Questions

1. You are working on a large size construction engineering project for the city.
The project sponsor has warned you about certain troublesome stakeholders. In
the context of this project, who would you define stakeholders as?
A. The project engineers who design and construct the project.
B. The people, groups, or organizations that could impact or be impacted by a
decision, activity, or outcome of the project.
C. The organization's corporate attorneys.
D. The individuals or agencies that control contingency funds and their
disbursement through the project management office (PMO).

2. You are working on a large sized Agile software engineering project for the
city. The project sponsor has warned you about certain troublesome
stakeholders. To increase the chances of achieving project success on an agile
project, the project manager should do all of the following except:
A. Identify the stakeholders early in the project or phase.
B. Analyze the stakeholders' levels of interest and individual expectations as
well as their importance and influence.
C. Stick to the same plan used for other clients when managing stakeholder
engagement
D. Communicate and work with stakeholders to meet their needs/expectations.

3. You are managing a critical project for your organization that has the potential
to significantly impact its future direction and profitability. During your
stakeholder analysis, you've identified a stakeholder with keen interest, Jack,
the Chief Operations Officer (COO) of the company. Through your analysis, it's
evident that Jack possesses significant decision-making authority and can
 influence resources, budgets, and key personnel linked to your project. What is
the best strategy for him? A. Manage Close
B. Keep Informed
C. Keep Satisfied
D. Monitor

4. You're leading a transformative project within your organization aimed at

implementing a new IT system. As you conduct your stakeholder analysis, you
identify Jill, a front-line employee who will be an end-user of the system. She
has been with the company for several years and, while she doesn't hold a
managerial or decision-making position, she is deeply passionate about the
tools she uses daily. What is the best strategy for her?
A. Manage Close
B. Keep Informed
C. Keep Satisfied
D. Monitor

5. You're spearheading a project that involves the development of a new software

tool aimed at improving internal processes. During your stakeholder analysis,
you identify Bob, a senior executive in the company with significant decision-
making power. However, given his broad range of responsibilities and the
project's specific nature, he hasn't shown a pronounced interest in the day-to-
day details of the initiative. What is the best strategy for him?
A. Manage Close
B. Keep Informed
 C. Keep Satisfied
D. Monitor

6. You are dealing with impossible stakeholder demands on your project team.
What should the team do?
A. Engage with servant leadership to work with this stakeholder (and possibly
product owner)
B. Invite the stakeholders to the weekly retrospective to observe team interaction
C. Record the problems in the impediment log and discuss them during the daily
scrum
D. Record these as issues in the risk register and resolve as the opportunity
permits

7. The power/interest grid classification model for stakeholders' analysis suggests:

a. Keeping high-power/high-interest stakeholders informed.
b. Keeping high-power/low-interest stakeholders satisfied.
c. Monitoring low-power/high-interest stakeholders.
d. Managing low-power/low-interest stakeholders closely.

8. You are involved in the process of communicating and working with

stakeholders to meet their needs/expectations, address issues as they occur, and
foster appropriate stakeholder engagement in project activities throughout the
project life cycle. Despite your best efforts, the project stakeholders complain
about unclear work assignments or work progress. What should you do next?
Choose the TWO BEST options

a. Consider an additional daily end-scrum just before closing

b. Use the sprint planning ceremony to discuss and resolve these issues
c. Consider Kanban boards to see the flow of work
d. Consider a daily standup to walk the board and see what work is where
9. Your stakeholders are very engaged on your project. They attend every daily
Scrum and they also attend Sprint planning. While in Sprint planning, they
complain about their estimates from the last Sprint saying that they were very
inaccurate. What should you do to address their concerns about estimating?
Select all that apply.
a. Address their concerns with the product owner and develop a strategy to
prevent complaints
b. Reduce story size by splitting stories.
c. Use bottom-up estimation with relative sizing engaging the entire team to
estimate.
d. Consider agile modeling or spiking to understand what the story is.

