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NEW QUESTION # 533
You are using tools and techniques of the Collect Requirements process. You are visually depicting the business processes while managing stakeholder needs and requirements to meet project objectives, after collecting their requirements. What will you do next?
- A. Create WBS Create WBS
- B. Control scope
- C. Validate scope
- D. Define scope
Answer: D
NEW QUESTION # 534
You are managing a project with a total budget of $450,000. According to the schedule, your team should have completed 45% of the work by now. But at the latest status meeting, the team only reported that 40% of the work has actually been completed. The team has spent $165,000 so far on the project. How would you BEST describe this project?
- A. The project is behind schedule and within its budget
- B. The project is ahead of schedule and over its budget
- C. The project is behind schedule and over its budget
- D. The project is ahead of schedule and within its budget
Answer: A
Explanation:
If you want to evaluate how the project is doing with respect to the schedule and budget, you need to calculate CPI and SPI. The first step is to write down the information you have so far: BAC = $450,000, planned % complete = 45%, actual % complete = 40% and AC = $165,000. Now you can calculate PV = BAC x planned % complete = $450,000 x 45% = $202,500. And you can calculate EV = BAC x actual % complete = $450,000 x 40% = $180,000. Now you have the information you need to calculate CPI and SPI. CPI = EV / AC = $180,000 / $165,000 = 1.09, which is above 1.0 - so your project is within its budget. And you can calculate SPI = EV / PV = $180,000 / $202,500 = .89, which is below 1.0 - so your project is behind schedule.
NEW QUESTION # 535
A project manager is working on a technical project with a technical lead who is experienced, highly knowledgeable and works well with the team. The technical lead is usually on time with deliverables but their documentation often requires rewriting for formatting and contextual quality How should the project manager address this?
- A. Escalate the issue to the human resource department
- B. Ask the technical lead to include all pieces in the documentation
- C. Coach the team on the acceptance criteria
- D. Allow more time for documentation
Answer: A
NEW QUESTION # 536
As head of the PMO, you will receive performance reports for all major projects. You decided to set a guideline for project managers as performance reporting should______________
- A. Focus on cost and schedule variances rather than scope, resources, quality, and risks
- B. Collect work performance information on the status of deliverables
- C. Provide information at an appropriate level for each audience
- D. Provide earned value data for project forecasting
Answer: C
Explanation:
Section: Mix Questions
Explanation:
Performance reporting is a tool and technique in manage communications. Performance reports range from simple status reports to more elaborate reports. The emphasis is to ensure performance reporting provides the needed information for each audience level.
NEW QUESTION # 537
At the closing phase of the project the project manager sends the completion reports to the client as a formal written document, indicating that the contract has been completed The client refuses to approve the document since the defect rate is 0.1%. The project manager insists that it is an acceptable rate as the standard defect rate of the industry is 0.15%.
What should have been done to avoid this situation?
- A. The acceptance criteria should have been properly defined in the contract
- B. The Manage Quality process should have been appropriately conducted
- C. The project manager should have reviewed the standard industry defect rate
- D. The client requirements should have been clearly defined in the contract
Answer: A
Explanation:
The acceptance criteria are the measurable and verifiable standards that must be met for the project deliverables to be accepted by the client. They are part of the project scope statement and the project contract, and they should be agreed upon by both parties before the project execution. If the acceptance criteria are not properly defined in the contract, it can lead to disputes and conflicts at the closing phase of the project, as the client may have different expectations and quality standards than the project manager. The other options are not as relevant or effective as defining the acceptance criteria in the contract. The client requirements are the needs and expectations of the client, but they are not the same as the acceptance criteria, which are more specific and measurable. The Manage Quality process is a process that ensures the quality standards are met and the quality activities are performed, but it does not define the acceptance criteria. The project manager should review the standard industry defect rate, but that is not enough to avoid the situation, as the client may have a different defect rate as their acceptance criterion. References:
* PMBOK Guide, 7th edition, page 107
* PMI-PBA Exam Content Outline, 2018, page 8
NEW QUESTION # 538
A project manager should communicate to stakeholders about resolved project issues by updating the:
- A. project records
- B. project reports
- C. stakeholder notifications
- D. stakeholder register
Answer: C
NEW QUESTION # 539
A project team has finished its first iteration out of six. The iteration's delivery performance (velocity) was
50%.
During the iteration retrospective, the team realizes that the complexity of the work was underestimated.
What should the project manager do?
- A. Update the issue log and escalate it to the project sponsor.
- B. Ask to replace some team members with more experienced ones.
- C. Ask the technical manager to help the team with the issue.
- D. Meet with the team to review internal actions to resolve the situation.
Answer: D
Explanation:
The PMBOKGuide suggests that when a project team recognizes an underestimation of work complexity, it is essential for the project manager to engage with the team to review and adjust the project's approach. This includes reassessing the iteration's work and complexity, updating the project management plan as necessary, and ensuring that the team has a clear understanding of the revised objectives and tasks12. References: =
"Protecting software development projects against underestimation" from PMI1; "Practice: Iteration Planning Meeting" from PMI2.
