PMP Practice Questions - Project Management Certification PDF

Q68: A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate? A\) Identify the critical parameters and generate an estimate based on the variati...

Q68: A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate? A\) Identify the critical parameters and generate an estimate based on the variation of the parameters. B\) Take the original estimate and multiply it by a factor determined by the company\'s standard for every year. C\) Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up. D\) Use a commodity exchange for material cost and labor rates for the cost variation and compute a new estimate. Correct Answer: C Rationale: Solution: C. Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.\ Using the actual cost of the previous project as a reference is the best choice as a bottom-up estimating method and is the most reliable. Bottom-up estimating is generally more accurate because it starts at the bottom with the detailed costs of all specific components of each work activity and progressively forms the sum of all costs used in estimating the overall project budget. Bottom-up estimating would be the logical step after a project deliverable has been broken into its smallest components or work activities and detailed information has been gathered regarding the requirements of each work activity. Further, as there is historical data available the reliability increases multi-fold.\ The other options are incorrect because they are less accurate than bottom-up estimating.\ Generating an estimate based on the variation of the parameters or using a commodity exchange for cost variations are parametric estimating methods and even though they can be relatively better compared to analogous estimating, they do not provide reliable estimates.\ Taking the original estimate and multiplying it by a factor determined by the company\'s standard for every year will be inaccurate if similar projects are not truly comparable to the new project or if the costs of similar projects have changed significantly over time. Q69: A newly hired project manager is assigned to a school construction project. The school serves students from surrounding neighborhoods and must be completely energy efficient. The project manager must provide a final report.\ \ How can the project manager determine whether the planned business value was delivered? A\) Inspect the approved technical specifications to confirm that they match the final product deliverables. B\) Consult with the team and confirm that the customer was satisfied with the construction of the school. C\) Review the project charter and business case to determine if the deliverables achieved the intended benefits. D\) Demonstrate that the school construction project was delivered on schedule and within budget. Correct Answer: C Rationale: Solution: C. Review the project charter and business case to determine if the deliverables achieved the intended benefits.\ Prior to the final closeout, the project charter and the business case should be reviewed to determine if the deliverables achieved the intended benefits and value. The project charter and business case outline the goals and objectives of the project, including the intended benefits. By reviewing these documents, the project manager can determine if the deliverables achieved the intended benefits and therefore if the planned business value was delivered.\ The other answer options are not as effective.\ Inspecting the technical specifications only confirms that the final product matches the approved specifications, but it does not necessarily ensure that the intended benefits are achieved.\ Consulting with the team and confirming customer satisfaction only provides subjective feedback and does not necessarily measure the project\'s success in delivering business value.\ Demonstrating that the project was delivered on schedule and within budget does not necessarily demonstrate that the intended benefits were achieved. Q70: A team member with sufficient experience and knowledge informs the project manager about a conflict with another team member and asks for advice and assistance. The project manager schedules a meeting to discuss the conflict with the team members involved.\ \ What should the project manager do during the meeting to resolve the conflict? A\) Determine a resolution together. B\) Mandate the solution unilaterally. C\) Separate the team members. D\) Identify who instigated the issue. Correct Answer: A Rationale: Solution: A. Determine a resolution together.\ The project manager should meet with the team members to discuss the conflict before it escalates and work with them to determine a favorable outcome. Damage incurred from conflict can be repaired by looking for resolutions and alternatives together. It can also create more constructive relationships. This moves the conflict into more of a problem-solving space where people can work together to resolve the conflict.\ The other options are not as effective in addressing the conflict because they don\'t involve the team members in the decision-making process.\ Mandating a solution is not collaborative and may not result in an effective resolution.\ Separating the team members should only be considered as a last resort.\ Identifying who instigated the issue is inappropriate and the focus should be on resolving the situation, not casting blame. Q71: During project execution, a key stakeholder is replaced with a new team member who has approval authority. The new member states that the project deliverables are not aligned with the design and does not approve them. However, a few weeks later the project manager learns that the new team member had not been informed of changes during execution.