Type Number of options

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MCQ, One Correct Option 4

MCQ, One Correct Option 4
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MCQ, Multiple Correct Options 5
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Questions
A project manager was recently assigned to an information technology project. The project is in the initiation stage, and the te

What initial step should the project manager take to address this issue effectively?

A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy
A project manager is working on a deployment project to replace some equipment that will soon become obsolete. A review o
During project execution, a project manager is informed that some resources will soon be removed from the project. What sh
A stakeholder complains that a product component is not easy to use. What should be the immediate next step for the projec
During the planning phase of a project, the project manager is having trouble identifying stakeholders. Without input from the
A project team is in sprint thirteen of a fourteen-sprint project. The project team placed a game-changing feature on the back
Critical project equipment is being produced by an overseas vendor. A quality survey revealed noncompliance with some of th
A project manager is overseeing a procurement project for a company that has a dedicated procurement management team t
A virtual team is midway through a sprint of a complex task and is ahead of schedule. During the daily standup, a new team m
During a progress meeting, the project team learns that an identified risk has materialized. The project manager decides to ex
A dispersed project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, a new member
During a project closing review meeting, the project manager notes that a software development task took longer to complete
A project manager has received quotes from two vendors for the same parts. Vendor A has informed the project manager tha
While closing a project, the client finds some defects in the deliverable. What should the project manager do next?
An organizational transformation project has two workstreams running in parallel between corporate headquarters and an ov
A client has contracted a company to manage a large project in an agile environment with many subcontractors. The client is g
During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project.
A project manager is assigned to take over an ongoing project. During the quality review, the team discovered that 40% of the
A customer reviewed a product and requested additional features that were not in the requirements documentation. The wor
A key member of a project team publicly declare that another team member has been speaking negatively about them. The te
A project team has complete access to all project-related data, including visual data and information like the Gantt chart, prior
An organization is adopting an agile approach to fulfill its customer's requirements. Prior to that, the organization worked with
In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committ
In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinte
An organization makes an acquisition of a similar product halfway through the development cycle of a potential product. This
A project team, distributed across three different countries, is having a difficult time arranging meetings. The team members a
A project team working in an adaptative approach geographically distributed in different countries. Daily meetings are conduc
What
Duringshould the project
a standup meeting, manager tailormanager
the project to improve the daily
discovers thatmeeting and software
one of the avoid misunderstanding risks? to complete work b
developers is struggling
An oil refinery project is in the middle of the execution phase. The project team found that the project is delayed because of a
An agile project is in the first of six iterations. The team is located globally, so the meetings are in a virtual environment. After
A project manager is working on a project to modernize a bank's information technology (IT) infrastructure. The project mana
A developer is expressing concerns about the time spent on daily standups, updating stories, creating tasks, and reviewing dep
A developer has completed the deliverable for a feature. The product owner is not sure how to assess the quality of the delive
During execution, the customer submits a change request to maintain the project's business value, which has been threatened
A project manager is leading a complex software development project. The project team cannot agree on which process to us
During project closure, the team considers that the final sprint retrospective is not necessary because there are no remaining
Some of the project's materials have been ordered from overseas. The supplier notifies the project team that the materials wi
During a one-year project, a team delivered everything as requested and defined by the product owner and met all of the spri
A project manager has just received news that a new regulation has been adopted and the expectation is that the project will
A project manager was recently assigned to an investigation project. Due to the complexity of the project, the project manage
During a kickoff meeting with the project sponsor and various project members, it became clear that it was not necessary for s
An agile team is developing a product with strict budget constraints. The customer is requesting a new independent feature b
During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not fol
A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle. Th
During the execution phase of a project, the project manager is reassigned to another project. A new project manager takes o
A newly launched product prototype is receiving a number of customer complaints. To reduce negative feedback, the team co
During a retrospective meeting, some team members expressed that they strongly disagree with how the product owner and
A project manager is working on an internal project and notes that the visions and goals of other department leaders are not c
The government of a country intends to construct a multibillion-dollar railway across three major cities and hires a contractor
One day before starting a task, the technical lead proposed a new implementation approach that could reduce the schedule b
A stakeholder on an agile project has attended the sprint demo where the team shows the minimum viable product (MVP) as
In an ongoing project, performance is continuously evaluated to determine benefits. Which two actions should the project ma
During sprint planning, an agile team and product owner identified that the team should be able to finish five user stories. How
A project team is unexpectedly audited. Several nonconformances were identified during the audit. Which three actions could
During a project review meeting, an end user reports that the computers supplied for testing are experiencing performance de
A project manager is assigned to a new project with a team that the project manager knows well and has worked with a numb
A project manager is beginning a new project and is starting to form the project team. The project manager has not worked w
Due to economic implications, a company announces imminent layoffs. A project is nearing delivery, and the team is worried a
Option A content
Examine if there is an alternate solution.

