• Rigid phrases: always, never, only, immediately, do nothing, pause project.

• Specific timelines: weekly, monthly, daily (unless the question says so).

• Third-party escalation: HR, sponsor, steering committee — unless the scenario

involves them.

• Single-constraint focus: answers that mention just cost, schedule, scope or quality,
without considering the others.
Solution: D. Review the scope management plan to determine how new
functionality requests are to be accommodated

The scope management plan documents how the project and product scope will be
defined, validated, and controlled. The key benefit of this document is that it provides
guidance and direction on how scope will be managed throughout the project.

The other choices are incorrect, as they have nothing to do with handling NEW
changes to project scope.

Solution: A. It is a timely opportunity to discuss issues and ideas for improvement to

encourage team-based problem solving

The retrospective allows issues with the execution approach to be identified and
discussed in a timely fashion along with ideas for improvements. Retrospectives are
a primary tool to manage project knowledge and develop the team through
discussions of what is working well and team-based problem solving.

A retrospective does not require presenting a demo, so that choice is not correct. In
addition, nothing in the question suggests that a demo would be helpful in preventing
recurrence of the issue.

The other choices speak to resolution of the issue at hand, but do not answer the
question, which asks how a retrospective might help in preventing future
occurrences.

Solution: B. Empowered team members to self-organize specific tasks to meet the

objectives.

For agile projects, rather than a project manager prioritizing, selecting, and
sequencing work, they should ensure that higher-level objectives are explained and
the team members are empowered to self-organize specific tasks as a group to best
meet those objectives. This leads to the creation of practical plans with high levels of
buy-in from the team members.

The other answer choices are incorrect. The project manager does not prioritize
work or select and sequence the work. The agile team prioritizes work after the
product manager has decided on a Minimum Viable Product (MVP). Working with
the team to understand expectations does not address prioritizing work.
Solution: B. Inform the project team of the request, have them decide how to
proceed with development, and have them coordinate the changes with the
stakeholders

The best choice is for the project manager to notify the team of the request, and
have them proceed with the development.
Mini Exam 5: Hybrid
Solution: D. Understand the context and interdependencies of the process from the
team members and then define improvements

In an hybrid approach, understanding the context and addressing problems together

with the team members will help solve problems efficiently. Hence this option is the
correct answer.

Solution: A. Mentor the team about how to use the project iteration board

"Mentor the team..." (Correct option). The project iteration board shows the project's
status. All project members should know how the iteration board can assist in their
tasks.

Solution: C. Update the project plan to allow the project team to focus on the project
deliverables

The project manager should look at resolving any impediments, such as updating the
project plan manually, and protecting the team in needing to be engaged in project
deliverables. Assigning a team member to update the project plan will take them
away from their other project tasks. Implementing a new project management
application is a whole separate project. The project manager may inform the PMO
and ask for the issue to be resolved but the main priority is to get the plan updated
and keep the project team focused.

Solution: D. Close this project and request a new project from the project sponsor

"Close this project...(Correct option)"Since there have been issues in the past and
major scope changes are anticipated, its better to close this project and charter a
new project.

"Change the earned value management..." Changing the performance measurement

technique will not affect the project performance and there is no issue with the
adopted performance measurement technique i.e.; Earned Value Management.

"Change the contract..." Change the contract is incorrect as the changes are yet to
be evaluated and finalized.
"Negotiate scope changes..." with stakeholders is incorrect as it will not rectify the
issues that have occurred in the past and may lead to stakeholders disengagement.

Solution: A. Invoke the project's change management procedure

"Invoke the..." (Correct option). Any changes to baseline requirements must be done
using the change management procedure.

Predictive

Solution: C. Meet with stakeholders privately and update the responsibility matrix.

The project manager should first meet with the stakeholders privately to understand
their expectations and why they are not aligned. This will help the project manager to
identify the root cause of the problem. Once the project manager understands the
root cause of the problem, they can update the responsibility matrix to ensure that
the right stakeholders are responsible for meeting the different expectations. This will
help to clarify roles and responsibilities and to prevent future misunderstandings.

Solution: D. Meet with the change control board (CCB) to review change requests

The correct answer is "Meet...". If there are critical business requirements that failed
to be included, a change request must be submitted to begin the process of review
to see if they need to be.

Solution: C. Meet with the functional managers of the relevant departments to

ensure alignment with project objectives.