NEW QUESTION # 540
A smooth-running project was meeting schedule and cost baselines until an unexpected change in the geopolitical situation arose. As a result the client instructs the project execution team to mobilize to a neutral, remote, offshore location.
What should the project manager do first?
- A. Prepare a transition plan for mobilizing resources and establishing an office at the new location.
- B. Continue working from the current location without disclosing it to the client, and manage client meetings at the offshore location
- C. initial change management procedures and assess the impact on the project cost and schedule.
- D. Advise stakeholder that the project should be cancelled because project execution at the new location is impossible.
Answer: C
NEW QUESTION # 541
Which of the following process is involved with the completion and settlement of the contract?
- A. Performance reporting
- B. Contract closure
- C. Contract administration
- D. Manage stakeholders
Answer: B
NEW QUESTION # 542
In a functional organization, a product analyst is assigned to a short-duration application development effort The analyst expresses concerns about the task and asks the project manager to provide the support of a peer with expertise in this domain What should the project manager do?
- A. Make sure the analyst has regular pairing meetings with the other team member throughout task execution
- B. Ask the analyst to use skills to develop the tool, then move development to another team member
- C. Enroll the analyst in a capacity-building program and keep this analyst assigned to the task
- D. Recognize the analyst's concerns and reassign the task to another team member
Answer: A
Explanation:
The project manager should make sure the analyst has regular pairing meetings with the other team member throughout task execution, as this is part of developing project team. Developing project team involves improving the competencies, interaction, and environment of the team members to enhance project performance. By making sure the analyst has regular pairing meetings, the project manager can facilitate knowledge sharing, collaboration, and mentoring among the team members, and address the analyst's concerns and needs. The other options are not the best ways to handle this situation, as they either ignore, transfer, or delay the analyst's concerns and development. References: (Professional in Business Analysis Reference Materials source and documents)
* PMBOK Guide, 6th edition, Chapter 9, Section 9.3
* PMP Exam Content Outline, June 2019, Domain III, Task 9
* PMP Sample Test Questions, Question 186
NEW QUESTION # 543
Due to a recent company merger, a project manager from company B has been assigned to a team that is comprised of team members from company A. At the start of the project, conflicts arise due to a lack of clarity on processes and the project manager's relationship with company B.
What should the project manager do to resolve this conflict?
- A. Ask the team to use company B's processes since they are more familiar with these processes.
- B. Avoid the conflict as the customer feels comfortable with using processes from company A.
- C. Work with the team to analyze which processes are suitable to use and define them in the ground rules.
- D. Review the historical information and make the decision based on the return on investment (ROI).
Answer: C
Explanation:
The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B's processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.
NEW QUESTION # 544
Due to scope changes, some of the risks identified during the initiation phase have materialized into issues.
What should the project manager do next?
- A. Ask the project sponsor to reject high-risk scope changes.
- B. Closely monitor scope changes and implement corrective actions.
- C. Submit a change request for additional resources and accept the changes.
- D. Submit a request to access contingency reserves and accept the changes.
Answer: D
NEW QUESTION # 545
What is the work breakdown structure typically used for?
- A. To manage scope change
- B. To define who is responsible for completing a task
- C. As the basis for organizing and defining the total scope of the project
- D. To define the project schedule
Answer: C
NEW QUESTION # 546
You are a Project Manager who is involved in the procurement of $2,000,000 of infrastructure equipment.
As negotiations begin between your company and the vendor, you realize that your brother works for this company but in a different department. What is your professional and social responsibility?
- A. Remove yourself from the project
- B. Remain on the project, but remove yourself from the negotiations
- C. Because he works in a different department, you can remain on the project
- D. Remain on the project, but help another Project Manager negotiate the contract
Answer: A
NEW QUESTION # 547
A company's project management office (PMO) has started to implement iterative tools. The project manager is starting a new project and has identified an opportunity to use the new tools. There is disagreement among stakeholders about the use of the adaptive tool.
What should the project manager do first?
- A. Investigate the reasons for the disagreement to understand the gap among the stakeholders and search for consensus.
- B. Schedule training sessions for the stakeholders on the benefits of the adaptive tools.
- C. Discuss the situation with the stakeholders to evaluate other adaptive tools for the project.
- D. Update the risk register and escalate the disagreement to the project sponsor and distribute the status to the team.
Answer: A
Explanation:
The first step in managing stakeholder disagreement, especially regarding the use of new tools, is to investigate the reasons behind the disagreement. This involves understanding the perspectives and concerns of the stakeholders, which can reveal the underlying issues that need to be addressed. Seeking to understand before being understood is a principle that aligns with the PMBOKGuide's emphasis on stakeholder engagement as a key aspect of project management. By identifying the gaps and concerns, the project manager can work towards building consensus and finding a solution that aligns with the project's objectives and the stakeholders' needs. References: Overcoming Stakeholder Resistance Through Dialogue1, PMBOKGuide - Sixth Edition.