Formal approval of project change requests is delayed.

Analyze the business impact in order to reprioritize the deliverables.
Schedule a meeting to keep the stakeholders informed.
Check if the component meets the design and performance specifications.
Review the stakeholder engagement plan.
Organize a review meeting with the development team to get an understanding of the magnitude of work required.
Assign project personnel to oversee the vendor's facility to ensure compliance with the specifications.
Keep the six contracts despite their misalignment.
Thank the new team member for their interest and direct them to the project documentation.
Ask the project sponsor to apply the management reserve to cover the remaining cost of the response.
Address the situation immediately and answer the new team member directly.
Update the performance data in the lessons learned register.
Review the agreements and procurement documentation for Vendor B to force them to keep the original pricing.
Review the output against the acceptance criteria.
Informing the overseas office leader of the project's strategic value, key deliverables, and their expected involvement.
Keep the team informed about client expectations.
Negotiate with the project sponsor to retain the SME on the project.
Evaluate the cost of the rework.
Build the product according to the previously agreed customer requirements.
Call a team meeting because the project is in jeopardy without the key team member.
Create a new communication channel with granular updates.
The product owner should request specialists to be assigned to the team only when they are required.
Conduct a brainstorming meeting.
Do what the team needs to be done, maintain the action log, and provide feedback.
Assess the feasibility and viability of the project with the product owner.
Work independently until it is necessary to integrate the work.
Use the call to verbally summarize the work status as reported by members.
Reassign the automation work to the engineer as soon as the presentation is finished.
Terminate the project immediately, avoid further loss through more expenditure, and absorb the current loss.
Ask the team members why participation is lacking.
Add the new technology as a risk in the risk register.
Ask for suggestions on how to manage their time more effectively.
Expert judgment
Submit the change request to the CCB as the customer will be comfortable absorbing all additional costs.
Exert expert authority and determine the path forward and the specific process to use to address the problem.
Improvement in velocity if the same team is formed in the future.
Ask the logistics team to arrange an expedited clearance.
Hold a kick-off meeting at the beginning of the project.
Revisit the risk register and update the rating and response.
Consult with a senior manager who has a higher level of authority for regulatory decision making.
Established a fixed communication platform to provide updates on the project to all stakeholders.
Evaluate the new feature with the customer.
Discuss this with the resource personally, then update the resource management plan if necessary.
Promote conversation among team members in upcoming retrospective meetings to help solve the problem.
Update the project plan to reflect the new schedule and quality requirements.
Identify the key performers on the team and recognize them appropriately.
Review the backlog with the product owner to ensure the scope is appropriate.
Project Charter
Fixed-price increments
Initiate a change request to reduce the schedule by one week.
Explain that technical product guides are not part of the agile process.
Ensure approval of the performance parameters with the stakeholders.
Clarify priorities with the team.
Monitored conformance and quality standards.
Record the issue in the issue log.
Explain to the business that the team will need ten sprints to deliver the features.
Identify the cultural differences and potential conflict areas to mitigate these going forward.
Replace team members who are not delivering optimally to improve overall productivity.
Option B content
Escalate the issue to the technical infrastructure team.

Stakeholder dissatisfaction with key project deliverables.