10. An accepted deadline for a project approaches. The project manager realizes
there is a certain disagreement and misalignment of understanding on the
project. Certain elements under discussion and in dispute have also arisen as a
result. What should the project manager do?
a. Process as potential conflicts in project documents updates
b. Document these as potential changes in the change log
c. Document these as issues in the issue log
d. Document this as conflicts in the action item log

11. The project manager develops an improvement plan to encourage continuous

process improvement during the life of the project and to keep stakeholders
 happy. As you are checking your stakeholder metrics, which of the following
would you use to Gauge the likelihood of a stakeholder recommending you to
others?
a. Stakeholder engagement plan
b. Net Promoter Score
c. Share of Wallet
d. Mood Chart

12. You are using a technique that combines power, interest and attitude elements
into a three-dimensional model that can be useful in identifying and engaging
the stakeholder community. It provides a model with multiple dimensions that
improves the depiction of the stakeholder community as a multidimensional
entity and assists with the development of communication strategies. What does
this describe?
a. Stakeholder cube
b. Stakeholder mapping
c. Stakeholder representation
d. Stakeholder engagement log

13. You are tracking stakeholder and team morale on your project. What Should
you do?

A. Use a work performance report to measure work done

B. Check team velocity for the current sprint
C. Check unplanned team turnover
D. Check the To-Complete-Performance Index

14. As a project manager in the information technology software industry, you are
leading a project to develop a new software application. During the execution
phase, you identify a stakeholder who has significant influence but is not
actively engaged in project activities. What should you do next to manage this
stakeholder effectively?

A. Assess the stakeholder's needs, interests, and level of influence to tailor an

appropriate engagement strategy.
 B. Initiate proactive communication with the stakeholder to understand their
expectations and address any concerns.
C. Collaborate with the project sponsor and key stakeholders to gather their
insights on engaging the influential stakeholder.
D. Update the stakeholder register and communication plan to incorporate the
stakeholder's requirements and expectations.

15. You are a project manager in the education industry, leading a project to
implement a new learning management system. During the execution phase,
you encounter resistance to change from a group of faculty members who are
key stakeholders in the project. What should you do next to manage this
stakeholder resistance effectively?
A. Assess the reasons for stakeholder resistance and develop a change
management plan to address their concerns.
B. Initiate targeted stakeholder engagement activities to communicate the
benefits and address any misconceptions.
C. Collaborate with the project team and other stakeholders to gather their
support in influencing the resistant stakeholders.
D. Update the stakeholder management plan to include specific strategies for
managing stakeholder resistance.

16. As a project manager in the financial and banking industry, you are leading a
project to implement a new online banking platform. During the execution
phase, you identify a stakeholder who is not actively participating in project
meetings and decision-making processes. What should you do next to manage
this stakeholder effectively?
 A. Assess the stakeholder's level of involvement and influence to determine the
best approach for engaging them.
B. Initiate communication with the stakeholder to understand their expectations
and address any barriers to participation.
C. Collaborate with other key stakeholders to identify potential strategies for
involving and engaging the stakeholder.
D. Update the stakeholder register and communication plan to reflect the
stakeholder's level of participation.

17.The Product Owner and the team discussed the user stories planned for a
particular project. The team pointed out that none of the stories had acceptance
criteria defined, and that these were needed to define the acceptance tests for
each story and deliverable. However, they could not agree on when exactly
these needed to be defined. Ideally, when should the acceptance tests be
defined?
A. Before release planning
B. During the iteration
C. During the review
D. In refinement, before development

18. A team was working on a complex product that required integration of many
complex parts. The team decided to commit to integrating the product every
 few hours during the development - an adaptation of the Agile practice of
Continuous Integration. In what way would this practice be most helpful to the
team?
A. To reduce the length of the iteration
B. To increase the team velocity
C. The product would be in a near releasable state at any time
D. To gain customer acceptance

19.A team was planning the deliverables of a 2-week time box, which represents a
Sprint. The Scrum Master who is the Team Facilitator was helping reconcile the
expectations of the Business (represented by the Product Owner) and the Team.
It was agreed that the team would complete the deliverables before the
completion of the time-boxed Sprint and that the Product Owner would not
change the requirements related to those deliverables during the Sprint. Why is
this agreement necessary?
A. To incorporate "Flexibility" as a value in Sprint planning
B. To ensure that the Agreed goals can always be met
C. So that both the business and the team get what they want
D. To ensure there is reciprocal commitment from both ends