Ques%on 1 = A Explana%on: The PMI Talent Triangle is made up of three types of skill sets: Ways of

Working, Power Skills, and Business Acumen. A project manager possessing business acumen skills
should be able to explain the business value of their project and how it aligns with the
organiza%on’s goals.
Ques%on 2 = B Explana%on: The salience model is a method used to classify stakeholders and
decide who maMers more by assessing their power, legi%macy, and urgency. The model allows the
project manager to decide the rela%ve salience of a given stakeholder (PMBOK 7th edi%on, page
171).
Ques%on 3 = C Explana%on: The best way to act in this situa%on is to verify facts before taking any
ac%on. A viola%on based only on suspicion should not be reported. The project manager can get
the facts right by telling his colleague that he is concerned about how things might appear and
simply inquire about the source of the items. As a project manager, you should never jump to
conclusions. You should always double-check facts before repor%ng a conflict-of-interest situa%on.
Ques%on 4 = B Explana%on: A Project-oriented organiza%on, or a projec%zed organiza%on, is one in
which a considerable part of its processes and ac%vi%es take place in the form of projects. There is
no defined hierarchy; resources are brought together specifically for the purpose of a project.
When a project is complete, they either get transi%oned to another project or released.
Ques%on 5 = B Explana%on: A controlling PMO focuses on two key areas: Suppor%ng the
organiza%on in applying project management prac%ces and Requiring compliance with those
prac%ces. Such prac%ces could include the adop%on of a par%cular framework, the use of certain
templates, conformance to governance, forms, etc. Suppor%ve PMOs only play a consulta%ve role
in projects, while direc%ve PMOs take control of projects by directly managing them. Agile is a
project development approach and not a type of Project Management Office (PMO).
Ques%on 6 = C Explana%on: An organiza%on’s culture, structure, and governance, are all Enterprise
Environmental Factors that can influence a project’s success.
Ques%on 7 = A Explana%on: Douglas McGregor defined two models of worker behavior: Theory X
and Theory Y. The new manager exhibits the traits of Theory X managers, who believe that the
majority of people dislike work, lack mo%va%on, and are in constant need of supervision. Theory X
managers adopt an authoritarian style to make their teams work (PMBOK 7th edi%on, page 160).
Ques%on 8 = A Explana%on: The project manager and the risk manager are using the Monte Carlo
analysis to assess the possible impact of individual project risks and other sources of uncertainty
on project goals. For example, if a par%cular risk arises, what impact will it have on the project
schedule and cost? Monte Carlo provides a variety of poten%al outcomes and probabili%es,
allowing you to consider the likelihood of different scenarios (PMBOK 7th edi%on, page 177).
Ques%on 9 = D Explana%on: A team charter is a document that is developed in a group sehng to
clarify team direc%on while also establishing boundaries. It is created at the team’s forming phase
in order to encourage understanding and buy-in. A team charter aligns the team with ground rules,
team values, mee%ng guidelines, working agreements, as well as other group norms (PMBOK 7th
edi%on, page 192).
Ques%on 10 = A Explana%on: On large projects, one sponsor might not be enough. A Steering
CommiMee is established when a large project involves mul%ple business units, organiza%ons, or
individuals who all have a substan%al stake in the project’s success and outcomes. The project
manager needs to be proac%ve and respond to this change. The ini%al communica%on plan for a
single sponsor may not work for a steering commiMee. In order to ensure effec%ve communica%on
with the commiMee, the project manager must understand their communica%on requirements and
preferences.
Ques%on 11 = A Explana%on: The decision tree analysis is used to support the iden%fica%on and
selec%on of the best course of ac%on among several alterna%ves. Each of these alterna%ve paths
can have associated costs and risks, including both threats and opportuni%es. The decision tree
reveals the expected monetary value of each branch, allowing the determina%on and selec%on of
the op%mal path (PMBOK 7th edi%on, page 175).
Ques%on 12 = A Explana%on: Fixed price contracts present the least risk for the buyer. A fixed-price
contract is one in which the payment does not depend on the spent %me or used resources. It
involves sehng a fixed price for the service, product, or result defined in the contract (PMBOK 7th
edi%on, page 191).
Ques%on 13 = B Explana%on: A flowchart (also referred to as a process map, progress flow, and
progress flow diagram) graphically displays the logical order of a process (PMBOK 7th edi%on, page
189). A Pareto chart is displayed as a histogram, represen%ng the most serious causes of an error,
while a scaMer diagram is used to determine the correla%on between two variables. Both diagrams
don%27t show a task or issue’s management process flow. Context diagrams, on the other hand,
are used to visually demonstrate how a business process, other systems, and people, all interact.
Context diagrams can include a business process as one of its components, but they can’t provide
insight into a par%cular process flow.
Ques%on 14 = C Explana%on: Since the %me zone difference is beyond anyone’s control, a
compromise should be made to bring some degree of sa%sfac%on to all par%es. Working towards a
compromise is perceived as the best outcome, even if no one is completely happy with the final
resolu%on (PMBOK 7th edi%on, page 168).
Ques%on 15 = C Explana%on: Surveys and ques%onnaires are wriMen sets of ques%ons designed to
quickly gather data from a large number of respondents who are usually geographically dispersed.
Ques%on 16 = D Explana%on: To persuade an organiza%on to select your project, the business case
should be subjected to a cost-benefit analysis in order to illustrate the benefits of implemen%ng
the project by determining its an%cipated financial gains and profitability. The Cost-Benefit Analysis
is more comprehensive than the Net Present Value (NPV) and the Return On Investment (ROI), as it
aMempts to quan%fy both tangible and intangible costs and benefits (PMBOK 7th edi%on, page
175).
Ques%on 17 = A Explana%on: The Collabora%on/problem-solving conflict resolu%on technique is
based on incorpora%ng mul%ple viewpoints and insights from differing perspec%ves. It necessitates
a collabora%ve mindset and open communica%on to achieve consensus and commitment to an
agreement. This approach aims to reach a win-win situa%on for all involved par%es (PMBOK 7th
edi%on, page 22).
Ques%on 18 = C Explana%on: Context diagrams are visual depic%ons of the product scope,
displaying the business system and how it connects and interacts with other systems. It presents
the inputs and outputs of the system, as well as its main players, including organiza%ons, other
business systems, end-users, etc.
Ques%on 19 = B Explana%on: Student Syndrome is a term used in project management to highlight
the ever-increasing habit of puhng off work %ll the last minute, while ini%ally working at a very
relaxed pace.
Ques%on 20 = C Explana%on: Backlog refinement provides a chance for the product owner to
discuss and address stories’ requirements with the team. This can involve discussing requirements,
poten%al approaches, and even es%ma%ons in order to end up with a clear vision of how to
approach stories (PMBOK 7th edi%on, page 179).
Ques%on 21 = A Explana%on: Constraints are limita%ons imposed on a project, such as the scope,
schedule, quality, budget, risks, or resources. If assump%ons end up being false, it is bad news for
the project. However, if constraints turn out to be false, it is a good thing, as it means that the
project will be posi%vely affected because constraints are limita%ons imposed on the project.
Ques%on 22 = B Explana%on: The results are precise because all measurements are close to
4.45mm (+ or - 5mm). Precision entails delivering end-products with similar dimensions, which
may or may not be close to the required dimensions. Precise measurements are not necessarily
close to the target value; they’re just close to one another. Accuracy, however, implies crea%ng
products with close dimensions to requirements.
Ques%on 23 = B Explana%on: Based on the direc%on of the hierarchies within the organiza%on,
there are two basic types of communica%on: Horizontal and Ver%cal. In horizontal communica%on,
the project manager communicates with their peers or people on their organiza%onal and
hierarchical level. However, in ver%cal communica%on, communica%on flows from a lower level to
a higher level and vice versa, as described in the ques%on. “Parallel” and “triangular”
communica%on are made-up terms.
Ques%on 24 = D Explana%on: The project manager is having an informal discussion with the team
member. Hallway conversa%ons, cubicle chahng, networking, and all other types of informal
communica%on do not hold any official significance.
Ques%on 25 = A, C, D Explana%on: The project manager should not close the project when key
stakeholders are not sa%sfied. They should try to discuss, iden%fy, and resolve any issues or
misunderstandings first.
Ques%on 26 = A, B, C Explana%on: Ac%ve listening is a skill that can be acquired and developed
through prac%ce. Instead of passively receiving the speaker’s message, ac%ve listening entails
paying close aMen%on to what is being said. Ac%ve listening involves allowing others to completely
express their ideas without interrup%ng them, asking ques%ons to get a clear understanding of the
situa%on as well as the conveyed ideas, focusing on what is being said by maintaining comfortable
eye contact, remaining open-minded about others’ opinions, employing paraphrasing skills and
feedback, and keeping an eye on non-verbal signs such as the body language and facial expressions
of the speaker.