Request to negotiate with the vendors for a longer support period.
Inform the stakeholders at the next scheduled review meeting.
Collaborate with the stakeholder to confirm the acceptance criteria for the product.
Inform the project sponsors.
Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact.
Review the production contract to determine if the referenced specifications were included.
Suggest terminating all contracts that are misaligned.
Explain to the new team member that the daily standup is not the best time for this discussion.
Ask the project sponsor to provide an additional budget to compensate for the cost overage.
Inform the team members that this would be best handled in another meeting.
Update the risk register so the problem will not happen in the future.
Evaluate the contract clauses to reduce the orders from Vendor B, and buy them from Vendor A to improve project indicators
Extend the project until all deliverables are accepted.
Reaching an agreement on the choice of procurement strategies to be employed by the overseas office.
Invite the client to the team planning meeting.
Ensure there is sufficient knowledge transfer between the SME and their replacement.
Review the quality management plan.
Discuss the feasibility and impact of the new features with the product owner.
Meet with the accused team member to understand their point of view.
Ensure that the team member understands the granular information retrieval process.
The team should consist of generalists and specialists capable of adapting to changing requirements.
Employ the nominal group technique.
Help the team succeed with excellent service, on-time commitments, and an adequate budget.
Continue to develop the product for the benefit of the organization.
Review the communications management plan and increase information sharing.
Use an electronic task board to give a visual representation of the work progress for each member.
Immediately train the software developer on automation testing and then proceed with testing.
Review the impact of the changes, comply with the new regulations, and then propose a new plan.
Engage and guide the team to encourage all members to participate.
Submit a change request to the change control board (CCB).
Reduce the interactions among team members to increase development time.
Prototyping
Submit the change request to the CCB and advise the panel to consider rejecting the request due to its impact.
Update the responsible, accountable, consult, and inform (RACI) matrix and assign the work to a different team.
Promotion opportunities for the team members.
Revisit the risk register and implement the respective risk response.
Use a traceability matrix to track the customer acceptance.
Update the issue log and apply corrective action.
Contact the project management office (PMO) manager as they are in charge of determining the regulations required.
Managed stakeholder engagement by involving the stakeholders in the appropriate activities and stages
Reject adding the new feature.
Discuss this with the functional manager, then update the resource management plan if necessary.
Schedule a team-building activity to allow people to get to know each other better and feel comfortable talking.
Review the project schedule and focus on delivering the project on time and within budget.
Identify the team members who lack the required skills and train them.
Collect all available information from the team and address the problem.
Communications Management Plan
Not-to-exceed time
Tell the technical lead that the new approach is not feasible.
Tell the stakeholder to contact the product owner for documentation.
Hold regular meetings with all of the stakeholders.
Create smaller stories in the future.
Anticipated potential nonconformance items.
Change the project scope.
Inform the business that the team that will be doing the work needs to estimate the feature sizes.
Allocate a budget for the team members to temporarily relocate for the duration of the project.
Provide regular updates on the layoff situation and discuss its impact on the team and the project.
Option C content
Check the lessons learned database.

Conflict in subsequent phases of the project may result.

