CAPM Exam 2024 PDF

1. A business analysis wants to know who to contact about a roadblock specific on feature. Which tool will help them find the right contact? Commented [WJ1]: Explanation:  Stakeholde...

1. A business analysis wants to know who to contact about a roadblock specific on feature. Which tool will help them find the right contact? Commented [WJ1]: Explanation:  Stakeholder register The RACI matrix helps clarify roles and responsibilities  Requirement traceability matrix within a project, making it the ideal tool to identify who to contact about a roadblock on a specific feature. The RACI  Responsible, accountable, consulted, and informed (RACI) matrix matrix outlines who is Responsible (does the work),  Work breakdown structure Accountable (owns the work and its success), Consulted (provides input), and Informed (kept updated). By reviewing the RACI matrix, the business analyst can identify the correct person to contact based 2. Given the following information, what is the schedule variance (SV) for this project? on their role in relation to the specific feature. Commented [WJ2]: To calculate the Schedule Early start date (ES): 16 weeks Variance (SV), we use the formula: SV=EV−PV Actual time: 12 weeks However, in this problem, we don't directly have Earned Schedule performance index (SPI): 1.3 Value (EV) or Planned Value (PV). Instead, we can use the Schedule Performance Index (SPI), which relates EV  2 and PV as:  5 SPI=EV/PV  3 Rearranging, we find:  4 EV=SPI×PV We are also told the Early Start (ES) is 16 weeks (interpreted as the planned schedule duration, or PV in 3. A project veers o track due to scope creep. The project management team requests an immediate response time), and the Actual Time is 12 weeks (used as a proxy for EV in time). from the major stakeholders. Using this information: SPI=EV/PV=1.3 What should the project manager do next to avoid project failure? Substitute PV=16PV=16 weeks:  Request a meeting with top management to state concerns about their ability to handle the station. EV=SPI×PV=1.3×16=20.8  Delay the project by adopting a fast-fail approach, mitigating the risk of having a bigger impact on the company. Finally, calculate SV: SV=EV−PV=20.8−16=4.8  Adopt a change management approach and delay the project to decide on the direction.  Develop a focus group to face the issue and decide on the appropriate direction. Rounding to the nearest whole number: 4 Commented [WJ3]: Here’s why: A focus group composed of key stakeholders and relevant team members ensures that the issue of scope 4. A project team has completed the first iteration and the testing manager approved the test report, indicating creep is addressed collaboratively. This approach allows that the acceptance criteria have been met. However, the manager of a business unit requests additional for a thorough understanding of the problem, evaluation functionality before approving the rollout for their team. of potential solutions, and alignment on the appropriate course of action. It avoids unilateral decisions, ensuring What should the project manager do next? all perspectives are considered to steer the project back on track e ectively.  Reschedule the rollout to start with another business unit. Commented [WJ4]: Explanation:  Escalate this issue to the project sponsor. The acceptance criteria have already been met, which indicates that the deliverable satisfies the agreed-upon  Escalate this issue to the project management o ice (PMO). requirements. Since one business unit is delaying  Reschedule the rollout to include the new requirements. approval due to additional functionality requests (which may not be part of the initial scope), the project manager should avoid delaying the rollout entirely. Instead, they can proceed with other business units while addressing 5. Why is a project undertaken? the new requirements in a later iteration or phase. Escalating to the sponsor or PMO should only occur if the  To achieve better management of resources issue impacts project goals or scope significantly. Rescheduling to include the new requirements might  To create a unique product, service, or result lead to scope creep and delays.  To increase the understanding of project management Commented [WJ5]: Explanation:  To teach the discipline of program and portfolio management Projects are temporary endeavors undertaken to achieve a specific goal, which is typically to deliver a unique product, service, or result. This is the defining characteristic of a project, as outlined in the PMBOK Guide. 6. In the business analysis aspect of a construction project, what is the purpose of the requirements validation process?  Ensures that the business problem is solved  Ensures an accurate reflection of the stakeholders' intentions Commented [WJ6]: Explanation:  Ensures the successful delivery of business value The requirements validation process in business analysis ensures that the documented requirements  Ensures a thorough unit test case coverage accurately reflect the stakeholders' intentions, needs, and expectations. This step is critical to verify that the requirements align with the project goals and address the business problem e ectively. 7. An adaptive team is working on a mobile banking application. The team conducted their sprint demo, which included 12 stories that were completed. This was the last sprint before the stockholders' review of the product. One of the attendees from marketing noticed that a requested enhancement to share on social media was still in the product backlog. Why was the product still determined to be ready for delivery?  The sprint demo went smoothly and the team did not find any open issues.  The development team completed all of the stories identified by the product owner as having the Commented [WJ7]: Explanation: highest customer value. In an adaptive (Agile) approach, the product is considered ready for delivery when the team has  The social media story is a marketing priority and less important than other priorities. completed the stories prioritized by the product owner as  The development team ran out of time and did not pull the social media story from the backlog. delivering the highest value to the customer. The product owner prioritizes the backlog based on business value, and lower-priority items (like the social media feature in this case) may remain in the backlog for future sprints. 