NEW QUESTION # 548
During the end of a Critical project's execution phase, a project manager teams that a lead team that a leaf team member is unmotivated due to a perceived lack of appreciation. What should the project manager do?
- A. Ask the team member's functional manager to intervene
- B. Meet personally with the team member, and log it in the risk register
- C. Enhance the team's social relations by building a collaborative and cooperative working environment for the learn member
- D. Empower the team member to assume more project responsibility and participation in decision making
Answer: D
NEW QUESTION # 549
A project manager is leading an agile software development project with strict deadlines. The client complained that the last deployment did not meet the acceptance criteria. The development team lead is arguing that the deployment met all specifications and has provided evidence of the client's specifications.
What should the project manager do?
- A. Schedule a meeting with all stakeholders to understand what went wrong and who should be held responsible.
- B. Review the requirements traceability matrix with the team lead and the client to adequately resolve the issue.
- C. Seek approval for more time for rework and resolve the issue.
- D. Meet with the client and discuss the project deadlines.
Answer: B
NEW QUESTION # 550
Drag the items on left side to the matching term within the correct project.
Answer:
Explanation:
Explanation:
NEW QUESTION # 551
A project manager for an iterative project received feedback from an on-site team member that the virtual team was not meeting the deliverables on time. The project manager gathered details on what the status report should contain m order to track deliverables What is the remedial action the project manager should take?
- A. Convene an on-site meeting for both of the teams
- B. Add status report creation as a product backlog item
- C. Perform stakeholder engagement with the virtual team
- D. Add status reports to the communications management plan
Answer: C
Explanation:
According to the PMBOK Guide, stakeholder engagement is the process of identifying the people, groups, or organizations that could impact or be impacted by the project, analyzing their expectations and influence, and developing appropriate strategies to effectively engage them in project decisions and execution. Stakeholder engagement is especially important for projects that involve virtual teams, as they may face challenges such as communication barriers, cultural differences, lack of trust, and low visibility. By performing stakeholder engagement with the virtual team, the project manager can ensure that the team members are aware of the project objectives, requirements, and deliverables, and that they receive timely and constructive feedback, recognition, and support. This can help improve the team's performance, motivation, and collaboration, and ultimately lead to better project outcomes. References: PMBOK Guide, 6th edition, pages 513-514, 540-
541; PMP Practice Exam, question 4.
NEW QUESTION # 552
Risk score measures the______________
- A. Product of the probability and impact of the risk
- B. Variability of the estimate
- C. Range of schedule and cost outcomes
- D. Reduced monetary value of the risk event
Answer: A
Explanation:
Explanation/Reference:
Explanation:
The risk score provides a convenient way to compare risks because comparing impacts or probabilities alone is meaningless. It helps guide risk responses.
NEW QUESTION # 553
Organizational process assets, a lessons-learned database, and historical information are all inputs to which process?
- A. Plan Schedule Management
- B. Plan Stakeholder Management
- C. Plan Cost Management
- D. Plan Scope Management
Answer: B
NEW QUESTION # 554
A project manager joins a startup and discovers that the chief technology officer (CTO) encourages the team to overlook some procedures in the interest of speed. What should the project manager do to ensure that all the procedures are followed in the future?
- A. Instruct the team that the procedures should always be followed.
- B. Escalate the issue to the CEO and the board members.
- C. Develop new procedures that are easy for the team to follow.
- D. Initiate a review of the procedures with the CTO and the team.
Answer: A
NEW QUESTION # 555
Plan Risk Management is the process of defining how to:
- A. Analyze the impact a specific risk may have on the project.
- B. Communicate identified risks to the project stakeholders.
- C. Address unexpected risks that may occur during a project.
- D. Conduct risk management activities for a project.
Answer: D
Explanation:
Section: Initiation
NEW QUESTION # 556
A scrum team's daily meetings are conducted by teleconference between three teams, each located in different countries. The meetings typically last 45 minutes with many misunderstandings due to language barriers.
How should the project manager resolve this issue for the next iteration?
- A. Train the three team leads to conduct a local meeting, then run an overall status meeting.
- B. Instruct the meeting participants to speak only about blockers during the meeting.
- C. Transfer half of the backlog items to the next iteration to allow more time to complete the meetings.
- D. Extend the meeting to 1 hour and request that all of the participants bring up all of the issues.
Answer: A
Explanation:
To address the issue of language barriers and misunderstandings in a multi-national scrum team, it is effective to have local team leads conduct meetings in their respective locations. This allows for clearer communication within each team. Subsequently, the team leads can consolidate the information and present it in an overall status meeting. This approach aligns with the principles of effective communication in Scrum, where it is crucial to ensure that all team members have a clear understanding of the work and can collaborate effectively12. By adapting the communication strategy to accommodate different languages and cultural contexts, the project manager can facilitate better understanding and efficiency across the distributed teams.
:
"How to Break Down Language Barriers in Your International Dev Team," DistantJob.
"Improving Communication for Global Teams," Scrum Alliance.
NEW QUESTION # 557
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