Ask to order new equipment immediately so there will be no support issue.
Update the risk register with this risk to project resources.
Ask a user experience expert to meet with the stakeholder and explain the component design.
Refer to the project charter to identify stakeholders.
Perform the required assessments and raise a change request with the change control board (CCB).
Schedule a workshop with vendor representatives to provide an overview of the project specifications.
Ask the project sponsor to revise the contracts.
Request the new team member leave the meeting for interrupting the daily standup.
Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
Ask each team member to explain their role and what they will work on for the next sprint.
Update the problem in the issue log and distribute it to the project team.
Use the metrics from Vendor A to request better pricing from Vendor B, keeping both providers as a risk mitigation strategy.
Persuade the client to accept the output as is.
Assisting the overseas office leader in communicating with the corporate headquarters staff about the project.
Tell the team to avoid conflicts with the client.
Indicate to the new SME that the project knowledge base has all needed information.
Review the user stories.
Breakdown work on additional features with existing component teams.
Schedule a meeting in the future to allow the issue to diffuse over time.
Remind the project team member that the Gantt chart was the agreed format.
The agile team should decide on which customer requirements will be developed and delivered.
Conduct a release plan meeting.
Assess the culture of the team, and observe and interact with them.
Discuss the potential impact of the acquisition with team members.
Increase frequency of team meetings to discuss any questions.
Ask for a change in the project's budget to provide access to a real-time translation IA service . So, members can listen to the
Ask the quality assurance engineer to assist the software developer as soon as possible.
Make the necessary arrangements for the procurement materials, and continue the project as planned.
Ask each team member individually to participate in future meetings.
Update the schedule and cost baselines with the new technology.
Explain the definition of an information radiator to the project team.
Demonstrations/reviews
Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
Assign a new team lead who has experience in solving similar software development problems.
Information that could be useful for future projects.
Identify the root cause of the delay and add it to the bid documents.
Increase project management office (PMO) involvement.
Revise the project management plan.
Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any re
Developed the project charter including the roles and responsibilities of all the stakeholders.
Add the new feature to the product backlog.
Discuss this with the functional manager, then update the team charter if necessary.
Allow the team to self-organize before the next iteration to solve the problem.
Meet with the project team to assess the situation and develop a plan to address the issues.
Revisit and reevaluate the project’s key performance indicators (KPIs).
Schedule a meeting with the specific team members to discuss the issue.
Stakeholder Register
Early cancellation option
Refer to the network diagram to determine the float for this task.
Clarify the stakeholder's need for release notes and technical product guides.
Agree on the requirements for measurement tracking.
Review the definition of done (DoD).
Asked that the team remain ready for an audit.
Assign ownership for the issue.
Set up a meeting between both project teams to understand how their estimation of story sizes works.
Arrange virtual team building sessions that allow team members to get to know each other.
Keep all information about the layoffs confidential to avoid causing further anxiety.
Option D content
Consult the project sponsor about the issue.

Inconsistent input on benefits from key stakeholders.

Acknowledge these constraints and take them into account when planning.
Request resource leveling.
Raise a change request according to the stakeholder’s requirement concerns.
Review the project scope document.
Inform the product owner that this game-changing feature will be added to the next release of the product.
Schedule regular meetings with the vendor to personally control this situation.
Request that the customer revise the contracts.
Ask all team members to list their completed tasks prior to the current sprint.
Use the contingency reserve and assess options to reduce the budget to cover the remaining work.
Set up one-on-one meetings with each team member and the new team member.
Update the communications management plan with details of the problem.
Review the work performance information of both vendors against their contracts to find the preferred supplier.
Pay the penalty for the defective item.
Identifying and assigning a subject matter expert (SME) to represent the project at the overseas office.
Ask the client not to give direct orders to the subcontractors.
Meet with the project sponsor to explain the conflicts among the project team.
Perform a root cause analysis.
Release increments of the additional features for customer validation.
Decide to remove one of the two members of the team to address the conflict.
Continue to ignore the project team members' requests.
Customer involvement should be reduced in order to avoid disruptions and confusion.
Use prototypes to refine the design.
Have the team explain what is needed, create tasks, and report progress on those tasks.
Halt the project until a clear path emerges for the product roadmap.
Bring questions to the functional managers to resolve issues across the team.
Tailor the project to use a method to make the team members to report daily on the work completed, work to do, and blocke
Reschedule the automation testing for when the quality assurance engineer is available.
Stop the project and negotiate with the new government to pay the invoices for work done up to that point.
Allow the team to find their own way to fully participate.
Request that the project sponsor procures the new technology.
Acknowledge the developer's frustration and emphasize the benefit of each activity.
Checklists
Submit the change request to show the change as having no impact, then proceed without notifying the CCB.
Facilitate a meeting and encourage team members to come up with potential solutions.
Tips for adapting to working together if that happens in the near future.
Ensure the suppliers cover any additional costs due to the delay.
Conduct periodic reviews with customer involvement.
Initiate a change request for the updated regulation.
Request a signed letter from the client to confirm if any regulations apply to any project deliverables.
Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.
Reprioritize the product backlog.
Discuss this with the resource personally, then update the team charter if necessary.
Reach out to their functional managers so they can talk to the team members and solve the problem.
Evaluate the project team's skills and ask the project sponsor for additional resources.
Report the status to the executive management team and seek help.
Discuss the team's concerns with the product owner and the scrum master.
Stakeholder Engagement Plan
Dynamic scope option
Communicate the possible three-day delay to the sponsor.
Acknowledge the stakeholder's concerns over missing documentation.
Review the project administration on a regular basis.
Update the product release plan.
Ensured that the auditors were experienced.
Purchase new computers.
Explain to the team that the sizing was already done and they will need to deliver the project in 10 sprints.
Select team members who have previously worked together to be allocated to the project.
Meet with the project team to assure them that they will not be laid off and their jobs are safe.
Option E content
Graduated time and materials