Ques%on 27 = A Explana%on: The Five whys is not a benefit measurement method; it’s rather an
itera%ve interroga%ve technique used to inves%gate the cause-and-effect rela%onships in order to
resolve a par%cular problem. The most common Benefit Measurement Methods are the Cost-
Benefit Ra%o, Economic Model, Payback Period, Discounted Cash Flow, Net Present Value, Scoring
Models, Internal Rate of Return, and Opportunity Cost.
Ques%on 28 = A Explana%on: Projects get authorized by someone external to the project such as
the sponsor, PMO, or porrolio steering commiMee (PMBOK 6th edi%on, page 77). Unless the
Project sponsor is part of Senior Management, the project charter should be signed by someone
with the authority to assign project resources and name the project manager, i.e., the project
sponsor. The project manager or stakeholders may under no circumstances sign the charter to
authorize the project.
Ques%on 29 = D Explana%on: The three types of legi%mate power are formal power, reward power,
and penalty power. 1)%C2%A0%C2%A0%C2%A0%C2%A0 Formal or legi%mate power stems from
the project manager’s posi%on. The assump%on that a person has a formal right to make demands
gives rise to this form of power. For instance, a CFO holds legi%mate authority over an intern who
works for them because they are higher in the organiza%onal hierarchy.
2)%C2%A0%C2%A0%C2%A0%C2%A0 Reward power comes from giving rewards and it is aMached
to the formal authority of the project manager. This type of power originates from the ability to
compensate another person as it is known that rewards are desirable, and team members tend to
show their support since they think that they will be rewarded if they perform well. Non-monetary
rewards such as recogni%on, training recommenda%ons, or valuable assignments are also
common. Criteria for reward should be fair, transparent, and possible for all.
3)%C2%A0%C2%A0%C2%A0%C2%A0 Penalty or coercive power is the ability to penalize team
members. The project manager gains support because they are capable of directly or indirectly
subjec%ng their personnel to penal%es. Penalty power is usually derived from the same sources as
reward power, with one being a necessary condi%on for the other. Other forms of power include
Expert power, Referent power, etc.
Ques%on 30 = C Explana%on: The following formula is used to calculate the number of
communica%on channels: Number of poten%al communica%on channels = n x (n - 1) / 2. In this
case: 5 x (5 - 1) / 2 = 10.
Ques%on 31 = C Explana%on: A War room, aka situa%on room, or command center, is a space
where people come together to address issues through enhanced workflows and clear
communica%on. Since it’s a physical space, a war room can’t be one of the advantages of acquiring
a remote team. On the other hand, having access to more skilled resources, reducing commute
%me, and having less travel and reloca%on expenses are all among the many advantages of
employing remote resources.
Ques%on 32 = A Explana%on: Risk transfer involves transmihng future risks from one party to
another. A common example of risk transfer is purchasing insurance where the risk of a person or
an organiza%on is transferred to the insurance company. Asking the sponsor to deal with the risk is
an escala%on rather than a risk transfer. Other risk response strategies include avoiding, mi%ga%ng,
or accep%ng the risk (PMBOK 7th edi%on, page 123).
Ques%on 33 = C Explana%on: Laissez-faire is a French term that means “allow to act/do”. A laissez-
faire leadership style is ideal for a highly skilled team since it’s characterized by a hands-off
approach. Leaders provide all necessary training and support for their employees to enable them
to make their own decisions. Project managers op%ng for this leadership style are comfortable
with mistakes, despite the fact that they’re the ones held accountable. This leadership approach
necessitates a high level of trust.
Ques%on 34 = C Explana%on: The previous project manager made the assump%on that the project
would not experience any procurement delays. The described situa%on is not a constraint. Plus,
there isn’t enough informa%on to determine whether the scenario involves a schedule variance or
a cri%cal path ac%vity.
Ques%on 35 = C Explana%on: The project manager should add the user story to the product
backlog and let the product owner decide its priority. When a new requirement is received, it
should be added to the product backlog (not the sprint backlog) and then priori%zed by the
product owner in order to be implemented. It is the responsibility of the product owner to
maintain and refine the product backlog. This being said, a request can be made by any
stakeholder and a user story can be created by anyone involved in the project and not just the
product owner.
Ques%on 36 = B, D Explana%on: Float or slack is the amount of %me that a task can be delayed
without affec%ng the deadlines of other subsequent tasks or the final delivery date of the project.
Float is known as “free float”, while slack is called “total float”. The terms "slack" and "float" are
oven used interchangeably when a project is scheduled using the Cri%cal Path Method. However,
the difference between slack and float is that slack is associated with inac%vity, whereas float is
associated with ac%vity. Slack %me permits an ac%vity to start later than an%cipated, while float
%me allows an ac%vity to take longer than it was ini%ally planned.
Ques%on 37 = A Explana%on: The typical size of an agile team ranges from three to nine members.
Agile teams should be mul%disciplinary (not necessarily have a technical background) and self-
organizing (not dependent on the scrum master). Successful agile teams are made up of
generalizing specialists/T-shaped members who have deep knowledge in one area and a broad
ability in other areas. I-shaped, on the other hand, refers to a person with a profound knowledge
of one area but has no interest or skill in other areas (Agile Prac%ce Guide, page 42).
Ques%on 38 = C Explana%on: A Benefit-Cost Ra%o (BCR) is used in the cost-benefit analysis to
determine the rela%onship between the eventual costs and benefits of a project. The project is
expected to have a posi%ve net present value if its BCR is greater than 1 (PMBOK 7th edi%on, page
102). When selec%ng a project based on the Benefit-Cost Ra%o, you should always select the
project with the highest BCR. Project C has a BCR of 8:2 = 8 / 2 = 4 which is the highest among all of
the op%ons.
Ques%on 39 = A Explana%on: Velocity is a measure of the amount of fully completed work in a
sprint. Par%ally done tasks should not be counted. In this case, velocity = 3 + 5 + 8 + 2 = 18 points.
Ques%on 40 = B Explana%on: A Pareto Chart is a ver%cal bar chart that ranks defects in descending
order according to their frequency of occurrence. The Pareto Chart helps the project team focus on
the causes that create the highest number of defects. Pareto’s Principle, aka Pareto’s Law, states
that a limited number of causes usually produce the majority of defects or problems, which is
referred to as the “80/20 principle” or “80/20 rule”. PERT is not a chart; it’s an es%ma%on
technique that uses a “weighted” average es%mate rather than a simple average ((Op%mis%c + 4 *
Mean +Pessimis%c) / 6).
Ques%on 41 = B Explana%on: The 5%25 limit represents stakeholders’ tolerance, which is an
enterprise environmental factor. These factors determine how a project manager leads a project.
So, it is important for the project manager to have a good understanding of the EEFs that could
affect their project.
Ques%on 42 = A Explana%on: In the Scrum framework, the sprint planning mee%ng should include
the scrum master, product owner, and the whole scrum team. When needed, other stakeholders
can be invited by the team to aMend this mee%ng. During the sprint planning mee%ng, the product
owner iden%fies the features with the highest priority. The team asks ques%ons to get the
necessary understanding to be able to turn high-level user stories into more detailed tasks.
Ques%on 43 = A Explana%on: Regardless of what may happen, the project manager should not
offer a bribe. Instead, they should find a way to resolve the problem through legal procedures.
According to the PMI Code of ethics, the project manager should steer away from any illegal
ac%vity such as corrup%on, thev, embezzlement, fraud, or bribery.
Ques%on 44 = C Explana%on: As a project manager, you cannot leave out or disregard any
stakeholders. Ignoring any of the project stakeholders can be very costly and can drama%cally
impact the project. You should iden%fy all project stakeholders, regardless of their number, then
analyze each one of them in order to priori%ze the engagement. (The PMBOK Guide 7th Edi%on,
page 12). Stakeholder engagement falls under the project manager’s responsibili%es, and should
not be delegated to the sponsor.
Ques%on 45 = B Explana%on: Itera%on review mee%ngs take place at the end of each itera%on to
allow the project team to obtain feedback from the product owner and concerned stakeholders on
a regular basis.
Ques%on 46 = C Explana%on: When you need to hire technical experts, you should use a Time &
Materials contract. A T&M contract is a hybrid of fixed price and cost-reimbursable contracts. This
type of contract is suitable for projects with no precise scope of work, or when it’s hard to
determine the required dura%on and material to get the job done (PMBOK 7th edi%on, page 191).