\ \ What should the project manager have done to avoid this miscommunication? A\) Organized a meeting with the sponsor before the execution began. B\) Updated the stakeholder register to include the new team member. C\) Asked the previous stakeholder to hold a meeting with the new team member before leaving. D\) Updated the project charter during the execution phase to include all the changes. Correct Answer: B Rationale: Solution: B. Updated the stakeholder register to include the new team member.\ The project manager should have updated the stakeholder register to include the new team member. This would have ensured that the project manager was aware of all of the stakeholders on the project and that they were communicating with the new team member on a regular basis.\ The other answer choices are not as effective or relevant. Organizing a meeting with the sponsor before the execution begins is a good practice, but it is not enough to avoid the miscommunication that occurred in this situation.\ Asking the previous stakeholder to hold a meeting with the new team member before leaving is a good practice, but it is not always possible. For example, if the previous stakeholder left the company suddenly, then there may not have been time to hold a meeting. Updating the project charter during the execution phase to include all the changes. The project charter is a document that authorizes the project and defines its scope, goals, objectives, and success criteria; it is not typically updated during the execution phase. Q72: The project scope statement is approved by the project sponsor. The team members would like to modify the work breakdown structure (WBS) without changing the scope and send a request to the project manager.\ \ What should the project manager do with this request? A\) Determine which changes to implement and inform the team. B\) Refuse the request and escalate it to the project sponsor. C\) Tell the team that they cannot modify the established WBS. D\) Discuss it with the team and make a decision by consensus. Correct Answer: D Rationale: Solution: D. Discuss it with the team and make a decision by consensus.\ The project manager should discuss the request to modify the WBS with the team and empower them by working together to reach a consensus and make decisions. The team should feel trusted, supported, and encouraged to own and develop its working environment and make decisions. Engaging the project team to find and implement improvements shows trust in their skills and suggestions. Project team members who feel empowered to make decisions about the way they work perform better.\ The other answer choices are incorrect.\ Determining which changes to implement or telling the team that the WBS cannot be changed are unilateral decisions and exclude the team. Unilateral decision making can demotivate people who feel their views and concerns were not considered.\ Refusing the request and escalating it is a non-collaborative and dismissive approach. Escalating the request to the sponsor may not be necessary. Q73: A construction company is implementing a new strategic project with a fixed budget. While monitoring the project, it was discovered that the overall project cost was increasing. The project manager learns that this is because the team is using more materials than detailed in the original scope. The cause of this discrepancy is that two of the team members are new to the organization and have not been reporting the acquisition of new materials.\ \ What should the project manager have done to prevent this situation? A\) Documented the risk of a materials cost deviation in the project\'s risk matrix. B\) Provided training on the material acquisition process and reporting requirements. C\) Created a contingency reserve to cover cost overages associated with materials. D\) Avoided the inclusion of new engineers on a strategic project with a fixed budget. Correct Answer: B Rationale: Solution: B. Provided training on the material acquisition process and reporting requirements.\ To prevent the team from using more materials than detailed in the original scope, the project manager should have provided training on the material acquisition process and reporting requirements. This would ensure that all team members understand the process for acquiring new materials and help prevent discrepancies or issues with the project\'s budget. In this situation, the problem is that the new team members are not reporting material acquisitions, indicating that they lack sufficient awareness and understanding of the proper procedures.\ The other answer choices are incorrect.\ Documenting the risk of a materials cost deviation and creating a contingency reserve are good ideas in general, but do not prevent this situation from occurring.\ Avoiding the inclusion of new engineers is not a practical solution, as new team members can bring valuable skills and perspectives to the project. Q74: A new program manager checks the status of a project. The forecast shows the project is slightly behind schedule. However, in reporting, the project manager stated that the project is on track. The program manager asks the project manager to explain the discrepancy. The project manager explains that the forecast discrepancy is due to a new estimation technique.\ \ What should the project manager have done to avoid this discrepancy? A\) Asked the program manager to use the old forecasting technique. B\) Educated the program manager on the new forecasting technique. C\) Aligned the project artifacts with the new estimation technique and provided them to the program manager. D\) Ensured that the program manager has the necessary knowledge to understand estimation techniques. Correct Answer: C Rationale: Solution: C. Aligned the project artifacts with the new estimation technique and provided them to the program manager\ In this case, the project manager used a new forecasting technique but did not update the basis of forecasting. Thus the discrepancy between the project manager\'s and the new program manager\'s understanding of the forecast. The project manager should have aligned the project artifacts with the new estimation technique and provided them to the program manager. This would have ensured that the program manager had access to the updated project artifacts reflecting the new estimation technique. This would have provided accurate and consistent information for the program manager to assess the project\'s status.