8. A team has been tasked with designing a product to address a problem they have never faced before. The project team is struggling to get traction as the solution are not clear. What should the project manager do next?  Meet with the project sponsor to understand their vision on how to address the problem.  Add the risk to the project risk register, as the lack of solutions could impact how the product is buit.  Facilitate a brainstorming session for the team to discuss ideas to solve the problem. Commented [WJ8]: Explanation:  Add the issue to the project issue log, as it will impact the project performance. When a project team is struggling to address a problem, the project manager's role is to facilitate collaboration and problem-solving. A brainstorming session provides a structured environment for team members to share 9. A project team is reviewing project performance. During the execution phase, the project team discovers that ideas, explore creative solutions, and build momentum. This approach encourages teamwork and leverages the there is an of-he she (OTS) product, which could reduce the time and cost of project delivery. collective expertise of the team to address the issue. What should the project manager do next?  Add the discovery to the assumptions.  Evaluate the risk with the project team. Commented [WJ9]: Explanation:  Update the project management plan. When an OTS product is discovered that could potentially improve project outcomes, the first step is to analyze the  Conduct an opportunity analysis with team. opportunity. The project manager should evaluate whether the product meets project requirements, its cost-e ectiveness, potential risks, and how it aligns with the project goals. This analysis helps determine whether 10. In adaptive projects, who should approve the prioritization of the backlog? the product should be incorporated into the project plan.  Project manager Commented [WJ10]: Explanation: In adaptive (Agile) projects, the product owner is  Project sponsor responsible for managing the product backlog and  Product owner ensuring that the items are prioritized according to  Business analyst business value, customer needs, and stakeholder input. The product owner works closely with stakeholders to align the backlog with the project's goals and ensures that the team is always working on the highest-priority items. 11. A project is at the closing stage. The project manager asks the team to perform closing functions at the next meeting Which two procedures will the project team perform? (Choose two)  Stakeholder mapping  Risk register tracking  Issue log update  Deliverable acceptance  Project audit Commented [WJ11]: Explanation: Deliverable acceptance: This is a key activity in the closing stage, where the project manager ensures that the deliverables have been completed as per the 12. An adaptive team's velocity dropped significantly in the last sprint due to the planned vacation of two team requirements and are formally accepted by the members. The project sponsor wants to know how many more sprint it will take to complete the project. customer or stakeholders. Project audit: A project audit is typically conducted at How should the project manager calculate the anticipated velocity for future sprints? the end of a project to assess what went well, what could be improved, and to gather lessons learned. This  Change the adaptive tool that the team is using to calculate velocity. helps improve processes for future projects.  Use the velocity of the last sprint, as it is the most recent one to share.  Add a 30% bu er to the velocity to calculate future velocity.  Calculate the average of the past five sprints to predict future velocity. Commented [WJ12]: Explanation: Using the average velocity of the past five sprints provides a more accurate prediction by smoothing out anomalies, such as reduced velocity due to vacations or 13. Which of the following is a goal of the project charter? other one-o events. This approach ensures the calculation reflects a balanced view of team  Detail requirements for the project tasks. performance over time, accounting for both high and low productivity periods.  List all tasks the team should perform in the project.  Develop a business case to support the project.  Empower the project manager to manage the project. Commented [WJ13]: Explanation: The project charter is a key document that formally authorizes a project, outlines its objectives, and grants the project manager the authority to apply resources to 14. A business analyst is working on a project that follows an adaptive life cycle. Due to budgetary constraints, the project. It establishes the project’s scope, objectives, the sponsor asks the team to focus on critical requirements first. stakeholders, and high-level risks, but most importantly, it empowers the project manager to take control and What should the business analyst do? make decisions throughout the project lifecycle.  Validate requirements.  Prioritize requirements. Commented [WJ14]: Explanation:  Document requirements. In an adaptive (Agile) project, requirements are typically adjusted or reprioritized based on changing constraints,  Trace requirements. such as budget limitations. The business analyst should work with the team and stakeholders to prioritize the requirements to ensure that the most valuable and essential features are addressed first, given the available 15. What is the equation to calculate cost variance (CV)? resources. This helps the team focus on delivering the highest-priority items within the project's constraints.  CV = EV - BAC  CV = EV / BAC  CV = EV - AC Commented [WJ15]: Explanation:  CV= EV / AC Cost Variance (CV) measures the di erence between the Earned Value (EV) and the Actual Cost (AC) of work performed in a project. The formula is: CV=EV−ACCV=EV−ACEV (Earned Value): The budgeted cost of the work that has been completed. AC (Actual Cost): The actual cost incurred for the work completed. 