Ques%on 47 = B, C, D Explana%on: Data representa%on techniques include the stakeholder cube,
direc%on of influence, and salience model. The stakeholder cube adds a third analysis dimension to
the impact/influence grid. The salience model is used to assess stakeholders%27 power, urgency,
and legi%macy (PMBOK 7th edi%on, page 171). The direc%on of influence, on the other hand, is
used to categorize and classify stakeholders on the basis of their influence on the project.
Brainwri%ng is a brainstorming technique for s%mula%ng crea%vity.
Ques%on 48 = C Explana%on: When an uniden%fied risk occurs, it is addressed through a
workaround. A workaround is an unplanned risk response to deal with unexpected risks as well as
passively accepted risks during project execu%on (i.e. when there is no predetermined risk
response plan put in place).
Ques%on 49 = A Explana%on: Planning poker is a card-based technique that is mostly used for
es%ma%ng project ac%vi%es. It is a consensus-based es%ma%ng technique (PMBOK 7th edi%on,
page 58). It can be used with story points, ideal days, or any other es%ma%on unit. The es%ma%on
is done using poker cards. Team members discuss the feature, asking the product owner any
ques%ons they might have. Then, privately, each team member picks out one card that presents
their es%mate. All cards should be then revealed at once. If all team members select the same
value, it’s set as the final es%mate. Otherwise, a discussion of the different opinions and es%mates
will take place again before re-es%ma%ng the feature or task again.
Ques%on 50 = A Explana%on: In porrolio management, a group of related or non-related programs
and projects are managed in coordina%on (PMBOK 7th edi%on, page 244). Porrolio management is
intended to reduce the gap between strategy and implementa%on by aligning projects to aMain
business objec%ves.
Ques%on 51 = C, D Explana%on: Non-verbal communica%on is used to convey implicit messages. It
includes gestures, facial expressions, and paralinguis%cs such as voice tone or volume, body
language, personal space, eye contact, touch, and appearance. These non-verbal signals can
provide addi%onal informa%on and meaning to verbal communica%on. Paralingual communica%on
is non-verbal, but it’s not the right answer because the product owner didn’t communicate any
vocal messages. The scenario doesn’t describe ac%ve listening either, since the product owner is
not interac%ng or paying aMen%on to the demonstra%on.
Ques%on 52 = A Explana%on: The itera%ve method is the heart of the Agile development process.
Each itera%on generates a piece of the product un%l the final product is fully completed and
delivered. A typical itera%on process flow involves: -
%C2%A0%C2%A0%C2%A0%C2%A0%C2%A0%C2%A0%C2%A0%C2%A0 Analysis: to define the
itera%on requirements based on the product backlog, sprint backlog, and feedback from customers
and stakeholders. - Development: includes design and implementa%on based on the defined
requirements. - Tes%ng: involves Quality Assurance tes%ng. - Delivery: integra%ng the
working itera%on into produc%on, - Feedback: receiving customer and stakeholder feedback to
define the requirements of the next itera%on.
Ques%on 53 = B Explana%on: The burnup and burndown charts are created to iden%fy the amount
of workload achieved and how much remains to be completed (PMBOK 7th edi%on, page 188). In a
burndown chart, the line goes downwards, while in a burnup chart, the line goes upwards, which
in both cases illustrates the team’s progress. When burndown or burnup charts reveal issues
related to sprint progress, which can be due to both technical or non-technical reasons, a self-
organizing team should take correc%ve ac%ons. In their next retrospec%ve mee%ng, the team
needs to reflect on what happened and how to beMer handle issues in the future.
Ques%on 54 = D Explana%on: Aver 20 days, the total cost of rent will be equal to the equipment’s
price, i.e., $500 = 20 days x $25.
Ques%on 55 = C Explana%on: Working Methods (also known as Ways of Working) are the skills that
the project manager is developing through the training. The other two aspects of the PMI talent
triangle are Power Skills and Business Acumen. Ways of Thinking is a made-up term.
Ques%on 56 = A, B, C Explana%on: Examples of forecas%ng methods are %me series, scenario
building, and simula%on, as well as regression analysis, expert opinion, and causal/econometric
methods. Variance analysis is not a forecas%ng method. It is the quan%ta%ve measurement of the
difference between planned and actual behavior.
Ques%on 57 = B Explana%on: Nego%a%ng is the most important skill for project managers to have
when working with extremely limited budgets and resource alloca%ons.
Ques%on 58 = D Explana%on: The project manager must demonstrate transparency regarding their
decision-making processes. Communica%on and reasoning about decisions concerning the project
should be well-documented and accessible to everyone on the team. Transparency in project
communica%on allows team members to see all aspects and decisions of a project that may affect
or be of interest to them (PMBOK 7th edi%on, page 20).
Ques%on 59 = D Explana%on: Lean principles entail delivering as fast as possible while making
decisions as late as possible. Decisions should be based on as much informa%on as can reasonably
be gathered to keep all your op%ons open un%l you must make a decision. There are seven guiding
principles of lean prac%ces: Eliminate waste, Amplify learning, Decide as late as possible, Deliver as
fast as possible, Empower the team, Build integrity in, and See the whole. Reference: Effec%ve
Project Management Tradi%onal, Agile, Extreme, Hybrid by Robert K. Wysocki, pages 360-361.
Ques%on 60 = C Explana%on: The project manager should bear in mind that spoken
communica%on can lead to misunderstandings that may not occur when using wriMen
communica%on. Intercultural communica%on commonly entails communica%ng in a foreign
language. Fluently speaking a foreign language is not always enough to fully grasp it. In order to
develop intercultural communica%on skills, comprehending both the language and its cultural
context is required.
Ques%on 61 = B Explana%on: When conduc%ng a 100%25 inspec%on is not possible, the project
manager should opt for the sampling of a certain number from a batch (also known as a lot) of the
items and perform an inspec%on on the sample. Since tested filters cannot be used for the project,
the best course of ac%on is to order more than the required items in order to perform the
acceptance sampling.
Ques%on 62 = D Explana%on: A work authoriza%on system is a set of formal documented
procedures that establishes how project work will be authorized to ensure that work is done at the
right %me and in the correct sequence.
Ques%on 63 = C Explana%on: The best course of ac%on in this case is to use problem-solving or
collabora%on techniques to resolve this issue. Therefore, in order to avoid any future problems,
disintegra%on, or rework, organizing mee%ngs is the best op%on to iden%fy and resolve
misunderstandings among team members. The withdrawal technique should not be used in cri%cal
conflicts related to project work and deliverables, like in this scenario. Planning risks is supposed to
take place in the planning phase. But, since the project is in the execu%on phase, the project
manager needs to follow the established plan and resolve any occurring risks, pre-iden%fied or not.
A change request can be issued to manage an impacrul risk. The best communica%on method is
interac%ve face-to-face communica%on, that’s why talking to each team member individually isn’t
as effec%ve as gathering all team members in one mee%ng so they can interact with each other.
Ques%on 64 = A, C, D Explana%on: Lessons learned sessions are performed for the purpose of
learning from mistakes in order to avoid repea%ng them in the future. They also serve as an
opportunity to iden%fy and establish best prac%ces and build trust with stakeholders and team
members. Lessons learned mee%ngs should not be used to hold others accountable for mistakes
made during the project (PMBOK 7th edi%on, page 180).
Ques%on 65 = B Explana%on: A project charter is used to formally authorize both the project
manager to start the project, as well as document the project’s objec%ves and its high-level scope.
It also defines the responsibili%es and roles of all involved par%es in the project (PMBOK 7th
edi%on, page 184).
Ques%on 66 = C Explana%on: Sta%s%cal Sampling is a technique that involves tes%ng a small sample
of a product in order to make a predic%on about the total produc%on. Other sta%s%cal sampling
methods include systema%c sampling, cluster sampling, stra%fied sampling, and judgmental
sampling.
Ques%on 67 = C Explana%on: A screening system is the process of short-lis%ng vendors based on
predefined criteria, such as price, technical capabili%es, financial capacity, available resources, etc.
When certain criteria are more important than others, the criteria should be weighted. Choosing
the vendor that responds first to your announcement means you are just selec%ng and not short-
lis%ng vendors. When you only select the first ten vendors who respond to your announcement, it
is considered a screening system. Such a selec%on, however, is neither ra%onal nor reliable since it
won’t allow you to short-list the best, most qualified vendors.