\ The other answer choices are incorrect. Reverting to the old forecasting technique, educating the program manager on the new forecasting technique, and ensuring the program manager\'s knowledge may not address the discrepancy caused by the use of a new estimation technique. Q75: Team members are transferred from a predictive project to a newly formed agile team. The new team members are expressing dissatisfaction about the additional training they are required to complete in the internal project team chat channel. How should the project manager address this situation? A\) Ignore the complaints and assume that the new team members will adapt over time. B\) Schedule a meeting to discuss the concerns and provide clarity on the training\'s importance. C\) Remove the additional training requirement to alleviate team members\' dissatisfaction. D\) Send a memo outlining the mandatory training and consequences for non-compliance. Correct Answer: B Rationale: Solution: B. Schedule a meeting to discuss the concerns and provide clarity on the training\'s importance.\ Meeting with the team to discuss the issue encourages open communication and addresses the concerns directly. By scheduling a team meeting, the project manager can listen to the team members\' grievances, provide explanations about the training\'s importance, and work collaboratively to find a solution. This approach fosters a positive team environment and helps in resolving the issue constructively.\ The other options are incorrect.\ Ignoring the complaints is incorrect because it suggests that the dissatisfaction will resolve itself over time. This is not a proactive or effective approach to addressing team issues. It can lead to demotivation and reduced team performance.\ Removing the training requirement might temporarily alleviate dissatisfaction, but it may compromise the team\'s ability to perform effectively in an agile environment. Training is often essential for team readiness, and it\'s better to address concerns through communication rather than avoiding necessary training.\ Sending a memo with consequences can be seen as authoritarian and may not effectively address the underlying dissatisfaction. It lacks the personal touch and open dialogue necessary to resolve team issues. Q76: A group of agile team members have just completed in-person training for a number of critical and complex organizational processes. The next day, several team members voiced concerns and said they were having trouble remembering what they learned. Another training session is available next week, but the team is already behind schedule on some critical tasks, and the training takes a full workday.\ \ What should the project manager do to address this concern? A\) Ask team members to partner with one another to share the information they learned. B\) Create an information radiator with the key takeaways from the training. C\) Invite team members to reattend the training if they need a refresher. D\) Refer team members to training review notes to find the information they need. Correct Answer: B Rationale: Solution: B. Create an information radiator with the key takeaways from the training.\ Creating an information radiator with the key takeaways from the training is the most effective and time-sensitive solution. Information radiators, also known as big visible charts (BVCs), are visible, physical displays that provide information, enabling timely knowledge sharing. They are posted where people can easily see the information, allowing everyone to review key information at a glance and reinforcing learning. An information radiator provides a more visible and easily accessible solution, which is often preferred in agile contexts.\ The other options are incorrect because they are not the most reliable or efficient ways to address the team\'s concerns given the time constraints.\ Asking the team to partner with one another and share information may not be efficient and could lead to inconsistent information sharing and does not address the problem of information recall. The information each team member retained could be incomplete, incorrect, or misinterpreted.\ Reattending the training is not an optimal solution when the team is already behind schedule and can\'t afford to spend another full workday on training. This would further delay the completion of critical tasks and could negatively impact the project.\ While creating review notes might be helpful, an information radiator is a better solution in this agile environment. The main reason is that information radiators are always visible, making it easy for team members to quickly refer to the information when needed. Review notes might not be as readily accessible or visible. Q77: A new project manager joins an organization that has never had formal project management processes. Some team members refuse to participate in basic tasks such as taking ownership of action items at meetings.\ What should the project manager do? A\) Set up a private meeting with the specific team members to discuss the benefits of project management. B\) Create an internal document outlining the benefits of project management for all team members. C\) Explore the benefits of project management with executives of the organization. D\) Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project tasks. Correct Answer: D Rationale: Solution: D. Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project tasks\ The project manager should use collaborative problem-solving to allow for input from all team members without involving executive mandates, which allows for more buy-in from the team to accomplish the tasks.\ The other answer choices are incorrect. Setting up a meeting with individual project team members does not provide the opportunity for team buy-in; creating an internal document does not ensure buy-in from team members or create a team culture that the team is part of the problem-solving process; exploring the benefits of project management process with executives is a top-down approach and is not the first approach a project manager would take to achieve buy-in. Q78: A project can gain downstream marketing benefits if additional equipment is included in the project scope. However, this equipment is still in an early development phase and will not be ready to meet the project timelines. A member of the project steering committee is in favor of its inclusion.\ \ How should the project manager proceed? A\) Prepare a scope change request to include the additional equipment because it is beneficial to the marketing team. B\) Provide a clear rationale for its exclusion based on the business case and its impact on the project timelines. C\) Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision. D\) Request the project sponsor to escalate the issue to the steering committee member to avoid delaying project approval. Correct Answer: C Rationale: Solution: C. Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision.\ The project manager should proceed by conducting a survey among steering committee members to assess their individual project requirements for a consensus decision. The steering committee is there to provide direction and support for the project team and make decisions outside the project team’s authority. Since the project is overseen by a steering committee, it is necessary to have a consensus of the committee before proceeding. By surveying the steering committee the project manager can also identify potential conflicts, address concerns, and identify potential impacts associated with introducing the new equipment.\ The other answer choices are incorrect. Consensus has not been achieved therefore preparing a scope change request, providing a clear rationale for its exclusion, or escalating to the project sponsor is not appropriate at this time. Q79: A customer is performing a weekly visit to a project site to inspect the final stage of product development. The quality manager alerts the project manager that the customer has been very unprofessional and reprimanded the team members during previous weekly visits.\ \ What should the project manager do to address this incident? A\) Draft a letter complaining about the behavior of the customer inspector. B\) Allow the week to pass by, then send a complaint to the customer. C\) Discuss the matter with the project manager\'s senior management team. D\) Understand the situation by speaking with the team members and the customer. Correct Answer: D Rationale: Solution: D. Understand the situation by speaking with the team members and the customer\ The project manager should attempt to resolve the conflict by defining the problem, collecting facts, analyzing the situation, and selecting the most appropriate course of action.\ The other answer choices are incorrect because they are reactions to an issue that may not be fully understood without the input of the team and the client. Q80: A project team realizes that the product\'s architecture will not support the growing number of users.\ \ What should the project manager do? A\) Assign a team member to execute performance testing and ensure the product\'s performance is acceptable. B\) Hire external experts to assess the product architecture and come up with a resolution plan. C\) Engage with the product owner on the new development and prioritize the solution on the product backlog. D\) Negotiate with the stakeholders to slow down product development until a viable solution is available. Correct Answer: C Rationale: Solution: C. Engage with the product owner on the new development and prioritize the solution on the product backlog.\ The first step for the project manager will be to share this vital information with the product owner, so that business stakeholders may be invited to share their thoughts and value considerations made, then the product backlog can be reprioritized to reflect this. This sequence allows for company, team, and business stakeholder concerns to be adequately addressed.\ The other answer choices are incorrect. Performance testing happens concurrently during development or at the end of the iteration/release and will not solve the identified gap but only highlight it down the road. Hiring external experts may be premature and may not be approved/available in the budget. Negotiating with the stakeholders to slow down product development until a viable solution is available may not be the best option for the company. Q81: During initial project planning, a project manager was informed that a team member had been exclusively allocated to the project. Halfway through the project, the team member was assigned to another project.\ \ What should the project manager do? A\) Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action. B\) Register this as a risk in the risk register and implement the appropriate response. C\) Ensure that team members are cross-trained on all project tasks to increase the potential value of the project outcome. D\) Escalate this issue to the project sponsor to develop an appropriate course of action. Correct Answer: A Rationale: Solution: A. Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action.