16. A new game development process must have three versions. Each version is to be developed in approximately five iteration cycles with a duration of the one month. The project manager aims to maximize the return on investment (ROI) as the project runs from the first cycle. Which methodology should the project manager adopt and implement in the project? Extreme Programming (XP) as it will help deliver more quickly since developers willwork in pairs. Feature-driven development (FDD) as it will deliver product segments and the milestones are controlled by the development manager. Scrum as it uses sprints and retrospectives, maximizing time delivery and the value of the product. Commented [WJ16]: Explanation: Scrum is well-suited for this scenario because: Kanban as it will provide flexibility to the team for working at their own pace in the time frame requested. 1.Iterative Development: Scrum uses time-boxed iterations called sprints (typically 1–4 weeks), aligning well with the project's monthly cycles. 2.Continuous Feedback and Value Delivery: Scrum emphasizes delivering incremental value at the end of each sprint, which supports delivering Return on Investment (ROI) as the project progresses. 3.Retrospectives: These allow the team to reflect and improve after each sprint, ensuring continuous enhancement of processes and outcomes. Commented [WJ17]: Based on the images, the issue revolves around team members skipping daily meetings, which is impeding progress. The question asks when to address such issues raised during the iteration review. Correct Answer: In the sprint retrospective Explanation: The sprint retrospective is the appropriate time to address process-related issues, such as team members skipping daily meetings. This meeting is designed to reflect on what went well, what didn’t, and what 17. When would be the most appropriate time to address the issue raised on the iteration review? improvements can be made in future sprints. Commented [WJ18]: The formula for Schedule  After the iteration planning Performance Index (SPI):  In the customer prototype demo SPI=Planned Value (PV) / Earned Value (EV)  In the sprint retrospective Substituting the values:  After the backlog refinement SPI= 15/30 = 2.0 Correct Answer: 18. Calculate the schedule performance index (SPI) based on the following information: earned value (EV) is 30 2.0 and planned value (PV) is 15. Explanation: SPI measures how e iciently the project team is  45 using its time relative to the planned schedule.  0.5 An SPI of 2.0 indicates that the project is progressing  15 at twice the planned rate. SPI values:  2.0 > 1.0: Ahead of schedule = 1.0: On schedule < 1.0: Behind schedule 19. A project team is working on a new driverless vehicle and is organizing a workshop with experts to analyze the data received from the prototype. Who should the project manager invite to the workshop? The senior experts with high status in the academic community The major stakeholders nominated by the project sponsor The subject matter experts (SMEs) identified in the stakeholder register Commented [WJ19]: Explanation: Subject matter experts (SMEs) are the most appropriate The usual review participants holding recognized certifications participants for the workshop because they possess the relevant expertise and technical knowledge required to analyze the prototype data. They are typically identified in the stakeholder register, which lists individuals with the 20. An organization is starting a new project. The project manager asked the project management o ice (PMO) required skills and roles in the project. manager which template would be the most useful to start the project. Which of the following templates meets these needs? Project management plan Commented [WJ20]: Explanation: The project management plan template is the most Work breakdown structure (WBS) appropriate starting point for a new project because it outlines the overall framework for managing the project. Request for information It provides guidance on how the project will be executed, monitored, controlled, and closed. It can also include Risk breakdown structure high-level information about scope, timeline, resources, and risk management, which are critical to initiating and organizing the project e ectively. 21. When executing a project, a recently hired subject matter expert (SME) who reviewed the execution progress remarked that the schedule could be crashed and that the schedule might not meet the project deadline. What should the project manager do next? Review the schedule baseline. Commented [WJ21]: Explanation: The first step is to review the schedule baseline to verify Update the schedule baseline. the current project schedule, assess the SME's remarks, and identify if there is indeed an opportunity to crash the Update the risk register. schedule or if there are significant deviations. Without thoroughly reviewing the existing plan and confirming the Initiate a change request. need for changes, it would be premature to update the baseline, change the risk register, or submit a change request. 22. A project manager has a project schedule baseline. How can the critical path be determined from the finalized schedule?  Identify the longest activity path in the schedule with the shortest possible duration. Commented [WJ22]: Explanation:  Identify the path through the schedule with leveled resources and the shortest duration. The critical path is the longest sequence of activities in a project schedule that must be completed on time for the  Identify the tasks with float duration, which do not impact the duration of the project. project to finish by its due date. It determines the  Identify the crashed project schedule to find the shortest duration to complete the project. shortest possible duration to complete the project. Tasks on the critical path have zero float, meaning any delay in these tasks will directly impact the project's overall schedule. 23. A project is composed of three phases that are implemented in parallel without a ecting one another. The baselines for each individual have been approved by stakeholders. The project manager is managing these baselines during the execution of the project. Which methodology did the project manager adopt? Commented [WJ23]: Explanation:  Incremental approach The predictive approach (also known as the waterfall  Predictive approach model) relies on predefined baselines for scope, schedule, and cost. It involves detailed planning at the  Iterative approach start, and the phases of the project can be executed in  Hybrid approach parallel or sequentially, as long as they do not a ect each other. This methodology is characterized by stability in the baselines and rigorous control during execution. 