Ques%on 68 = D Explana%on: Es%mate At Comple%on (EAC) is calculated by dividing the Budget At
Comple%on (BAC) by the Cost Performance Index (CPI) (PMBOK 7th edi%on, page 104). In this
example, EAC = (BAC / CPI) = $900 / 0.9 = $1,000. Alterna%vely, you can figure out the right answer
without doing any calcula%ons; Since the CPI is less than 1, the project is over budget. So, you need
to choose the es%mated cost at comple%on that is bigger than $900, which is op%on D: $1,000.
Ques%on 69 = A Explana%on: Bids, tenders, quotes, and proposals intersect with each other. Bids
or tenders are used when the project is large and the scope of work is clear. Quotes, however, are
mainly used to provide the price of par%cular products or services.
Ques%on 70 = D Explana%on: Unlike predic%ve approaches, projects that follow adap%ve
approaches have fixed resources and schedules and flexible scope. While the scope might change
in agile projects, teams commit to fixed work itera%ons known as sprints, when implemen%ng a
scrum framework.
Ques%on 71 = C Explana%on: The larger the Net Present Value (NPV), the more profitable the
project will be for the organiza%on. A posi%ve NPV indicates that the investment is worthwhile.
Ques%on 72 = D Explana%on: Agile project managers generally follow the servant leadership style,
which consists in leading through serving the team. Servant leadership focuses on capturing and
addressing the needs of team members in order to achieve good team performance (PMBOK 7th
edi%on, page 17). Par%cipa%ve leadership, aka democra%c leadership, involves solici%ng team
members’ input while decision-making rests on the par%cipa%ve leader. Autocra%c leadership is
when the leader makes all decisions on their own. Transforma%onal leadership is when the leader
mo%vates their team and enhances their produc%vity through high visibility and communica%on.
Ques%on 73 = A Explana%on: The “laissez-faire” style has a hands-off approach to management,
puhng employees in charge of decision-making. This leadership style offers people autonomy as a
mo%vator instead of rewards. Laissez-faire works successfully when applied to a skilled and
talented team. It is not enough for leaders to get the smartest people on board; they must also be
able to pick those who can work effec%vely with others. Autocra%c leadership, aka direc%ve
leadership, is when the leader takes all decisions by themselves. Democra%c or par%cipa%ve
leadership involves solici%ng team members’ input while the leader retains the ul%mate decision-
making authority.
Ques%on 74 = D Explana%on: There is no limit to the number of porrolios that an organiza%on can
manage concurrently. Porrolios should be established as long as there is a need to cluster projects
and programs to achieve strategic objec%ves.
Ques%on 75 = B Explana%on: Trying to convince upper management requires the use of
interpersonal skills, which are oven needed when acquiring resources. The project manager may
lack planning skills since she didn’t iden%fy the resource requirement from the beginning, but this
situa%on does not tackle this aspect or the need to respond to the risk associated with adding
more resources. In case the manager accepts her request, the project manager may not need to go
through the hiring process if resources are already available within the organiza%on.
Ques%on 76 = B Explana%on: Historical data is the most useful when it comes to valida%ng project
assump%ons. Constraints can’t help the project team confirm an assump%on. Organiza%onal rules
help establish the project parameters rather than validate assump%ons. Team members%27
recollec%ons or memories are not reliable since they’re not recorded. The team can use past
experiences, documenta%on, proof, feedback, and any previously completed projects or project
work as historical data to verify if a par%cular assump%on is correct or realis%c.
Ques%on 77 = B Explana%on: Tacit knowledge, aka implicit knowledge, is the type of knowledge
that can’t be transferred to another person by means of wri%ng or verbalizing. Examples of tacit
knowledge include insights, beliefs, experience, and know-how. The opposite of tacit knowledge is
explicit, formal, or codified knowledge (PMBOK 7th edi%on, page 70).
Ques%on 78 = B Explana%on: When joining a new organiza%on, it is very important that the project
manager grasps the organiza%on’s culture. Although talking to execu%ve managers and project
managers may help in this maMer, understanding the culture, i.e., how the organiza%on operates,
its policies, and its appe%te for risk, among other things should be the project manager’s first
priority when joining a new organiza%on.
Ques%on 79 = D Explana%on: In the described scenario, Sam had to concede his posi%on to
maintain harmony during the mee%ng. This conflict resolu%on technique is referred to as
withdrawal or avoidance, which results in a lose-leave situa%on (PMBOK 7th edi%on, page 169).
The project manager, on the other hand, used the smoothing or accommoda%ng technique, which
leads to a yield-lose situa%on by de-emphasizing differences.
Ques%on 80 = D Explana%on: Scrumban is a hybrid framework that combines Kanban with Scrum.
Work is organized in sprints, deno%ng the use of Scrum. Using a board to display and monitor work
progress, on the other hand, indicates the use of Kanban.
Ques%on 81 = A Explana%on: At the end of each itera%on, the project manager and the project
team should demonstrate a poten%ally shippable product increment to the concerned
stakeholders along with the Product Owner to get their feedback. This occurs during an Itera%on
Review Mee%ng. The product owner and stakeholders use this mee%ng to evaluate the product
and release backlog priori%es (PMBOK 7th edi%on, page 180).
Ques%on 82 = A Explana%on: The project took more %me than it should have most likely because
the project scope was not clearly defined. There is no indica%on in the described situa%on that the
project should have been broken down into smaller sub-projects. The project team doesn%27t
usually have the power to approve or disapprove change requests. Changes conducted on the
project scope fall under the Change Control Board%27s (CCB) responsibility. The fact that the
project has exceeded its allocated %me means that the sponsor is s%ll suppor%ng the project,
therefore the project should not be halted.
Ques%on 83 = A Explana%on: %E2%80%8BA histogram is a ver%cal bar chart showing how oven a
par%cular variable state occurs (PMBOK 7th edi%on, page 189). A histogram basically represents
data by breaking it down into different categories to help you make informed decisions. Each
column represents an aMribute or a characteris%c of the problem/situa%on.
Ques%on 84 = C Explana%on: Including an alterna%ve dispute resolu%on clause in a procurement
agreement, as well as a termina%on clause, is a common prac%ce. The dispute resolu%on process is
a resort for the contrac%ng par%es to seMle disputes and save the %me and cost of going to court.
Ques%on 85 = B Explana%on: A workaround is created to deal with uniden%fied & passively
accepted risks once they occur. Workarounds are responses to problems that arise over the course
of a project but were never iden%fied. A workaround is not a planned response because the issues
being addressed were not an%cipated ahead of %me.
Ques%on 86 = B Explana%on: An Agile Time and Materials contract allows the buyer to terminate
the contract at any %me during the project if they are dissa%sfied with the outcome. It is the
simplest among agile contracts: The supplier is paid for the %me spent delivering a service or
crea%ng a product as well as for the used materials in the process. On the other hand, an
Incremental Delivery Contract allows the buyer to review contract terms at designated points of its
dura%on; itera%ons, releases, monthly, quarterly, etc. This means that this type of contract can’t be
terminated mid-sprint for instance. An Early Termina%on Contract, aka Money for Nothing, allows
the buyer to terminate the contract at the end of any sprint. But, they need to pay the supplier a
percentage of the remaining contract value in order to be able to proceed with early termina%on.
Finally, the Target Cost Contract is based on two values: the “target” cost and the “cap”. The target
cost is lower than the cap, which represents the maximum sum a buyer can pay. If the project cost
ends up being lower than the target cost, the saved amount is shared between both par%es.
However, if the project cost is higher than the target cost, extra costs are shared between the two
par%es, but only up to the cap. However, if the project cost is higher than the cap, the supplier
solely supports all charges and the contract serves the same way as a fixed price contract.
Ques%on 87 = D Explana%on: Con%nuous Integra%on dictates that all changes to the applica%on
source code base be frequently tested and integrated to reduce risks, improve quality, and
establish a quick, reliable, and sustainable development pace. All of the other op%ons are made-up
terms.
Ques%on 88 = B Explana%on: Sunk Cost is any investment of resources, money, or %me that cannot
be recovered. In this situa%on, the $130,000 amount is not recoverable, i.e., sunk cost.
Ques%on 89 = C Explana%on: The right step consists in understanding why the feature was not
accepted in the first place, then moving on to making the required updates. Aver that, the feature
can be moved back to the backlog for repriori%za%on. Dele%ng the user story is not a ra%onal
choice since the feature has already been developed, which implies that it brings added value to
the product.
Ques%on 90 = A Explana%on: The project is behind schedule and under budget. You can calculate
the Schedule Performance Index (SPI) by dividing Earned Value (EV) by Planned Value (PV): SPI = EV
/ PV. If SPI > 1, then the project is ahead of schedule. If SPI < 1, then the project is behind schedule.