Provide the release notes and technical product guides as soon as possible.
Simulate and predict the performance parameters for key stakeholders.

Rejected the unexpected audit request.

Implement a resolution of the issue.
Discuss the business request with the team and determine a solution to plan for a five-sprint schedule.
Identify experienced team members to provide mentoring for the less experienced team members.
Correct options
C

D
A
D
A
C
B
B
B
B
C
B
A
D
A
A
D
B
D
B
B
B
B
C
C
A
B
B
C
B
B
B
D
C
C
D
C
B
D
A
C
B
A
D
A
C
C
B
A
A,E
C
D,E
A,C
A
A,B,C
A,C,E
B,C
A,C
B
Rationale
Solution: C. Check the lessons learned database
Lessons learned register must be used to retrieve information from previous projects to help other projects during initiation. T
The other answer choices are incorrect.
Examining if there is an alternate solution should be the next step if the project manager does not find this issue in the lessons
Solution: D. Inconsistent input on benefits from key stakeholders.
Project
Solution: teams and stakeholders
A. Analyze the businessestablishimpact inmeasuresorder to of progress and
reprioritize success, and performance is compared to plans. Quality m
the deliverables
The correct
Solution: D. answer
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to analyze the business impact in order to reprioritize the deliverables.
leveling.
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Solution: A. leveling
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component meets the technique
design that involves adjusting
and performance the assignment of resources to tasks in order to b
specifications.
The immediate next step for the project manager
Solution: C. Refer to the project charter to identify stakeholders. is to check if the component meets the design and performance specificatio
During
Solution:theB.planning
Meet with phase of a project,
the product owner theand project
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were included.
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all six production thatcontract
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objectives.
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Solution: B. Explain to the new team member that the daily standup is not the best time for the
project manager should recommend terminating all six contracts that do not align with thiscompany's
discussion.objectives. Keeping
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register.
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project is at the project closing phase, so the issue is documented the lessontheirlearned
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Solution: the situation,
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leader of is the
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Since the D.
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Ask theis client
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give direct orderskickoff, it is important to set expectations with all parties involved by inform
to the subcontractors.
The best way for a project manager to prevent
Solution: B. Ensure there is sufficient knowledge transfer between a client from giving thedirect
SME orders to subcontractors
and their replacement on an agile project with ma
The project
Solution: D. manager
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analysis.
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Solution: B. Ensure that the team member understands the granular information retrieval process. to understand more about the situation first before attemp
Visual data
Solution: B. and
The information
team shouldare artifacts
consist that organize
of generalists and and presentcapable
specialists data and of information in a visualrequirements.
adapting to changing format, such as charts, gra
An agile team
Solution: is intended
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Release
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observe for releasing
and interact or transitioning
with them a product, deliverable, or increment of value
To
Solution: A. Assess the feasibility and viability of the project with the productfirst
quickly establish credibility, it is important that the new project manager observe and understand how the team works
owner.
The project
Solution: B. manager
Review the should assess the impact
communications of the new
management planacquisition
and increase andinformation
determine the next steps with the product owner. T
sharing
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Solution: B. manager should review
Use an electronic task board and improve
to give athe communications
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toeach
improve information sharing.
member.
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Solution: manager
C. Ask shouldassurance
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to assist to software
give a visual summary
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possible.
Asking the quality assurance engineer to assist the software developer