24. A project team has completed the sprint review and the users are impressed by the demo. However another functionally included in the was not demonstrated due to incomplete development. What should the project team do?  Wait to complete all user stories that are in development.  Demo the incomplete feature at the sprint retrospective.  Continue with sprints until the product backlog is empty.  Deploy the functionality that was presented to the users. Commented [WJ24]: Explanation: In an adaptive (e.g., Agile) project, functionality that meets the Definition of Done and is approved during the sprint review should be deployed or released, even if 25. A project manager oversees a project in an adaptive environment. After each iteration, which type of other functionalities are incomplete. Agile promotes meeting should the project manager conduct? delivering value incrementally, so deploying what is ready ensures the users can benefit from it immediately while the team continues to work on incomplete features in  Iteration planning subsequent sprints.  Daily standup  Retrospective Commented [WJ25]: Explanation:  Backlog refinement review In an adaptive environment, which typically refers to an Agile project management setting (such as Scrum), the ** This question would fall under topics related to Managing Project Work (PMBOK® Guide Sixth Edition) and project manager (or Scrum Master, depending on the framework) would conduct a retrospective meeting Capturing, Analyzing, and Using Project Lessons Learned, which align with continuous improvement and after each iteration (or sprint). adaptation in an agile or iterative environment. ** Retrospective: This meeting allows the team to reflect on the completed iteration or sprint. During the retrospective, the team discusses what went well, what could be improved, and what actions can be taken to 26. An adaptive team is in the process of merging a legacy system from an acquired company. In order to check improve future iterations. The goal is to foster the project status and manage flow of work, they are using an information radiator. continuous improvement. What data should be included in this information radiator? Commented [WJ26]: Explanation: In an adaptive (Agile) team managing the merger of a  Key performance indicators (KPIs) and baseline legacy system, an information radiator is used to  Increments and bottlenecks visually display important project status information in  Burndown and burnup charts real-time. This helps the team and stakeholders quickly assess progress and manage the flow of work.  Product and sprint backlog Burndown charts: These show the remaining work over time, tracking the progress of a project or iteration, ** This question is related to Managing Project Work (PMBOK® Guide Sixth Edition), especially in an adaptive helping the team see if they are on track to complete the environment where Agile methodologies are applied. It also touches on concepts from Project work by the end of the sprint or iteration. Communications Management (PMBOK® Guide Sixth Edition) and Capturing, Analyzing, and Using Project Burnup charts: These show the amount of work completed over time, often paired with a scope line to Lessons Learned, since these charts help track and communicate progress. ** track whether the scope of the project is increasing or decreasing, giving an overview of progress toward the project's goals. These charts are crucial for managing the flow of work 27. A team is working on a project using an adaptive approach. During project execution, the project gets and ensuring that the project stays on track, especially in delayed by one month due to unforeseen circumstances. adaptive environments. What should the team do next to deliver this project? Commented [WJ27]: Explanation: In an adaptive approach (such as Agile), teams are expected to be flexible and responsive to changing  Accept the project delay and add the risk to the lessons learned document for the next project. circumstances. When an unforeseen risk causes a delay,  Stop working on the project completely, even if the team can continue working on the tasks with the the team needs to assess the impact and adjust idented risk. accordingly. Reprioritize the work: This option reflects the Agile  Change the delivery date and deliver the initially agreed-upon scope after mitigation of the identified mindset of adapting to changes and focusing on the risk. most important tasks that will deliver value. In an  Reprioritize the work based on the increased visibility of the current risks. adaptive environment, it's crucial to reassess priorities based on the current situation (e.g., risks, scope, and ** This question ties to Managing Project Work (PMBOK® Guide Sixth Edition), specifically in the context of time constraints) and adjust the plan to ensure the most critical work is completed. The team would likely work managing risks and adapting to changes during project execution. It also relates to Capturing, Analyzing, and with stakeholders to identify the most valuable features Using Project Lessons Learned, as identifying and adapting to risks are key to continuous improvement in to deliver and make trade-o s where necessary. Agile environments. Additionally, it involves Project Risk Management (PMBOK® Guide Sixth Edition), focusing on managing and mitigating risks as they arise. ** 28. When presenting a product roadmap to an adaptive team, which form of communication is the most appropriate?  Project management plan  Requirements matrix Commented [WJ28]: Explanation:  Story map When presenting a product roadmap to an adaptive  Presentation slides team (such as in Agile or Scrum), a story map is the most appropriate form of communication because it ** This question relates to Project Communications Management (PMBOK® Guide Sixth Edition), visually organizes and maps out the user stories or features in relation to the product’s journey. It helps the specifically around how to e ectively communicate with an Agile team. It emphasizes understanding the team understand the product's evolution and importance of tools like story maps that foster collaboration, planning, and adaptability within the team. ** prioritization of work. The story map is particularly e ective in an adaptive environment because it emphasizes user value and the logical sequence of features or user stories over time. 29. A business manager wants to start a project to launch a new product. How should the manager initiate the Story map: This tool is specifically designed for Agile project? teams and focuses on visualizing the work to be done in a way that’s user-centered. It breaks down features or user stories and groups them based on priority, allowing  Discuss the project requirements with the team for alternative products in the market. teams to focus on delivering value incrementally.  