4 Hours Mock Test

1. Multiple Choice
A project team realizes that the product's architecture will not support the growing number of users.
What should the project manager do?
Answer choices
A. Assign a team member to execute performance testing and ensure the product's performance is acceptable.
B. Hire external experts to assess the product architecture and come up with a resolution plan.
C. Engage with the product owner on the new development and prioritize the solution on the product backlog.
D. Negotiate with the stakeholders to slow down product development until a viable solution is available.
Answer explanation
C. Engage with the product owner on the new development and prioritize the solution on the product backlog.
The first step for the project manager will be to share this vital information with the product owner, so that business
stakeholders may be invited to share their thoughts and value considerations made, then the product backlog can be
reprioritized to reflect this. This sequence allows for company, team, and business stakeholder concerns to be adequately
addressed.
The other answer choices are incorrect. Performance testing happens concurrently during development or at the end of the
iteration/release and will not solve the identified gap but only highlight it down the road. Hiring external experts may be
premature and may not be approved/available in the budget. Negotiating with the stakeholders to slow down product
development until a viable solution is available may not be the best option for the company.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition (page 76 , 185, retrospectives page 127, 180)
| The Agile Practice Guide (No Date) PMI/PMI/Anex A1/ [Item Section 8 Project Quality Management]
 4 Hours Mock Test

2. Multiple Choice
During a one-year project, a team delivered everything as requested and defined by the product owner and met all of the sprint
goals. The project was on track regarding schedule, scope, and budget. A few months after the project release, the product
satisfaction surveys show that the customer's level of satisfaction is surprisingly low.
What should the project manager do to prevent this situation in the future?
Answer choices
A. Hold a kick-off meeting at the beginning of the project.
B. Improve application of test automation techniques.
C. Increase project management office (PMO) involvement.
D. Conduct periodic reviews with customer involvement.
Answer explanation
D. Conduct periodic reviews with customer involvement
The project manager should conduct periodic reviews with the customer. During the whole project, there was no real user
involvement and input on the product being created. Although the team was performing well, they were not creating the 'right'
product to satisfy customers.
The other answer choices are incorrect. Holding a kick-off meeting at beginning of project is not sufficient; and increasing
PMO involvement and test automation do not address customer satisfaction issue.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//21/ [Item]
 4 Hours Mock Test

3. Multiple Choice
A project manager is delivering a complex project for a client who has their own project manager. The client's project manager
is the sole decision maker for the project but is not the delegated financial authority. For every financial decision, the client's
project manager must seek approval from a higher authority. This additional step has caused significant impacts on resource
management, cost, and time of project delivery.
How can the project manager resolve this problem?
Answer choices
A. Raise this problem in the quarterly project status report.
B. Add the problem to the lessons learned report.
C. Escalate the problem to the project steering committee.
D. Discuss the problem with the client's project manager.
Answer explanation
C. Escalate the problem to the project steering committee.
The steering committee is an advisory body that is made up of senior stakeholders and experts that provide guidance on a lot
of different issues that could face companies and projects such as budgets, new endeavors, company policy, marketing
strategies, and project management concerns. An authority issue should only be resolved by the steering committee. In this
case, the project team cannot resolve this issue on their own, so the problem should be escalated.
In this case, the client's project manager is not the delegated financial authority. The client's project manager must seek
approval from a higher authority for all financial decisions, which has caused significant impacts on resource management,
cost, and time of project delivery. Addressing the issue with the client's project manager would not address the core issue as
the client's project manager does not have the financial authority, which is causing the issue, so it must be escalated. Adding
the problem to the lessons learned report is incorrect because it does not proactively address the issue. Waiting to review the
issue at the next quarterly meeting/status report is inappropriate due to the significance of the impacts. The next
meeting/status report may be months away and this issue is already causing significant impacts and should be addressed as
soon as possible to prevent further issues.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2.4/42 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4.6 Conflict Resolution Modes/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3 FUNCTIONS ASSOCIATED WITH PROJECTS] [4.4.3 MEETINGS AND
EVENTS]
 4 Hours Mock Test

4. Multiple Choice
During a software development project, the team realized that several features failed to comply with quality requirements. After
receiving instructions to fix the issues, one team member becomes frustrated, claiming that unclear requirements are causing
the issues. Other team members argue that negligent testing is the real cause of these issues. The testers blame poor coding
quality.
What should the project manager do?
Answer choices
A. Support the project team in a retrospective to identify the root cause of the quality issues.
B. Remove the most frustrated resource from the team as the confusion is impacting team motivation.
C. Perform a quality review in each stage of the development life cycle to identify quality issues.
D. Discuss the issue with the management team to identify possible solutions to improve quality.
Answer explanation
A. Support the project team in a retrospective to identify the root cause of the quality issues.
The project team is initially responsible for conflict resolution, but the project manager can facilitate it when required.
Retrospective meetings provide an opportunity for the project team to review how they work and to suggest changes to
improve processes and efficiency. Retrospectives can be used to identify threats to performance, and project team cohesion,
and to seek improvements. Facilitation helps the project team create consensus around solutions, resolve conflicts, and make
decisions.
The other answer choices do not promote the same level of collaboration and problem-solving within the team and may not
address the underlying issues effectively.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [2.3.3 FACILITATE AND SUPPORT]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/21/ [Item
Creative Problem Solving; Training 5 is Delphi Technique ]
 4 Hours Mock Test