Solution: B. Review the impact of the changes, comply with the new regulations, and then propose a new as soon as possible can increase theplan.
chances of the iter
Any regulatory
Solution: B. Engagerequirements
and guideor thechanges
team totoencourage
requirements must be reviewed
all members and aligned with the new regulations. By reviewin
to participate.
The project
Solution: B. manager
Submit a changeshould engage
requestand guide
to the the team
change control to encourage
board (CCB). all members to participate. The project manager has to
When there's
Solution: a proposed change
D. Acknowledge to a project,
the developer's such asand
frustration implementing
emphasize athe new pieceof
benefit ofeach
technology,
activity.the change should be formally
Solution: C. Demonstrations/reviews
Solution: C. Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
The project
Solution: D. manager
Facilitate should
a meeting document and submit
and encourage team themembers
change requestto cometoupthe CCBpotential
with for review and approval. Since there is a sig
solutions.
The best option
Solution: is to facilitate
C. Information a meeting
that could be usefulwithfor thefuture
team projects.
to work out the solution. A collaborative approach not only inspires cre
Even though there are no remaining sprints,
Solution: B. Revisit the risk register and implement the respective holding a final sprint retrospective
risk response can still provide valuable insights and lessons l
The project
Solution: D. manager should first
Conduct periodic revisitwith
reviews thecustomer
risk register since corrective action has been identified at the beginning of the pro
involvement.
The project
Solution: A. manager
Revisit theshould take a proactive
risk register and update approach
the rating to and
ensure that the customer is satisfied with the project deliverables an
response.
The project
Solution: manager
C. Meet withshould first revisit the
key stakeholders, risk register
subject matter and expertsupdate the rating
(SMEs), and the and response
project teamfortothe riskunderstand
better of the new regulation.
if any regu
The best option is to consult the experts available (SMEs), the project
Solution: B. Managed stakeholder engagement by involving the stakeholders in the appropriate activities and team, and any related stakeholders withstages.
expertise on th
Managing stakeholder engagement is the correct answer choice because it brings awareness to stakeholders so they know wh
Solution: A. Evaluate the new feature with the customer.
The project
Solution: D. manager
Discuss this should
withfirst evaluate the
the resource new feature
personally, then with
updatethethe
customer to determine
team charter if it is feasible and meets the custo
if necessary.
The project
Solution: A. manager should take a among
Promote conversation proactive approach
team members to address the issue
in upcoming and ensure
retrospective that all to
meetings team
helpmembers
solve theare following th
problem.
Conflict
Solution:isC.anMeet
inevitable
with the consequence of team
project team interaction.
to assess The project
the situation manager
and develop should
a plan take a proactive
to address the issues.approach to resolve th
The project team is responsible for the execution of the project and has
Solution: C. Revisit and reevaluate the project’s key performance indicators (KPIs). the most knowledge about the issues that are being fa
In an agileB.project,
Solution: Collect the project manager
all available should
information fromrevisit and reevaluate
the team and address KPIs
thefrequently
problem. to check the effectiveness of the action p
Project
Solution:managers
A. Projectrealize
Charter that conflicts are inevitable, but that good procedures or techniques can help resolve them. Once a c
The project
Solution: manager
A and E. should review the project charter. The project charter can help the project manager clarify the visions an
A. Fixed-price increments
Solution: C. Refer to the network diagram to determine the float for this task.
The project
Solution: manager
D and E. should refer to the network diagram to determine the float for this task. This allows the project manager
D. Acknowledge
Solution: A and C.the stakeholder's concerns over missing documentation.
A. EnsureA.
Solution: approval of the performance
Clarify priorities parameters with the stakeholders.
with the team.
In this situation, the
Solution: A, B, and C. project manager should clarify priorities with the team. Prioritizing stories is important because it helps th
A. Monitored
Solution: A, C,conformance
and E. and quality standards.
A. RecordBthe
Solution: andissue
C. in the issue log.
B. Inform Athe
Solution: andbusiness
C. that the team that will be doing the work needs to estimate the feature sizes.
A. Identify the cultural
Solution: B. Provide regular differences
updatesand
onpotential
the layoffconflict areas
situation andtodiscuss
mitigate these going
its impact on theforward.
team and the project.
The project manager should address the team's concerns by being transparent and supportive. Support can be demonstrated
 could provide insight and potentially save time by avoiding solutions that have already been disqualified.