The Cost Performance Index (CPI) is calculated by dividing Earned Value (EV) by Actual Cost (AC):
CPI = EV / AC. If the CPI is > 1, then the project is under budget. If it is < 1, then the project is over
budget.
Ques%on 91 = C Explana%on: Conflicts should be addressed as early as possible using collabora%ve
and direct approaches. It’s also recommended that interpersonal conflicts be handled privately
among concerned team members rather than in open mee%ngs. Technical conflicts, on the other
hand, should be discussed in open mee%ngs so that the en%re team can par%cipate in finding a
solu%on. When disrup%ve conflicts persist, you should resort to formal procedures, including but
not limited to disciplinary ac%ons.
Ques%on 92 = A Explana%on: Check sheets, aka tally sheets, are used to gather facts in order to
facilitate the collec%on of more data concerning a poten%al quality issue (PMBOK 7th edi%on, page
175). A checklist, on the other hand, is used to verify whether a set of required steps has been
performed or not.
Ques%on 93 = C Explana%on: Communica%on in a high-context culture mainly focuses on the tone,
meaning, and underlying context of the message. In high-context cultures, what is said does not
convey all the meaning. The context and the background of the speaker, as well as other factors
are important to fully understand the message.
Ques%on 94 = B Explana%on: Qualita%ve Risk Analysis is the process of assessing a risk’s occurrence
probability and impact. This method helps to focus efforts on only high-priority risks by laying the
founda%on to perform a Quan%ta%ve Risk Analysis.
Ques%on 95 = B Explana%on: A company that truly understands Agile knows that tailoring its
processes is a con%nuous task. Projects are undertaken to create a unique service, product, or
result which means that every project is unique. This is where process tailoring steps in. Process
tailoring addresses the fact that project management processes are not “one size fits all”. Every
project has its own process needs and based on that, the project team needs to conduct the
needed adjustments to their processes. This can include adding, removing, or revising processes.
Ques%on 96 = A Explana%on: For the first itera%on of a new agile project, the scrum master can
use forecasted velocity since there is no available historical data to help them es%mate their team’s
velocity. Aver comple%ng the first sprint, the scrum master will be able to use actual velocity
instead of the forecasted one. Aver a few sprints, they can calculate the team’s average velocity to
determine the velocity range. Both %27Terminal velocity%27 and %27Cycle velocity%27 are not
terms associated with managing an agile project.
Ques%on 97 = B Explana%on: The product owner should let the team do their work and answer any
ques%ons they might have during the sprint. The product owner should not add more tasks.
Facilita%ng and protec%ng the team from interrup%ons are among the scrum master’s
responsibili%es. Plus, the sprint dura%on is determined at the beginning of the project and typically
does not change. Furthermore, any work items that cannot be completed by the team during the
sprint should be put back in the backlog and rescheduled for the upcoming sprints.
Ques%on 98 = C Explana%on: Training costs fall under the cost of conformance to quality. The cost
of quality is too generic as an answer since it comprises both the Cost of Conformance and the
Cost of non-conformance. The cost of nonconformance involves the cost of internal and external
failure costs, which is not the case here. The described scenario does not men%on that the training
was conducted to comply with certain regula%ons.
Ques%on 99 = C Explana%on: The project manager needs to understand the reason for recurrently
missed deadlines in order to provide appropriate support. As the project manager, they should
meet the team member to inquire about what’s going on with them and listen aMen%vely. To
address such issues, you should start out by simply naming the problem and asking for the team
member’s perspec%ve. You might learn that deadlines weren’t as clear as you thought, or that
there is something blocking their work progress. Talk about the impact of missed deadlines; The
idea here is to demonstrate that these aren’t simply arbitrary deadlines as they have real-world
consequences. You should clearly state your expecta%ons for what needs to change in the future.
Finally, discuss the next specific steps they’ll take to solve the problem – ideally, something
they%27ll come up with on their own, but if they’re struggling, you can be fairly direct about what
you’d like them to try.
Ques%on 100 = D Explana%on: In Agile, a project manager (also known as scrum master, project
team lead, or team coach) is responsible for removing impediments and ensuring that the cross-
func%onal team performs and delivers the product as ini%ally defined by the product owner
(PMBOK 7th edi%on, page 73 & Agile Prac%ce Guide, pages 40-41).
Ques%on 101 = B Explana%on: The daily scrum is not an event for problem-solving ac%vi%es.
However, the team can address any problem aver the standup mee%ng with a small group of
interested members (Essen%al Scrum by Rubin, Kenneth S, page 24). For the daily standup to be
effec%ve, the Scrum Master or the project manager must keep the aMendees%27 aMen%on on the
core agenda and %me-box any side conversa%ons which can always be carried out later, aver the
daily standup.
Ques%on 102 = C Explana%on: A user story is a brief descrip%on of deliverable value for a specific
user (PMBOK 7th edi%on, page 192). A user story is not a narra%ve story about users; it is a small,
granular work unit.
Ques%on 103 = A Explana%on: The team member tried to push out the user story because it
doesn’t meet the Defini%on of Ready (DoR); the user story is not ready for implementa%on as it
does not describe how to define rewards according to each employee’s role or posi%on within the
organiza%on. The Defini%on of Ready (DoR) represents a checklist of all the criteria that must be
met before a user story can be considered ready to be included in the sprint for execu%on (Agile
Prac%ce Guide, page 151).
Ques%on 104 = C Explana%on: External dependency is the rela%onship between project ac%vi%es
and external ac%vi%es that are not related to the project. Even though it’s beyond the project
team’s control, such a dependency should be reflected in the project schedule. On the other hand,
discre%onary dependencies, also referred to as sov logic, preferred logic, or preferen%al logic, are
not mandatory (PMBOK 7th edi%on, page 60).
Ques%on 105 = D Explana%on: Since they completed their project, which clearly consists of only
designing, producing, and delivering the sign, and aver gehng the client’s official approval of the
project%27s deliverables, the project manager%27s mission is done. They’re not part of the signs
installa%on process therefore no further steps are required. The signs produc%on project is
completed therefore submihng a change request doesn’t make sense. A company is already
assigned to install the signs so there is no need to create a new project charter.
Ques%on 106 = B, C Explana%on: In the described scenario, the first seven consecu%ve values are
found on either side of the mean. This is an example of the rule of seven, therefore the project
manager should iden%fy its cause. Moreover, the second to last request took 104ms, which is
below the 200ms lower control limit, so the API response %me is out of control.
Ques%on 107 = D Explana%on: In agile, the product owner should be in charge of managing the
product roadmap since they are responsible for the product’s success. The Product Owner’s
primary responsibility is to represent the business, which involves the crea%on and maintenance of
the Product Vision and Roadmap, as well as the Product Backlog.
Ques%on 108 = C Explana%on: The project team is expected to deliver shippable product features
by the end of each itera%on. During the Itera%on Review mee%ng, the project team demonstrates
their work to the product owner and concerned stakeholders, in order to get feedback and
approval (PMBOK 7th edi%on, page 179).
Ques%on 109 = B Explana%on: Grade refers to a category or rank given to en%%es having the same
func%onal use but different technical characteris%cs. A product can be of a high-grade (high-end)
or low-grade (low-end). A low-grade product is perfectly acceptable, as long as it fulfills
requirements. On the other hand, a low-quality product is always a problem and is never
acceptable. Every produced item must have high quality regardless of its grade; no one wants a
low-quality product. Example: You buy a basic model (low-grade) cell phone with no advanced
features, but it works well. Thus, we’re talking about a high-quality product. Although it is low-
grade, it keeps you sa%sfied (PMBOK 7th edi%on, page 241).
Ques%on 110 = B Explana%on: Physiological needs are at the lowest level of Maslow%27s hierarchy
triangle. Water, food, sleep, shelter, etc. are all vital, basic physiological human needs. Maslow
considers this level the most important as all the other needs become secondary un%l these needs
are met.
Ques%on 111 = C Explana%on: When there are only a few sellers in the market, any ac%on taken by
one of them has an impact on the others, hence the term oligopoly. However, when there is only
one seller who dominates the market, it’s called a monopoly.
Ques%on 112 = B Explana%on: Even if there is no official archiving procedure in place, the company
should s%ll organize, index, and keep the data related to completed projects. Project records
should be kept for future use, therefore they should not be discarded by the project manager. The
client should not have access to the project archive since it might contain private confiden%al data.
