert (SME) to see if the proposed change is acceptable
Answer: D
NEW QUESTION # 121
A project manager has just been designated to lead an approved project with a virtual team. The team members are from several countries and have never met before.
In order to promote team engagement and introduce the project team, what should the project manager do?
- A. Share a presentation with information about each project team member.
- B. Schedule a kickoff meeting to present the whole project team.
- C. Schedule multiple one-on-one meetings between team members.
- D. Share all members' resumes and photographs in a sharing digital platform.
Answer: B
NEW QUESTION # 122
An agile project for a database migration impacts nearly all business units of the corporation. Every effort has been made to complete the migration before the end-ofsupport date for the database platform. Anew impediment now implies the need to continue use of the old platform another year at a higher support price.
What should the product owner do about this situation?
- A. Remove low-value items from the backlog to compensate for the higher cost.
- B. Reprioritize the backlog based on value and cost of delay divided by duration.
- C. Reprioritize the backlog based on story size and competence availability.
- D. Switch to a predictive approach to prevent any further delays to completion.
Answer: A
NEW QUESTION # 123
A large project is affecting the neighborhood in which it is located The neighbors are not satisfied with the project and their resistance to the project may affect the project deadline What two actions should the project manager take'? (Choose two)
- A. Send letters to the neighbors and ask them kindly not to disturb the project.
- B. Ask the mayor of the city to use their authority to stop neighborhood resistance
- C. Analyze the situation and find out what is causing the neighborhood's negative attitude.
- D. Set up a meeting with neighborhood representatives to win their cooperation
- E. Ask the customer to extend the project deadline to allow time for conflict resolution
Answer: C,D
Explanation:
The project manager should take two actions to deal with the situation of the neighbors not being satisfied with the project and resisting it. One action is to set up a meeting with neighborhood representatives to win their cooperation. This action can help the project manager to communicate with the neighbors, listen to their concerns and complaints, and explain the benefits and value of the project. The project manager can also use this opportunity to negotiate with the neighbors, offer them some incentives or compensation, and seek their support and feedback for the project. By engaging with the neighbors, the project manager can build trust and rapport with them, and reduce the potential for conflict and disruption12.
Another action is to analyze the situation and find out what is causing the neighborhood's negative attitude.
This action can help the project manager to identify the root causes of the problem, such as lack of information, misunderstanding, fear of change, or dissatisfaction with the project's impact. The project manager can use tools such as stakeholder analysis, SWOT analysis, or force field analysis to assess the situation and the factors influencing it. By understanding the problem, the project manager can devise appropriate solutions and strategies to address it34. References: = 12 Project Management Challenges and How To Solve Them, Challenge 11: Stakeholder resistance; 8 Steps for Better Issue Management, Step 5:
Communicate with the team; PMBOKGuide, Sixth Edition, pages 513-515, 395-396; 4 Phases of the Project Management Lifecycle Explained, Phase 2: Planning.
NEW QUESTION # 124
A company that uses a predictive approach and operates in a highly regulated market is losing profitability because its product life cycle is taking longer than those of its competitors. A new project manager has been hired to change this scenario.
What approach should the project manager propose?
- A. Propose a hybrid approach, leveraging the benefits of an agile approach while respecting some aspects of the company's industry.
- B. Migrate to an agile model, focusing primarily on an iterative approach, leaving the incremental life cycle as a next step.
- C. Maintain a predictive approach, but increase the focus on better planning and tracking to anticipate problems and avoid delays.
- D. Change to an agile model, focusing primarily on the incremental life cycle, leaving the iterative approach as a next step.
Answer: A
Explanation:
In a highly regulated market, where compliance and predictability are paramount, a hybrid approach offers the flexibility of agile methodologies while still adhering to the necessary regulatory standards. This approach allows the company to become more responsive to market changes and customer needs without completely abandoning the structured processes that are crucial in a regulated environment. By integrating the planning and documentation strengths of a predictive approach with the adaptability and speed of agile practices, a hybrid model can help shorten the product life cycle and improve profitability.
References: = The benefits of a hybrid approach in a regulated industry are supported by research which indicates that such methods can deliver similar results to traditional or agile approaches on schedule, budget, and scope delivery, and often outperform traditional approaches on client satisfaction1. Additionally, transitioning to a hybrid model can be less challenging than a direct shift to a fully agile model, making it a strategic choice for companies looking to evolve their project management practices23.
NEW QUESTION # 125
The following chart contains information about the tasks in a project.
Based on the chart, what is the schedulevariance (SV) for Task 8?
- A. -2,000
- B. 2,000
- C. -1,000
- D. 1,000
Answer: C
Explanation:
Section: Monitoring and Controlling
NEW QUESTION # 126
During a regular review, the project manager of an agile project realizes that a key stakeholder is missing critical information about some features being developed. In order to improve communications and reduce the risk of deploying the wrong features, what should the project manager do?
- A. Assess the stakeholder's needs and communication style and propose a tailored approach with regular status reports and progress meetings.
- B. Conduct stakeholder remapping, evaluate stakeholders by their level of influence and interest on the project, and communicate accordingly.
- C. Include the stakeholder on regular project communications so that decisions can be followed up closely.
- D. Invite the stakeholder to the regular "show and tell" sessions so the stakeholder is aware of project progress and feedback can be gathered.
Answer: D
Explanation:
The project manager should invite the stakeholder to the regular "show and tell" sessions, also known as sprint reviews or demonstrations, where the team showcases the features that have been completed in the current iteration. This way, the stakeholder can be aware of the project progress, provide feedback, and validate the value and quality of the features. This can improve the communication and collaboration between the team and the stakeholder, and reduce the risk of deploying the wrong features. Assessing the stakeholder's needs and communication style and proposing a tailored approach may not be enough, as it does not address the issue of missing critical information about the features. Conducting stakeholder remapping and evaluating stakeholders by their level of influence and interest may not be necessary or effective, as it does not involve the stakeholder in the project delivery. Including the stakeholder on regular project communications may not be sufficient, as it does not provide the opportunity for the stakeholder to see and interact with the features. References:
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 13:
Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.3: Implementing Agile: Delivering in an Agile Environment Professional in Business Analysis (PMI-PBA) Handbook, Section 2.3: Domains and Tasks, Domain 4:
Analysis, Task 9: Validate Requirements
Professional in Business Analysis (PMI-PBA) Examination Content Outline, Domain 4: Analysis, Task 9:
Validate Requirements
NEW QUESTION # 127
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