Assign a project manager to the project and ask them to document the project scope. Commented [WJ29]: Explanation:  Prepare a detailed business case to document project objectives and success criteria. To initiate a project successfully, especially for a new  Ask a small team to produce a prototype of the product before full-scale development. product launch, the business manager should prepare a business case. A business case outlines the project ** This question relates to Project Initiation and Planning (PMBOK® Guide Sixth Edition), specifically in terms objectives, defines the success criteria, and provides a of preparing a business case, which is a critical step in initiating any project. It also connects to Project Scope justification for the project, including the expected benefits, costs, and risks. This document serves as the Management, as the scope will be defined and refined once the project is initiated with a solid foundation in foundation for making decisions about whether to the business case. ** proceed with the project and sets clear expectations for what the project aims to achieve. A well-prepared business case ensures that the project has a clear direction, purpose, and alignment with 30. What does emotional intelligence help provide to project managers and teams? organizational goals. Commented [WJ30]: Explanation:  Greater self-awareness and project team turnover Emotional intelligence (EI) refers to the ability to  Self-recognition and ability to manage the emotions of others understand and manage your own emotions, as well as  Less project team turnover and more stress to recognize and influence the emotions of others. For project managers, emotional intelligence is crucial  More tension and more project control because it helps them lead their teams e ectively, build trust, and foster collaboration. ** This question aligns with Ethics and Project Management and Develop and Manage Resources (PMBOK® Self-recognition: This refers to being aware of your Guide Sixth Edition). Emotional intelligence is a key competency for managing resources e ectively, ensuring own emotions, strengths, and weaknesses. It enables a harmonious team environment, and adhering to ethical leadership practices. ** project managers to regulate their responses and maintain a professional demeanor, especially in high- stress situations. Managing the emotions of others: This involves 31. What is the definition of schedule variance? empathizing with team members, resolving conflicts, and motivating the team to achieve project goals. It helps create a positive work environment and improves  A measure of the cost variation magnitude to the original cost baseline team dynamics.  A measure of schedule e iciency expressed as the ratio of earned value (EV) to planned value (PV) Commented [WJ31]: Explanation:  The amount of budget deficit, expressed as the di erence between earned value (EV) and the actual Schedule Variance (SV) is a key metric in Earned Value cost (AC) Management (EVM) used to measure the di erence  A measure of schedule performance between the earned value (EV) and the planned value (PV) between the work that was planned to be completed by a certain point (Planned Value, PV) and the actual work completed (Earned Value, EV). ** This question relates to Control the Project Schedule (PMBOK® Guide Sixth Edition) and involves SV=EV−PVSV=EV−PV understanding EVM metrics, which are key to monitoring and controlling project performance. It also aligns with Keeping Your Project on Budget (PMBOK® Guide Sixth Edition) because EVM metrics are interrelated If SV > 0 (positive): The project is ahead of schedule. and essential for schedule and cost control. ** If SV < 0 (negative): The project is behind schedule. If SV = 0: The project is on schedule. 32. During the execution of a predicted project, the need for a new product feature has been proposed by the customer. What should the project manager do next?  Investigate the possibility of using the management reserve to pay for the extra hours the team will need to work.  Decline any request by the customer and continue the project as initially planned.  Accept the customer's request and continue with elicitation of the new product features.  Investigate the e ect that such an integration will have on the project plan and propose a change Commented [WJ32]: Explanation: request. In a predictive (waterfall) project, changes to the project scope, schedule, or budget must be handled ** This question relates to Project Changes and Closing (PMBOK® Guide Sixth Edition), specifically in systematically to maintain control over the project. When a customer proposes a new product feature: managing change requests in a predictive environment. It also connects to Plan and Define Project Scope 1.Investigate the impact: The project manager should (PMBOK® Guide Sixth Edition) and emphasizes the importance of adhering to the change management assess how the requested change will a ect the process to maintain control over the project. ** project’s scope, schedule, cost, quality, and risk. 2.Propose a change request: Once the impact is understood, the project manager should prepare and submit a formal change request to the change control 33. A practitioner organized a requirements workshop with the client's frontline application users. The users board (CCB) or the relevant decision-making authority. Only approved changes should be implemented. explained that one of the challenges of the after current is its inability to handle a specific error, which happens This approach ensures the project stays aligned with thousands of times a day. stakeholder expectations while minimizing disruptions. What competencies should the practitioner use to explain this need to the technicians?  