Ques%on 113 = B Explana%on: As soon as a change gets approved, the project manager must
update the %me, cost, and scope baselines to reflect the impact of the change on all project
aspects. A change control system represents a descrip%on of the way changes to the project scope
should be managed. Actual changes are not part of the change control system. Each change gets
through review as well as risk assessment by the Change Control Board (CCB) before gehng
approved or rejected.
Ques%on 114 = A Explana%on: Velocity is the measurement of how much work is completed in
each sprint. It is calculated by adding up the sizes of the completed items by the end of the sprint
(Essen%al Scrum by Rubin, Kenneth S, page 119). The sprint backlog is a list of product backlog
items pulled into a sprint, which may not be completed by the end of the sprint. Average velocity
represents the average velocity of all the previous sprints. The forecas%ng velocity is used when
the team is new to the Agile approach and has no historical data.
Ques%on 115 = A Explana%on: The 5 Whys technique is a simple and effec%ve problem-solving
tool. Its primary goal is to determine the precise source of a given problem by asking a sequence of
“Why” ques%ons. One of the main factors for the successful implementa%on of the technique is to
make an informed decision based on an insighrul understanding of what is happening. Kano and
MoSCow are agile priori%za%on techniques. The “Four Whys” is a made-up term.
Ques%on 116 = C Explana%on: The product owner is the one responsible for accep%ng or rejec%ng
the demonstrated product increment during the itera%on review mee%ng. This means that the
icon size should not be increased since the product owner didn’t ask for any modifica%ons. The
cross-func%onal team, including the senior graphic designer, as well as the scrum master, does not
have the authority to decide whether a product increment or feature is complete or requires
further development.
Ques%on 117 = B Explana%on: The two team members used confron%ng as a conflict resolu%on
technique, which is also known as problem-solving. This technique is used when conflic%ng par%es
focus on finding the best solu%on while having confidence in each other’s judgment and ability to
solve the issue (PMBOK 7th edi%on, page 168). This is not “collabora%ng” since the scenario did
not involve different points of view and perspec%ves on how the issue should be addressed. It’s
not “forcing” either since the second member accepted the first member’s sugges%on without
being forced to do so. Norming is not a conflict-resolu%on technique, it is a team development
stage according to the Tuckman Ladder model.
Ques%on 118 = C Explana%on: The contract comprises all of the other men%oned documents. Any
changes to any of the predetermined contract terms between the subcontractor and the project
manager, including the defined scope of work, should be addressed in the contract. The scope only
reflects the change in the workload but it does not address how this change will impact other
aspects (Fee increase, change of comple%on date, etc.). The procurement management plan is
used to define the process of what, when, and how to acquire material or services from third
par%es. Yet, it doesn’t define the contractual engagement with each of them. The change control
system doesn’t also define the rela%onship between the vendor and the project.
Ques%on 119 = C Explana%on: Accuracy describes how close a measurement is to an accepted
value. Precision describes the sta%s%cal variability of produced measurement (it can be far off the
accepted value) (PMBOK 7th edi%on, page 55).
Ques%on 120 = B Explana%on: S-Curves visualize the evolu%on of a project cost over a period of
%me. The name is derived from the S-shape that data usually form, with low costs at the project’s
start and end, and increasingly elevated costs mid-project.
Ques%on 121 = A Explana%on: Focus groups bring together stakeholders and subject maMer
experts to interac%vely discuss and learn about their expecta%ons and ahtudes towards a
proposed service, product, or result (PMBOK 7th edi%on, page 15).
Ques%on 122 = D Explana%on: Risk acceptance implies recognizing the existence of a threat,
without taking any prac%cal ac%on (PMBOK 7th edi%on, page 248). Acceptance can be either
passive or ac%ve. Establishing a con%ngency reserve to handle the threat if it does occur, is
considered an ac%ve acceptance strategy. Passive acceptance, however, involves no proac%ve
ac%on apart from periodically reviewing the threat status to make sure it’s not changing
significantly.
Ques%on 123 = C Explana%on: Any changes made to the product can impact warranty clauses
Therefore, the project manager should ensure that the clauses line up with the final specifica%ons.
The project closure phase could comprise warranty or support where the project budget is used to
fix any defects discovered aver the product shipment.
Ques%on 124 = B Explana%on: $20,000 is the opportunity cost or the “loss” of not choosing the
second project. Opportunity cost is the poten%al return, value, or benefit given up by choosing one
alterna%ve over another alterna%ve.
Ques%on 125 = A Explana%on: When data points in a scaMer diagram form a circle or spread
randomly in a way that it’s impossible to draw a line across them, it indicates Zero Degree
Correla%on or No Correla%on. A posi%ve correla%on is when the number of accidents increases
with age, whereas a nega%ve correla%on is when the number of accidents decreases with age.
Circular correla%on is a made-up term.
Ques%on 126 = B Explana%on: Since it is a local custom, the project manager should accept the giv
and inform management. Project managers should refrain from accep%ng or offering givs,
payments, or any form of compensa%on for personal gain unless it is in accordance with the laws
or customs of the country where the project is being executed. Rejec%ng or returning givs may be
considered inappropriate and rude in some cultures. The best thing to do in such a situa%on is to
accept the giv and then inform their management.
Ques%on 127 = A Explana%on: Among the drawbacks of the cri%cal path method is the assump%on
that all project resources are available all the %me, not taking into considera%on resource
dependencies. The cri%cal Chain, on the other hand, takes resource availability into account. The
other two op%ons are not related to network diagrams; PERT is an ac%vity es%ma%on technique
while Sprint Planning is a Scrum event.
Ques%on 128 = B Explana%on: The Change Control System is a set of procedures that describes
how modifica%ons to the project deliverables and documenta%on are managed and controlled
(PMBOK 7th edi%on, page 237). The Change Control Board (CCB) is responsible for reviewing,
evalua%ng, approving, delaying, or rejec%ng changes to the project. Not every project has a change
control board. The organiza%onal process assets refer to plans, processes, guidelines, and
knowledge repositories that are unique to and employed by the organiza%on. The scope
management plan, on the other hand, only explains the scope%27s defini%on, development,
monitoring, control, and valida%on procedures.
Ques%on 129 = B Explana%on: Agile teams don%27t focus on how to predict the project work;
instead, they try to focus on high-priority tasks, gehng early feedback, and adop%ng the servant
leadership approach.
Ques%on 130 = C Explana%on: Transi%ons and changes of roles are all common occurrences in a
project. Therefore, crea%ng a transi%on plan can ensure the smooth func%oning of the project
during %mes of change. A transi%on plan outlines the hand-off process and defines all the
priori%es, goals, and strategies for a successful shiv. However, the project manager can only ask
the team member to prepare this plan when his promo%on becomes official through a transfer
order, for instance. Transferring responsibili%es or hiring other resources should not be based on a
mere possibility. Giving bad feedback about the team member’s performance to delay his
promo%on un%l the project is completed is not ethical.
Ques%on 131 = D Explana%on: %E2%80%8BProject scope verifica%on or control involves reviewing
deliverables to make sure that each is appropriately completed as per requirements. Any
discovered inconsistency or dissimilarity should be rec%fied before seeking the sponsor’s formal
approval through the “validate scope” process.
Ques%on 132 = A Explana%on: Total Float = Late Start date – Early Start date = 15 - 10 = 5
Ques%on 133 = C Explana%on: %E2%80%8BSince the project manager is ranking suppliers through
the use of specific criteria (aka evalua%on criteria), it means that they are using a weigh%ng system
to score each supplier’s performance on each criterion. The project manager is not doing any
contract nego%a%ons yet. Plus, they are not using a screening system since they are not
elimina%ng sellers who do not meet par%cular condi%ons.
Ques%on 134 = A Explana%on: The cost increase should be tracked and communicated using a cost
variance report. A formal representa%on of the cost increase is not necessary. A memo is not the
appropriate means in this situa%on.
Ques%on 135 = D Explana%on: The project manager should inform the product owner and discuss
with them the different op%ons and measures. If the release date cannot be changed then the
product owner could re-priori%ze the release backlog. The project manager or scrum master
should not repriori%ze the backlog. Addi%onally, decomposing user stories cannot result in more
produc%vity nor increase the team’s velocity since the amount of work will s%ll be the same.
Adding more developers to the team may increase the velocity, but it will increase costs as well.
Plus, this op%on should be approved by the product owner, and could only be adopted when
mee%ng the release deadline and finishing its scope are more important than costs.