by the organization and relevant stakeholders. If all stakeholders are not present there will be inconsistent input on benefits. It may result

some resources will soon be removed from the project. By requesting resource leveling, the project manager can proactively address the i
mponent or a user experience issue.
olders who are critical to the success of the project and ensure that they are included in the stakeholder engagement plan.
ward. It's crucial to involve key stakeholders in such decisions as they can provide insights into the project's strategic goals and priorities. Th
uipment. Checking the contract would be the best starting point because if the specifications were not included in the contract, the vendo

m member's role, all prior work, and help the new team member get up to speed on the project.

tings provide an opportunity for the project team to review their work and results and suggest changes to improve processes and efficien

should not make a decision based solely on price. They should consider a variety of factors. By reviewing the work performance informatio

d and prepared to contribute and that everyone is on the same page and working towards the same goals.

sfer between the original SME and the replacement.

bles. The project manager can use the findings of the root cause analysis to identify and implement corrective actions to prevent similar de
the budget, and the availability of project team members. As a result, new work can be thoroughly assessed, prioritized, and added to the

d analyzed. A Gantt chart is a bar chart that provides schedule information where activities are listed on the vertical axis, dates are shown

deliver the two modules first.

themselves which is fundamental.

m can leverage the engineer's expertise in automation testing, which can lead to more efficient problem-solving and task completion.

ers are actively participating and contributing to the project's success.

ther to approve or reject the change based on its impact on project objectives.

or for continuous improvement. The retrospective helps to foster a culture of learning and provides an opportunity for the team to celebra
a high-level understanding of individual risks.

mpliant with the regulation.

 is not feasible, the project manager should explain this to the customer and offer alternative solutions. If the new feature is feasible, the

ure that the team is aligned on the goals and objectives of the project and that they are empowered to take action to resolve the issue of c
et the appropriate atmosphere or climate.
not clear. The reason the project exists is because it was signed off by the project sponsor and it has been in line with business strategies.

he float for this task, the project manager can determine if there is enough time to test the new implementation approach without delayin

ete any stories at all. There is always some risk that user stories may fail to be completed within a sprint, but this situation indicates a misa

will continue to impact their morale and motivation. Addressing the situation inappropriately can lead to dissatisfaction, lack of trust, and
nput on benefits. It may result in ambiguity and a misalignment between the project goals and the expectations of key stakeholders.

r can proactively address the issue and minimize the impact of the resource removal on the project.

gagement plan.
trategic goals and priorities. This collaborative approach is at the heart of agile methodologies.
ded in the contract, the vendor could not be held accountable for compliance.

mprove processes and efficiency.

work performance information of both vendors, the project manager can gain a better understanding of their strengths and weaknesses.

e actions to prevent similar defects from occurring in the future.

d, prioritized, and added to the product backlog as necessary.

vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finis

ving and task completion.

rtunity for the team to celebrate their successes and address any remaining issues or challenges.
e new feature is feasible, the project manager can work with the customer to prioritize the feature and determine when it can be implem

action to resolve the issue of customer complaints.

line with business strategies.

tion approach without delaying the project. If there is enough float, the project manager can allow the technical lead to proceed with the

t this situation indicates a misalignment between the team's understanding of priorities and the true priorities for the sprint.

ssatisfaction, lack of trust, and reduced morale and motivation.

ons of key stakeholders.

eir strengths and weaknesses.

ced according to start and finish dates.

ermine when it can be implemented. This evaluation allows for an informed decision-making process and ensures that customer needs are

nical lead to proceed with the new approach.

es for the sprint.

sures that customer needs are considered, which is a fundamental aspect of agile development.