Meeting with functional managers of relevant departments is the most important

action that the project manager can take to ensure the successful implementation of
the project because it will help to ensure that all of the departments involved in the
project are working towards the same goals. In a multi-national project with
deliverables from various departments, coordination among these departments is
vital. When functional managers are on the same page, it reduces the likelihood of
conflicting priorities, ensures that all departments are working towards the same
goals, and allows the project manager to understand their concerns, constraints, and
capabilities.

Solution: D. Revise the communications management plan to have a more frequent

update schedule.

The project manager should revise the communications management plan to have a
more frequent update schedule because the project is entering a high-activity phase.
The project manager needs to ensure that all stakeholders are kept informed with
timely updates and information needed to make informed decisions to contribute to
the success of the project.

Solution: B. A better understanding of team members' priorities would create a

common language that would foster cooperation

Solution: C. Develop a risk management plan with details about the various factors

"Develop a risk management plan..." (Correct option) A risk management plan is

designed to identify and manage possible uncertain events on a project.

Mini Exam 14

Solution: D. Develop a stakeholder engagement assessment matrix.

Stakeholder Engagement Assessment Matrix supports comparison between the

current engagement levels of stakeholders and the desired engagement levels
required for successful project delivery.

Solution: A. Risk register

The project manager must check the risk register and risk report to see if this is
indeed a new risk and to see if there was action already planned around it. If it was
not previously identified, then the risk register should be updated and a risk response
should be identified. The probability and impact matrix would already be outdated if
the risk has been identified. The assumption log mainly concerns scope and
schedule management, rather that risk management.

Solution: D. Accept

The project manager chose to accept the risk associated with the potentially
unfavorable exchange rate. Accepting a risk means that no specific action is taken to
mitigate or avoid it. In this case, the project manager decided that the potential loss
resulting from the exchange rate was not significant enough to justify spending
additional money or taking action to address it.

Solution: B. Stakeholder engagement plan

The stakeholder engagement plan defines the process to ensure the stakeholders
are engaged in the manner necessary to manage their expectations, including those
related to product deliverables.

Solution: A. Review and adjust the project timeline while waiting for the new server
to arrive.

Review and adjust the timeline is the most appropriate thing to do as the current
server cannot perform the testing

Solution: A. Suggest that the stories with higher risk are included in the earlier
sprints instead of the later ones.

By including the user stories with higher risks in the earlier sprints, the project team
can address these risks sooner rather than later. This approach allows for early risk
mitigation and provides more time to handle any potential issues or challenges
associated with high-risk user stories. It is a proactive strategy that helps in
managing and reducing project risks throughout the development process.

Solution: D. Speak with the functional manager and gain commitment to get the
specialist back as soon as possible.
By speaking with the functional manager and gaining commitment, the project
manager can get the specialist back on the project and ensure that the project is not
delayed any further.

Solution: B. Schedule team-building exercises focused on increasing engagement.

Agile methodologies emphasize self-organizing teams and collaboration.

Disengagement can undermine these principles. Team-building helps reinforce
positive team dynamics, which is crucial for agile success.

Solution: A. PMO

A PMO may have the authority to act as an integral stakeholder and a key decision
maker throughout the life of each project in order to keep it aligned with the business
objectives. The PMO may: Make recommendations, Lead knowledge transfer,
Terminate projects, and Take other actions, as required.

Mini Exam 15: Agile

Solution: B. Clarify the new stakeholder's expectations for the project and update
the engagement plan.

The current project manager is responsible for a smooth handover and successful
project continuation, which require a clear understanding of the new stakeholder's
needs and preferences. Integrating them effectively involves understanding
expectations and updating the engagement plan. Based on these insights, the
project manager can revise the engagement plan to define how the new stakeholder
will be involved in meetings, reports, and decision-making processes. The new
project manager will eventually take over.

Solution: A. Meet with the product owner to discuss both the opportunity and
concern about the proposed modification.

Product owner is ultimately responsible for the product

Solution: A. Monitoring the budget throughout the project and demonstrating the
value of the project to the company.

Given the limited budget and unavailable additional funds, the primary focus for the
project manager should be proactive monitoring, budget tracking, and
communicating the value of the project.

Solution: B. The release burndown chart

The project manager will need to understand and apply which tools are suitable for
certain tasks. Release Burndown Chart helps in tracking the remaining work of the
project. Planning poker is estimation technique. Count of story points will provide the
size of the remaining work and not remaining time. Work breakdown structure is
used for breaking the project into smaller manageable components

Solution: A. The focus shifts towards discussing issues instead of identifying ways
to improve for future projects.

In this scenario, the most likely outcome of the sponsor's directive is that the focus
shifts toward discussing issues instead of identifying ways to improve future projects.
Removing or reducing retrospectives can hinder the project team's ability to learn,
adapt, and continuously improve its processes.
Solution: C. Determine the criteria for when to launch agile projects.