Ques%on 136 = B, C Explana%on: Bidder conference, aka contractor conference or vendor
conference, is arranged to ensure that sellers have a common understanding of the project
procurement requirements (PMBOK 7th edi%on, page 70). During the conference, the project
manager and the stakeholders will discuss their procurement needs and answer any ques%ons the
sellers might have. In a bidder conference, the project manager does not shortlist prospec%ve
sellers or award the contract.
Ques%on 137 = A Explana%on: The project budget might change as the project progresses. In this
case, the project manager informed management about the new forecasted budget; (BAC +
$35,000), which is known as EAC (Es%mate at Comple%on).
Ques%on 138 = B Explana%on: 20%25 of the project’s Earned Value is completed: EV = %25 finished
x BAC = $24,000. $40,000 is the project’s planned value and not its earned value. The $20,000 is
the actual cost. The available informa%on is enough to be able to calculate the project’s EV.
Ques%on 139 = A, B, C Explana%on: Destruc%ve tes%ng loss is an example of the cost of
conformance, the rest fall under the cost of non-conformance. Cost of Non-Conformance includes
the expenses arising due to non-conformance to quality requirements. Cost of Non-Conformance
can be divided into two categories: Internal Failure Costs are incurred when defects are detected
internally (i.e. not yet presented to the customers) which include defect repair and rework.
External Failure Costs are incurred when defects are discovered aver the deliverables have been
shipped to customers (this is the worst type of quality cost) These include warranty work,
liabili%es, and loss of business goodwill. Reference: PMBOK 7th edi%on, page 89.
Ques%on 140 = C Explana%on: Before taking any correc%ve measures, the project manager should
determine the underlying cause of the problem. If it turns out that the concerned team member is
overallocated, it might be beMer to assign some of their work to other writers. Regardless of their
slow work pace, the concerned team member is doing a great job. Therefore, removing them from
the project can have a nega%ve impact on the quality of the deliverables. Assigning them to non-
cri%cal tasks can have a bad impact on their mo%va%on, plus it does not resolve the main problem,
i.e. their slow work pace.
Ques%on 141 = C Explana%on: Passive risk acceptance is an appropriate approach when it is best to
handle the risk when it does occur. No proac%ve ac%on is needed for passive acceptance other
than periodically reviewing the threat to ensure that it does not change significantly (PMBOK 7th
edi%on, page 123).
Ques%on 142 = D Explana%on: Successful leaders are able to communicate the project vision to
their team so that everyone has a shared vision of the bigger picture. When the whole project
team understands this vision, individuals are able to see where they fit in and how each of them
contributes to the success of the project (PMBOK 7th edi%on, pages 23-25).
Ques%on 143 = B Explana%on: Uncertainty refers to a lack of definite knowledge and sureness. In
uncertainty, the outcome of an event cannot be guessed or measured since you lack informa%on
on the event. Unlike ambiguity, uncertainty is not an unknown risk. On the other hand, complexity
can be defined as a situa%on where the interconnectedness of variables is so high, that the same
condi%ons and inputs can lead to very different outputs or reac%ons. Vola%lity is when a challenge
is unstable or unexpected and may be of unknown dura%on, but it is not necessarily difficult to
understand (PMBOK 7th edi%on, page 117 & Managing in a VUCA World by Oliver Mack,
Anshuman Khare, Andreas Krämer, and Thomas Burgartz, pages 6-7).
Ques%on 144 = B Explana%on: Vo%ng is a technique for collec%ve decision-making which can be
used to generate and priori%ze project requirements. Unanimity, plurality, and majority are
examples of vo%ng techniques. A majority decision requires being supported by more than 50%25
of the group members.
Ques%on 145 = D Explana%on: KAIZEN means ‘improvement’ in Japanese. KAIZEN is a prac%ce and
a philosophy that focuses on the con%nual improvement of produc%vity throughout all life aspects.
KAIZEN aims to create a good team atmosphere, improve everyday procedures, ensure employee
sa%sfac%on, and make a job more fulfilling.
Ques%on 146 = B Explana%on: A secondary risk is a risk caused by a response to a primary risk; the
secondary risk would not exist if the risk response was not taken.
Ques%on 147 = B Explana%on: In such situa%ons, the project manager should not pay and should
instead follow the chain of command and solicit their support in providing security to the project
team. This situa%on is considered bribery or at least palm greasing. Nevertheless, the project
manager should act proac%vely and take all security measures.
Ques%on 148 = A Explana%on: As the PMI code of ethics indicates under the Fairness chapter, the
project manager should disclose any poten%al or real conflict of interest to stakeholders (PMI Code
of Ethics and Professional Conduct, page 5).
Ques%on 149 = D Explana%on: Sprint Retrospec%ve is a process-oriented mee%ng that is held at
the end of each itera%on. Its purpose is to explicitly reflect on the most significant events that have
occurred during the itera%on in order to make decisions on how to improve processes during the
next itera%on. Sprint review or demonstra%on, on the other hand, is a product-oriented mee%ng.
Ques%on 150 = A, B, D Explana%on: The project manager should use methodical steps to perform
problem-solving. These steps include: Iden%fying or specifying the problem, defining the problem
and breaking it into smaller manageable problems, inves%ga%ng by collec%ng data, analyzing to
detect the root cause of the problem, solving by choosing the suitable solu%on, and checking the
implemented solu%on to determine whether the problem has been fixed or not. Preven%ng the
problem is not correct because the problem already took place in the described scenarios.
Ques%on 151 = C Explana%on: The decision tree method can help the project manager choose the
best op%on for their project. Decision trees are used to support the selec%on of the best course of
ac%on among several alterna%ve possible op%ons. The decision tree uses branches represen%ng
the different decisions or events and their associated costs and risks. A Pareto chart is mostly used
to display and priori%ze the various root causes of a problem or an error. Control charts display
trends and sampling results and are used to determine whether a process is stable or has
predictable performance. Trend analysis can predict future trends and outcomes based on
historical data.
Ques%on 152 = B Explana%on: Six Sigma is a quality management methodology used to help
businesses improve their processes, products, or services by discovering and elimina%ng defects.
The Six Sigma process is expected to produce 99.99969%25 defect-free products (or only
0.0000034%25 of defec%ve products).
Ques%on 153 = B, C Explana%on: A Time & Material (T&M) contract is an agreement in which the
contractor is paid on the basis of the actual labor cost (in hourly rates – man-hour) in addi%on to
any materials and equipment usage. This contract type is used when there is no firm scope, or the
work dura%on is not determined (i.e. ongoing development of the product) (PMBOK 7th edi%on,
page 153).
Ques%on 154 = D Explana%on: Improving feelings of trust and cohesiveness among team members
improves produc%vity. Team cohesion is when people feel fulfilled and driven to achieve a
common goal. Therefore, working on increasing cohesion among the team through the
establishment of posi%ve rela%onships, team goals, and shared values increases team
members%27 commitment and helps boost their engagement.
Ques%on 155 = C Explana%on: The BoMom-up es%ma%on technique is used when project
requirements are decomposed into small, feasible work elements which are then aggregated to
es%mate the cost of the en%re project. The BoMom-up technique can be used to provide a precise
es%mate of both the project cost and dura%on.
Ques%on 156 = B Explana%on: In a cost-reimbursable contract, the buyer takes on more risk since
the seller charges the buyer for all legi%mate expenses related to comple%ng the product or
service, as well as a fixed fee as profit for their work. The buyer assumes the risk of ending up with
higher scope costs than es%mated. However, in a Fixed Price Contract, the buyer doesn%27t
assume any risk, while in a Time & Material Contract both the buyer and the seller share the risk;
on the buyer’s side, costs might escalate due to the undetermined dura%on of the contract, while
the seller’s profit might decrease due to poten%al material/resources cost increase over the
project life cycle. (PMBOK 7th edi%on, page 191).
Ques%on 157 = C Explana%on: The dura%on of a milestone is zero because it denotes a significant
achievement, point, or event in a project, such as the comple%on of a par%cular deliverable for
instance (PMBOK 6th edi%on, page 186).
Ques%on 158 = A Explana%on: The stakeholders can submit a change request that can be recorded,
evaluated, and either approved or rejected by the Change Control Board (CCB). As long as the
change management process is followed, the project scope can be changed. The project sponsor
could be part of the CCB which will be taking the decision concerning the stakeholders%27 change
request. Therefore, it’s not appropriate for the project manager to escalate the situa%on to the
project sponsor.
Ques%on 159 = A Explana%on: %E2%80%8BTransac%onal leadership implies using rewards and
punishment to mo%vate the team. The disadvantage of this type of leadership is that it can’t keep
followers mo%vated in the long run.