User acceptance testing  Decision-making  System thinking Commented [WJ33]: Explanation:  Active listening System thinking is the ability to understand and explain how di erent parts of a system (e.g., an application) ** This question aligns with Managing Project Work (PMBOK® Guide Sixth Edition) and Plan and Define interact and influence one another. When the practitioner needs to communicate a complex issue— Project Scope (PMBOK® Guide Sixth Edition). It highlights the importance of communication and analytical such as a challenge that happens thousands of times a skills, particularly system thinking, to translate business challenges into actionable technical solutions. ** day—to technicians, they must use system thinking to clearly illustrate the root cause, interdependencies, and potential impacts on the overall system. By applying system thinking: 34. Following a project planning meeting with the team, a few team members approach the project manager to follow up on actions required. How can the project manager ensure clarity and alignment on the required 1.The practitioner can bridge the gap between business needs and technical solutions. actions? 2.They ensure the issue is understood in the broader context of how it a ects the system's functionality and  Ask the team members to provide feedback for meetings in the phase retrospective. user experience.  Consult the communications management plan to determine the success criteria for meetings. 3.Technicians receive actionable insights to address the problem e ectively.  Review the actions from the meeting with each of the project team members to ensure their understanding.  Send the meeting minutes to all team members to verify that the required information is readily Commented [WJ34]: Explanation: available. Sending meeting minutes to all team members ensures that the actions, decisions, and next steps discussed ** This question relates to Plan and Manage Communications (PMBOK® Guide Sixth Edition). It emphasizes during the meeting are clearly documented and communicated. This helps: e ective communication practices, such as using meeting minutes to document and share important project 1.Provide transparency and consistency in information with the team. It also ties to Monitor Project Communications, ensuring team members are communication. informed and aligned. ** 2.Serve as a formal record for everyone involved. 3.Ensure all team members, whether they attended the meeting or not, are aligned on the outcomes. Meeting minutes are a standard practice in project management and ensure that the team has a clear understanding of their responsibilities and the meeting’s objectives. 35. Which three of the following interpersonal skills does a project manager rely on when developing the Commented [WJ35]: The correct three answers are: Meeting management project management plan? (Choose tree answer for the right) Facilitation Conflict management  Focus groups Explanation:  Meeting management When developing the project management plan, a  Facilitation project manager must interact with stakeholders, gather inputs, resolve di erences, and ensure alignment on  Conflict management objectives. The following interpersonal skills are critical  Interviews during this process: 1.Meeting management: ** This question aligns with Develop the Project Management Plan (PMBOK® Guide Sixth Edition) and E ective management of meetings ensures that discussions remain focused, objectives are achieved, Managing Project Work (PMBOK® Guide Sixth Edition), emphasizing the importance of interpersonal and and participants contribute meaningfully. Meetings are a leadership skills in ensuring e ective stakeholder collaboration during the planning phase. ** key forum for gathering stakeholder inputs and building consensus for the plan. 2.Facilitation: Facilitating discussions helps manage stakeholder 36. A dynamic systems development method (DSDM) practitioner receives a new high-priority feature request. engagement, encourages collaboration, and ensures What should the practitioner do first? that ideas and concerns are captured and addressed. It is essential for reaching agreements and aligning diverse  Shorten the current work period and begin the new work. perspectives during planning. 3.Conflict management:  Ask a dedicated team member complete it immediately. Conflicts can arise when stakeholders have di ering  Develop the feature as a parallel work package. priorities or expectations. The project manager must use conflict management techniques to resolve  Prioritize it in the requirements list for the next work period. disagreements and ensure a unified approach to the project management plan. ** This question relates to Managing Project Work (PMBOK® Guide Sixth Edition) and Plan and Define Project Scope (PMBOK® Guide Sixth Edition). It emphasizes managing scope and feature prioritization in Commented [WJ36]: Explanation: In a Dynamic Systems Development Method (DSDM) dynamic or adaptive project environments. ** or adaptive/agile environment, changes and new feature requests are managed using a structured process. The key principle in DSDM is prioritization, typically done using the MoSCoW method (Must have, Should have, 37. A project manager is calculating the current budget. The earned value (EV) of the project is lower than the Could have, Won’t have). actual cost (AC) of the project. 1.Prioritization for the next work period ensures that new high-priority features are integrated into the project How should the project manager report the status of the project? in an organized manner without disrupting the current workflow.  The project is at risk as the cost variance (CV) is negative. 1.DSDM encourages maintaining focus on current tasks while updating the requirements list (or  The project is tracking well as the cost variance (CV) is negative. backlog) for the next iteration or timebox.  The project is within budget and within schedule. Commented [WJ37]: Explanation:  The project is within budget but is delayed. In Earned Value Management (EVM): 1.Cost Variance (CV) is calculated as: ** This question aligns with Keeping Your Project on Budget (PMBOK® Guide Sixth Edition) and Control the 1)CV=EV−AC Project Schedule (PMBOK® Guide Sixth Edition). It focuses on interpreting cost variance and applying EVM If CV is negative, it means the project is over budget techniques to monitor project health. ** because the earned value (EV)—the value of work completed—is less than the actual cost (AC) incurred. 