The project manager should first determine the criteria for when to launch agile
projects. This can include things like an understanding of agile methodologies,
appropriate training for team members, proper project selection, and an
organizational culture that supports agile principles. Determining the criteria for when
to launch agile projects is crucial because it establishes the framework for when and
how agile projects will be initiated. This involves conducting an audit to determine the
agile maturity of teams and what skills might be missing. The project manager
should compile a detailed list of the responsibilities for each role and conduct agile-
specific interviews with team members to pinpoint and address any skills gaps. This
analysis helps the project manager determine how much time it will take to get
everyone up to speed.

Solution: A. Assess the concerns and risks of not deploying within the scheduled
time frame and react accordingly.

The project manager should assess the risk in accordance with the risk management
plan and react accordingly.

Solution: A and D. Stakeholder matrix and Stakeholder map.

Stakeholders map involves different techniques to identify stakeholders by power

and influence. The stakeholder matrix is one of the techniques that allows you to to
identify such power relations in stakeholders.

Solution: D. Implement a project management change management plan aligned

with industry best practices.

By implementing a project management change management plan aligned with

industry best practices, changes, timelines, and implementation processes can be
better defined, communication strategies can be developed, and potential issues can
be mitigated.

Solution: C. Ensure the change request has been added to the product backlog

Solution: C. Project charter

The project manager should develop a project charter for this purpose. A project
charter is a document that formally authorizes a project or a phase and defines the
initial requirements and scope of the project. It outlines the project's objectives,
stakeholders, risks, assumptions, and constraints. The project charter is a critical
document that helps to align stakeholder expectations with the benefits of the project
process and the business strategy.

Solution: A. Evaluate qualitative and quantitative project benefits.

To calculate project outcomes value, the project manager should evaluate both
qualitative and quantitative project benefits. This will help to determine the overall
value of the project and provide insights on benefits realization. A project benefit is
the outcome of actions, behaviors, products, services, or results that provide value to
the sponsoring organization. Metrics are used to show realized benefits, direct and
indirect measures, which means they can be obtained by evaluating both qualitative
and quantitative outcomes.
The other options may not effectively capture the full range of benefits.

Solution: C. Team A is performing better than Team B because there are fewer
errors per unit of work.

Team A is performing better than Team B because Team A has fewer defects per
unit of work. Performance is measured by the number of defects found. Also note
that, both the teams are progressing as planned so schedule is not a factor to be
used for comparison.

Solution: C. Conduct an information-sharing workshop to present the new

technology and its benefits to the new site's stakeholders.

Global companies must consider the impact of change (organizational culture) at a

local level. This is critical for the success of any change management initiatives.

Solution: A. Create and get approval on a benefits management plan.

The project manager should create a benefits management plan defining the
processes for creating, maximizing, and sustaining the benefits provided by a project
or program. In generating the business management plan, the project manager
identifies long-term goals so that the project delivers the intended identified value.

Solution: B. Instruct the project team to record all the assumptions and track all the
changes.
The project manager should instruct the project team to record all the assumptions
and track all the changes. This is because assumptions are factors that are taken to
be true without proof, and they can have a significant impact on the project's
success. By recording all the assumptions, the project team can identify any
potential risks and take steps to mitigate them. They can also track any changes to
the assumptions and make sure that the project plan is updated accordingly.

Solution: B. Behavior-driven development

Behavior-driven development builds on established test-driven practices including

using a shared domain language to encourage closer collaboration and
understanding within the team.

Solution: D. Meet with the project sponsor to discuss the information and ask if the
organization still supports delivery of the project.

Conditions and assumptions from which prospected project valued was calculated
can change at any time. So, to be sure that developing a project will still deliver value
when finished, the mentioned conditions and assumptions need to be revised on a
regular basis to be sure that they had not changed in a negative way.

Solution: D. Engage the stakeholder based on level of impact and ensure their
requirements are captured adequately according to change management process.

The project manager should properly engage the stakeholder based on level of
impact and influence on the project. The PM should ensure the stakeholder's
requirements are captured adequately according to change management process.

Solution: A. Use the agile toolkit to leverage the ability of agile methods to respond
effectively to change, while maintaining the benefits of a predictive approach to
project management
The scenario is an example of a hybrid life cycle, which seeks to leverage the
adaptability of agile methods and the structured development of the waterfall model.
Replacement or comparison would defeat the purpose of the hybrid concept, which
is to use the strengths of both approaches.