\ The impact of resource reallocation/reassignment should first be discussed with the functional manager. The project manager should meet with the functional manager to discuss the reasoning behind reassigning the team member to another project, the impacts associated with the change, and potential solutions. There is no way of knowing why the team member was transferred or how to proceed. It is possible that the functional manager mistakenly thought that the team member was no longer necessary, or it could be a response to a larger issue. Without a meeting to discuss this, there is no clear way to address the issue.\ The other options are incorrect because they are not the most immediate or effective actions.\ Adding this issue to the risk register is not an appropriate action at this point and does not resolve the issue.\ It may not be possible or necessary to ensure that all team members are cross-trained to work on all project tasks.\ Escalating the issue to the project sponsor may not be necessary, so the project manager should first gain a better understanding of the issue before taking action. Q82: The development of a final project schedule is delayed due to the inability to negotiate an agreement with one of the vendors needed for successful project delivery.\ \ What should the project manager do? A\) Circulate meeting minutes and discuss the agreed and outstanding clauses with the project team and customer. B\) Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary. C\) Meet with the project sponsor and seek their support in replacing the vendor due to the inability to negotiate an agreement. D\) Communicate the project needs and influence the vendor to accept the terms as soon as possible for successful project delivery. Correct Answer: B Rationale: Solution: B. Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary.\ It is in the best interest of the project to come to terms with the vendor; if not able to do so, the project manager should look for alternative vendors.\ The other answer choices are incorrect.\ Circulating the meeting minutes does not address or resolve the issue.\ Meeting with the project sponsor and seeking their support in replacing the vendor is premature. It may be necessary in extreme cases, but it\'s typically a last resort.\ Trying to pressure the vendor does not guarantee a timely or satisfactory resolution. Q83: A hybrid project is using an iterative design process for product development. However, there are separate teams for design and execution, which is causing concerns.\ \ What should the project manager do to address these concerns? A\) Establish a centralized repository for project documentation and product validation. B\) Request that the design team be made responsible for project execution as well. C\) Communicate to the project management office (PMO) that a hybrid approach is too risky. D\) Enhance team skills by providing training on an adaptive project management framework. Correct Answer: A Rationale: Solution: A. Establish a centralized repository for project documentation and product validation.\ The project manager should establish a centralized repository for project documentation and product validation to address concerns caused by separate teams for design and execution. This will allow for knowledge transfer and foster a collaborative working environment.\ The other options are incorrect.\ Requesting that one team be responsible for both development and execution may not be feasible and may not improve the chances of success.\ Enhancing team skills by providing training on an adaptive project management framework may not be necessary if the teams are already skilled in working with hybrid methods. There is no indication that the teams are not skilled or experienced in working with hybrid methods.\ Telling the PMO that a hybrid approach is too risky is unfounded and is not an effective or practical way to address this situation. Q84: A project is facing a one-month delay, and the project manager realizes that a change request is necessary. The change control board (CCB) will review the change request at their next meeting, which is in two weeks. However, if the implementation of this change is delayed by two weeks, upcoming supply chain disruptions will cause a two-month delay to the project schedule.\ \ What should the project manager do? A\) Implement the change immediately to avoid the upcoming supply chain disruptions and the two-month delay. B\) Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions. C\) Meet with the sponsor and ask them to contact the CCB and request their immediate approval. D\) Request that the CEO approve and implement the change to avoid the potential two-month delay. Correct Answer: B Rationale: Solution: B. Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions.\ \ The project manager should acknowledge the existing delay and recognize the potential for a two-month delay due to supply chain disruptions. This will ensure that the CCB has all of the necessary information to make an informed decision about the change request. This is essential for effective project management, as it ensures that all stakeholders are aware of and prepared for the extended timeline. The project manager should communicate the revised change request to all relevant stakeholders to ensure that everyone is aware of the delay and its impact on the project.\ The other options are incorrect because the project manager should follow the established change management process and ensure that the change request accurately reflects the current situation.\ Immediately implementing the change is incorrect because the project manager does not have the authority to implement changes without approval from the CCB. Rushing the change without proper planning and review could lead to unforeseen issues.\ Asking the sponsor to contact the CCB and request their approval is incorrect because the project manager is responsible for following the change management process.