2. When EV < AC: The project is spending more money than it has earned 38. A project team is working on relocating o ices to another building and providing new furniture. The new value, indicating a cost overrun. This puts the project at risk unless corrective actions furniture was purchase from an international vendor. Due to fluctuations in the exchange rate, the cost has are taken. increased by 10%. There is no contingency in the project budget. Commented [WJ38]: Explanation: What should the project manager do? When an issue arises that impacts the project’s budget or scope, especially when there is no contingency in the budget to cover the 10% increase in costs due to  Escalate this issue to the project management o ice (PMO). exchange rate fluctuations, the project manager should  Escalate this issue to the chief financial o icer (CFO). escalate it to the project sponsor.  Escalate this issue to the project sponsor. The project sponsor is typically responsible for approving major changes and securing additional resources or  Escalate this issue to the procurement team. budget adjustments to keep the project on track. They have the authority to make decisions that a ect the overall project funding or scope and can help guide the next steps. ** This question relates to Procurement Management (PMBOK® Guide Sixth Edition) and Capturing, Analyzing, and Using Project Lessons Learned. It emphasizes managing cost control and escalating project issues to the right stakeholders, particularly when there are unforeseen cost increases or risks that impact the project's budget. ** 39. A community project with a large number of stakeholders is scheduled for delivery in six months. The project manager asked the business analyst to ensure that all stakeholder needs are identified and addressed. What should the business analyst do?  Engage a consultant that is familiar with the community needs.  Invite both internal and external stakeholders to the workshops. Commented [WJ39]: Explanation:  Ask the project coordinator to facilitate some of the workshops. In a project with a large number of stakeholders, it’s crucial to involve both internal (e.g., team members,  Organize a workshop with the sponsor and major stakeholders. executives, department heads) and external stakeholders (e.g., community members, vendors, ** This question relates to Planning Stakeholder Engagement (PMBOK® Guide Sixth Edition) and Managing regulatory bodies) to ensure that all perspectives and Stakeholder Engagement (PMBOK® Guide Sixth Edition). It focuses on involving all relevant stakeholders in needs are considered during the planning and execution the project process, ensuring their needs and expectations are captured early in the planning phase through phases. Workshops are an e ective way to gather input, address concerns, and align the project goals with workshops and active engagement. ** stakeholder expectations. By inviting both internal and external stakeholders to workshops, the business analyst ensures a comprehensive approach to gathering requirements and 40. On a clinical trial project, the project manager is worried about maintaining control of the project. The fostering collaboration among all relevant parties. This project manager decides to use a change control tool. helps reduce misunderstandings and ensures that the final deliverables meet the needs of all involved. What is the advantage of using this tool?  Project costs will be controlled.  Resource allocation will be kept to a minimum.  Project closure will be established.  Scope creep will be prevented. Commented [WJ40]: Explanation: In a clinical trial project, controlling the project scope is ** This question relates to Plan and Define Project Scope (PMBOK® Guide Sixth Edition) and Validate and crucial, as projects of this nature often have strict Control Scope (PMBOK® Guide Sixth Edition). It focuses on using scope control tools and techniques to requirements and timelines. The project manager is concerned about maintaining control, and using a tool ensure that the project stays on track, within scope, and avoids unauthorized changes (scope creep). ** that helps with scope management (such as a scope management plan, work breakdown structure, or change control process) will help prevent scope creep. Scope creep refers to the uncontrolled changes or 41. A project manager read the initial contract when a project was started. The contract states a house has to continuous growth in a project's scope, often resulting in be built in one year, with two specific milestones to be completed in the first and third quarters. additional work that was not initially planned, which can lead to delays, increased costs, and resource strain. The What should the project manager do? tool mentioned would likely focus on ensuring that only authorized changes are made to the project scope,  Add the milestones to the risk register, as time is short. which will prevent scope creep from occurring.  Add the two milestones to the project plan, as they are mandatory. Commented [WJ41]: Explanation:  Calculate the duration of the two milestones stated in the contract. If the contract specifies mandatory milestones (such as deadlines for certain project deliverables), these  Start the project as soon as possible, as time is short. milestones must be incorporated into the project planning and execution process. The project manager ** This question is related to Project Initiation and Planning (PMBOK® Guide Sixth Edition), where the project should include these milestones in the project plan to manager must ensure that all contractual obligations, such as mandatory milestones, are captured in the ensure they are tracked, managed, and met as required project plan and are appropriately managed throughout the project's lifecycle. ** by the contract. By adding these milestones to the project plan, the project manager ensures that there is clear documentation of these key points in the project timeline, allowing for proper scheduling, resource 42. A project sponsor has asked the project manager to determine how soon the project can be completes. allocation, and progress monitoring. This will also ensure Which of the following techniques should the project manager use to answer this question? that the project is aligned with the contract's terms.  