Ques%on 160 = C Explana%on: AMemp%ng to produce deliverables of a higher quality than required
to exhaust the allocated budget and sa%sfy the project client is known as gold pla%ng. The
described scenario depicts poor project and cost management. The Integrated change control
process consists of reviewing, approving or rejec%ng, and managing change requests, which is not
the case here. Budget compliance is an irrelevant concept used in the informa%on security domain.
Ques%on 161 = C, D Explana%on: This is an example of nega%ve risk, therefore, the project
manager should use either mi%ga%on to minimize the impact of the risk or avoidance to
completely eliminate the risk. The other two strategies, exploit and enhance, are posi%ve risk
response strategies (PMBOK 7th edi%on, pages 123, 125).
Ques%on 162 = D Explana%on: The Just in Time (JIT) technique implies only using resources when
they are needed. For instance, instead of acquiring a large inventory of spare parts to be used in
manufacturing, you only obtain the parts you need when needed. Elimina%ng waste is also one of
the Lean management principles. However, Lean management is a philosophy and not a technique.
On the other hand, Kanban is a lean method for managing and improving work while KAIZEN is a
quality management philosophy that consists of the con%nuous integra%on of gradual
improvements to enhance business, performance, and efficiency.
Ques%on 163 = C, D Explana%on: Facilita%on means assis%ng others in dealing with a process,
reaching an agreement, or finding a solu%on without personally or directly gehng involved in the
process, discussion, etc. For the facilitator to maintain an impar%al posi%on, they should approach
the discussion as an unbiased voice.
Ques%on 164 = C Explana%on: As a conflict resolu%on technique, compromise results in a lose-lose
situa%on since the solu%on is par%ally sa%sfactory to both par%es but completely sa%sfactory to
neither. Since neither party really gets what they want, compromise oven results in resentment
which can affect the produc%vity of the involved par%es. Other conflict resolu%on techniques
include: - Forcing: which leads to a win-lose situa%on. - Smoothing: which leads to a yield-
lose situa%on - Withdrawing: which leads to a lose-leave situa%on - Problem-solving or
confronta%on: which leads to a win-win situa%on. Reference: Guan, D. (2007). Conflicts in the
project environment. Paper presented at PMI Global Congress 2007.
Ques%on 165 = B, C, D Explana%on: Feature burnup and burndown charts, lead %me, and cycle
%me provide in-the-moment measurements, giving insight into the team’s capacity and the
schedule’s predictability. Lead %me is the dura%on between task crea%on and task comple%on.
Cycle %me, however, is the dura%on between the moment the team starts working on a user story
and the moment it gets delivered to the end user. The product backlog is not a measurement, it’s
rather a list of the work that needs to be done to develop the final product.
Ques%on 166 = C Explana%on: In any business, customers or sponsors have to be the highest
priority when delivering a product. It’s not enough to deliver a func%oning product; the product
must work for the customer or the sponsor’s needs.
Ques%on 167 = A Explana%on: The crea%on of a task for the product demonstra%on and making it
part of the sprint allows the team to dedicate the needed %me to properly prepare for the
demonstra%on. However, you should keep in mind that the sprint demo shouldn’t take up too
much of a Scrum team’s %me. Time shouldn’t be spent puhng long slide decks together, for
instance. Team members should focus on their work and only include stories that meet the team’s
Defini%on of Done in the demonstra%on. Typically, a day or two before the end of the sprint, the
project manager should hold a short demo run-through to give their notes on the things the team
needs to set up in order to properly perform the demonstra%on.
Ques%on 168 = B Explana%on: The %me it takes to complete a task from start to finish is referred to
as cycle %me (PMBOK 7th edi%on, page 99). Actual Time and Real Time are used interchangeably
to refer to the daily period during which team members are produc%vely working on their assigned
tasks. When the Agile team is fully produc%ve and they’re not being interrupted by aMending
mee%ngs or checking emails, we%27re talking about the Ideal Time or Ideal Days.
Ques%on 169 = C Explana%on: The team’s next step should be con%nuing with the planning ac%vity
by decomposing the priori%zed features into stories and tasks. During the sprint planning
workshop, the product owner determined top-priority features for the Agile team. The team
should ask for more details in order to turn a high-level user story in the product backlog into more
precise and detailed tasks to carry out during the sprint. The product owner doesn%27t have to
describe every item in the product backlog. Such decomposi%on is rather made in adap%ve
planning.
Ques%on 170 = B Explana%on: Team members missed out on the benefit of discussing the
reasoning behind their es%ma%ons when they immediately moved on to re-es%ma%on. Oven,
es%mates vary in the first round of planning poker. The team should discuss the story and each
one%27s es%mates. Aver the discussion, each team member should re-es%mate the story again by
selec%ng a card. The process should be repeated un%l reaching a consensus. The number of
es%ma%on rounds may vary from one user story to another.
Ques%on 171 = D Explana%on: Some projects engage several candidate sellers for ini%al paid work
before making the full commitment to one seller. This allows the buyer to evaluate poten%al
partners, while simultaneously making progress on project work.
Ques%on 172 = D Explana%on: Transi%oning a team to Agile could be difficult and confusing when
they are not accustomed to or familiar with this approach. One of the most effec%ve transi%on
methods is the adop%on of a hybrid approach that combines both predic%ve and adap%ve
methods as a means of introducing Agile to the team.
Ques%on 173 = A Explana%on: The project team made the assump%on that all of the company’s
computers are compa%ble with the new opera%ng system. Consequently, they planned the project
based on this belief. But later on, they found out that their assump%on is untrue. Assump%ons
should be logged during the project planning phase to take into considera%on when crea%ng the
project plan, and that’s what the team most probably did. Therefore, the issue is not a result of
poor planning. Since it wasn’t discovered during the project execu%on, the encountered issue
wasn’t iden%fied as a risk. The purpose of the project is to implement the new version of the
opera%ng system, so it cannot be considered a constraint. Yet, the hardware characteris%cs of the
company’s computers are a constraint since they can hinder the project’s success.
Ques%on 174 = B Explana%on: %E2%80%8BAverse means opposing. A risk-averse organiza%on is
not very suppor%ve nor crea%ve towards risks. Such organiza%ons usually try to avoid risks unless
there is a good reason to accept them.
Ques%on 175 = D Explana%on: The described situa%on depicts Risk Mi%ga%on. The project
manager did not cancel the contract because the contractor might go bankrupt. They did not
breach the contract either by gehng in touch with another supplier. They contacted a different
vendor in order to keep their op%ons open and have other alterna%ves in case the risk occurs. By
doing this, the possibility of the project’s delay is reduced.
Ques%on 176 = C Explana%on: In a predic%ve approach, Lag is when an ac%vity is complete and
there is a delay before the subsequent ac%vity starts (PMBOK 7th edi%on, page 59). For example,
in order to paint a room, you need to first apply the primer coa%ng, then you have to let it dry for
two days before applying the final coat of paint. These two days of wai%ng for the primer coat to
dry are referred to as Lag Time.
Ques%on 177 = C Explana%on: The CPI (Cost Performance Index) is a measure of the conformance
of the actual work completed (EV, Earned Value) with the incurred Actual Cost (AC): CPI = EV / AC =
$2,000 / $1,000 = 2 which means that the project is under budget. The Schedule Performance
Index measures the conformance of actual progress to the planned progress (SPI = EV / PV). Since
the PV is unknown, we can’t find out if the project is behind or ahead of schedule.
Ques%on 178 = A Explana%on: Management reserve is used to deal with uniden%fied risks, aka
“unknown-unknowns”. Management reserve is part of the project budget, but it’s not part of the
cost baseline. It is not an es%mated reserve either; it is rather defined according to the
organiza%on’s processes and policies. It can represent 5%25 of the total project cost, for example.
As the name indicates, this reserve is controlled by management and not by the project manager.
Therefore, any usage of this reserve should be pre-approved by management (PMBOK 7th edi%on,
page 242).
Ques%on 179 = C Explana%on: Suppor%ve is a type of PMO. A situa%onal leader is one who
employs a variety of leadership styles depending on the situa%on. Leadership styles include
Direc%ng, Facilita%ng, Coaching, Autocra%c, Consulta%ve, Consulta%ve-Autocra%c, Consensus,
Bureaucra%c, Democra%c or par%cipa%ve, Analy%cal, Driver, Influencing, Laissez-faire,
Transac%onal, Servant, Transforma%onal, Charisma%c, and Interac%onal.
Ques%on 180 = A Explana%on: The Code of Ethics and Professional Conduct states that project
managers should cooperate with any inves%ga%on concerning ethics viola%ons, which includes
providing any informa%on related to the viola%on.