\ Asking the CEO to approve and implement the change is incorrect because the project manager should follow the established change management process, which may not involve the CEO. Additionally, it is generally not advisable to escalate a change request to the CEO without first trying to get approval from the CCB. Q85: A company is transitioning from a predictive to an agile project management approach. The project manager has noticed that team members have valuable ideas on how to improve productivity.\ \ How can the project manager leverage these ideas? A\) Make use of project retrospective sessions for discussions and learning. B\) Use iteration planning to discuss and adopt new ways of working. C\) Develop and share guidelines for team training and mentoring. D\) Engage with the product owner to facilitate fast-racking of the transition. Correct Answer: A Rationale: Solution: A. Make use of project retrospective sessions for discussions and learning.\ Project retrospective sessions are a key tool for continuous improvement in agile project management. They provide an opportunity for the team to reflect on the previous sprint, identify areas for improvement, and develop a plan to address those areas in the next sprint. In this case, the project manager can use the retrospectives to collect ideas from the team on how to improve productivity in the new agile environment. The project manager can then work with the team to develop and implement a plan to implement these ideas.\ The other answer choices are not as relevant or effective. Iteration planning is not the best forum for discussing and adopting new ways of working; it is meant for planning for the work to be completed in the upcoming iteration. Developing and sharing guidelines for team training and mentoring is not the best way to leverage the team\'s ideas in the immediate term. The product owner is responsible for prioritizing the product backlog and ensuring that the team is working on the most important requirements. It is not the product owner\'s responsibility to facilitate the transition to agile. Also, fast-tracking the transition does not guarantee the team members have learned how best to work in the new agile environment. Q86: During the course of a project, the team has to address unexpected issues that may impact the schedule and budget. Many of the issues require immediate resolution before other interdependent issues can be addressed. The communication management plan indicates that the client and key internal stakeholders only require monthly reports.\ \ How should the project manager communicate the impact of these issues? A\) Update the project issue log to ensure the communication issues are captured internally. B\) Maintain monthly client and internal stakeholder reports as indicated in the communications management plan. C\) Increase communication with the client and stakeholders as necessary to manage the issues and their impact. D\) Revise the communications management plan and request approval of the revised plan. Correct Answer: C Rationale: Solution: C. Increase communication with the client and stakeholders as necessary to manage the issues and their impact.\ Issues impacting cost and schedule should be communicated as soon as they are identified, regardless of the stipulations of the communications plan. The project manager must adjust communications to ensure that the appropriate parties are appraised of the situation and can address the issues as soon as possible. This is especially important in this situation because many of the issues require immediate resolution before other interdependent issues can be addressed.\ The other options are incorrect.\ Recording the issue with the communications plan internally is not helpful because it does not resolve the issue. Further, if the information is recorded internally, the client will not be appraised of the situation.\ Maintaining only monthly communications with the client and internal stakeholders does not address the situation appropriately because the issues need to be resolved immediately. The client and stakeholders should be notified as soon as possible to ensure timely resolution of the issues.\ Revising the communications management plan and awaiting approval is incorrect because these issues require immediate attention, so timely communication should be the primary objective. While the communications management plan may ultimately require revision, it may not. Once the issues are resolved, the client and stakeholders may prefer to resume the monthly reporting. Q87: During product demonstration, a stakeholder suggests that the product does not meet expectations. What artifact should the project manager use to assess the stakeholder\'s suggestion? A\) Minimum viable product (MVP) description B\) Definition of done (DoD) C\) Definition of ready (DoR) D\) Acceptance criteria on the user story Correct Answer: D Rationale: Solution: D. Acceptance criteria on the user story\ The project manager should use the acceptance criteria on the user story to assess the stakeholder\'s suggestion. The acceptance criteria are the specific requirements that must be met for the product to be considered complete and acceptable to the stakeholder. They are typically defined in the user story, which is a short description of a feature or functionality that the product must have.\ The other answers are incorrect. The definition of done (DoD) and definition of ready (DoR) are also important artifacts, but they are more general in nature. The DoD defines the criteria that must be met for the product to be considered \"done,\" while the DoR defines the criteria that must be met for the product to be considered \"ready\" to be worked on. The MVP description is not as relevant to this situation, as it is typically used to define the minimum set of features that must be included in the product in order to be considered viable.