Work breakdown structure (WBS)  Scope baseline  Decomposition   Critical path method (CPM) Commented [WJ42]: Explanation: The Critical Path Method (CPM) is a project ** This question is related to Developing the Project Schedule (PMBOK® Guide Sixth Edition), where tools management tool used to determine the earliest like the Critical Path Method (CPM) are used to calculate the project’s earliest completion time and manage possible completion date for a project by identifying the longest sequence of dependent tasks that must be the schedule e ectively. ** completed. The critical path dictates the minimum project duration and helps the project manager determine how soon the project can be completed based on the relationships between tasks, their durations, and 43. Which project life cycle follows a plan reviewed and approved by the stakeholders before execution begins? any dependencies. By analyzing the critical path, the project manager can  Predictive identify tasks that directly impact the project’s overall  Adaptive timeline and determine if there are any opportunities to shorten the project duration (e.g., through fast-tracking or  Incremental crashing).  Iterative Commented [WJ43]: Explanation: ** This question is related to Project Management Fundamentals and aligns with the Planning Process A predictive project life cycle follows a plan-driven approach where detailed planning is done upfront, and Groups (PMBOK® Guide Sixth Edition), which describe di erent project life cycle approaches, including the project progresses according to a defined schedule, predictive, adaptive, and iterative methods, as well as how the project plan is developed and approved. ** scope, and budget. In this life cycle, the plan is reviewed and approved by stakeholders before the work begins, and any changes to the plan are typically handled through formal change control processes. 44. Which three of the following are the most widely used techniques that a business analyst should implement In a predictive life cycle, the project manager and team focus on following a fixed sequence of phases, ensuring to gather requirements? that each phase is completed before moving on to the next. This approach is commonly used in projects where  Scheduled interviews the scope, schedule, and resources are well-defined and  Facilitated workshops are unlikely to change significantly during execution.  Brainstorming sessions Commented [WJ44]: Explanation:  Shop floor observation A business analyst uses several techniques to gather requirements from stakeholders e ectively. The three  Current state analysis techniques listed above are commonly used in requirement gathering and are particularly e ective for ** This question aligns with Project Initiation and Planning and Stakeholder Engagement (PMBOK® Guide capturing a range of perspectives and ideas: Sixth Edition), where requirements gathering techniques like interviews, workshops, and brainstorming are 1.Scheduled interviews: used to ensure that the project team captures accurate and comprehensive requirements from stakeholders. Interviews are a highly e ective way to gather detailed requirements from stakeholders. Scheduled interviews ** allow the business analyst to meet with key stakeholders, ask specific questions, and capture insights. This method is structured, allowing for focused discussions. 45. How can working in iterations increase the quality of the product being built? 2.Facilitated workshops: Workshops bring stakeholders together in a...  Teams have to do less planning and focus more on quality.  Less testing is required since it is done at the end of the project. Commented [WJ45]: Explanation: Working in iterations, as in an adaptive or agile  The project manager has more time to document goals in advance. approach, involves delivering small, incremental pieces  Requirements are frequently clarified by users of the product. of the product. This process allows for frequent feedback from users or stakeholders. By continuously clarifying ** This question is related to Managing Project Work (PMBOK® Guide Sixth Edition) and Planning and refining requirements based on real-world usage and Stakeholder Engagement, as iterative work cycles depend on stakeholder feedback to refine requirements feedback, the team can ensure that the product meets user needs and maintains high quality. and enhance product quality. ** This iterative approach allows for early detection and resolution of issues, ensuring that quality is built into the product throughout the development cycle rather than being addressed only at the end. 46. During the project life cycle for a major product, a stakeholder asked to add a new feature. Which Commented [WJ46]: Explanation: document should they consult for guidance on how to proceed? The Project Management Plan is the primary document that outlines how the project will be executed,  Product release plan monitored, and controlled. It includes details about the  Project management plan project's scope, schedule, cost, quality, resources, and  Product management plan risk management. If a stakeholder requests to add a new feature, the project manager would refer to the Project  Project release plan Management Plan to assess whether the change is feasible within the project's scope, schedule, and budget. The plan would also outline the process for managing changes and obtaining necessary approvals. ** This question relates to Managing Project Work (PMBOK® Guide Sixth Edition), where understanding the project management plan and how to manage changes to the scope or deliverables is a crucial skill. The plan provides guidance on handling change requests and managing project constraints. ** 47. A Scrum team has a product backlog and a sprint backlog. Which of the following is a correct statement related to these artifacts?  The product backlog does not contain a prioritized list of requirements.  The sprint backlog contains items to re completed during the current sprint. Commented [WJ47]: Explanation:  The product backlog is a subset of the sprint backlog. The sprint backlog is a list of tasks or user stories that the Scrum team commits to completing during a  The sprint backlog contains the list of items prioritized by the product owner. specific sprint (iteration). These items are selected from