5. Multiple Choice
A project manager has received quotes from two vendors for the same parts. Vendor A has informed the project manager that
they fulfilled a similar order two months ago at a price that was 2% under the original planned cost. Vendor B has a history of
on-time delivery but has announced a price increase.
How should the project manager evaluate this situation?
Answer choices
A. Review the agreements and procurement documentation for Vendor B to force them to keep the original pricing.
B. Evaluate the contract clauses to reduce the orders from Vendor B, and buy them from Vendor A to improve project
indicators.
C. Use the metrics from Vendor A to request better pricing from Vendor B, keeping both providers as a risk mitigation strategy.
D. Review the work performance information of both vendors against their contracts to find the preferred supplier.
Answer explanation
D. Review the work performance information of both vendors against their contracts to find the preferred supplier
To evaluate the situation, the project manager should review the work performance information of both vendors against their
contracts to find the preferred supplier. If the project manager decides to go for an alternative source, they must first review
the vendors' past performance. The project manager should not make a decision based solely on price. They should consider
a variety of factors. By reviewing the work performance information of both vendors, the project manager can gain a better
understanding of their strengths and weaknesses.
The other answer choices are incorrect. It is unlikely that the project manager will be able to force Vendor B to keep the
original pricing. Vendor B is within their rights to increase their prices. Reducing the orders from Vendor B may not be
possible, depending on the terms of the contract. Additionally, this may damage the relationship with Vendor B. Lastly, Vendor
B may not be willing to match Vendor A's pricing. Additionally, relying on a single vendor can be risky.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12.3.3.2/499 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//19.3/ [Item
Location 25697]
 4 Hours Mock Test

6. Multiple Choice
A project manager is concerned about delivering the planned business value because the product owner is not engaged.
What should the project manager do to address the concern?
Answer choices
A. Review and update the communications management plan.
B. Review and update the stakeholder engagement plan.
C. Review and update the resource management plan.
D. Review and update the risk management plan.
Answer explanation
B. Review and update the stakeholder engagement plan.
The amount and effectiveness of stakeholder engagement should be monitored throughout the project. A disengaged product
owner can cause negative impacts and diminish the probability of achieving intended outcomes. The project manager should
review the stakeholder engagement plan and assess whether the current engagement strategy is effective or if it needs to be
adjusted. Once the project manager has reviewed the stakeholder engagement plan, they can determine the root cause of the
issue and make adjustments to increase engagement.
The other options are incorrect. The communications management, resource management, and risk management plans are
not as effective in addressing the issue of disengagement.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
| The Agile Practice Guide (No Date) PMI/PMI/6.6.3 - An Agile PMO is multidisciplinary/82 [Item]
 4 Hours Mock Test

7. Multiple Choice
While working on a long project with many changes, a project manager is informed by a team member that some users are
uncomfortable with certain product functionalities released in the previous iteration.
Which action should the project manager take?
Answer choices
A. Ensure that the team assignments are clear.
B. Obtain stakeholder feedback and team insights.
C. Communicate the changes to the team.
D. Update the change-log and issue log.
Answer explanation
B. Obtain stakeholder feedback and team insights.
Obtaining stakeholder feedback and team insights on each release is part of an iterative approach to development, thus the
project manager should do so. This enables alignment among stakeholder needs, expectations, and project objectives.
The other answer choices are incorrect because they do not result in a change to the project and clarifying team assignments
does not address the issue at hand.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //12 - Agile coach skills/ [Item Book title: Coaching agile teams: a companion for scrum masters,
agile coaches and project managers in transition ]
| The Agile Practice Guide (No Date) PMI/PMI/3/21 [Item 3.1.2]
 4 Hours Mock Test

8. Multiple Choice
During the planning phase of a project, the project manager is having trouble identifying stakeholders. Without input from the
correct stakeholders, getting user feedback will be challenging.
What should the project manager do?
Answer choices
A. Review the stakeholder engagement plan.
B. Inform the project sponsors.
C. Refer to the project charter to identify stakeholders.
D. Review the project scope document.
Answer explanation
C. Refer to the project charter to identify stakeholders.
During the planning phase of a project, the project manager should refer to the project charter to identify stakeholders. The
project charter typically includes information about the project's purpose, objectives, and stakeholders. By reviewing the
project charter, the project manager can identify the stakeholders who are critical to the success of the project and ensure that
they are included in the stakeholder engagement plan.
Reviewing the stakeholder engagement plan, informing the project sponsors, and reviewing the project scope document may
also be helpful, but referring to the project charter is the most direct and effective way to identify stakeholders.
The stakeholder engagement plan is typically not created until stakeholders are identified and analyzed.
Informing project sponsors is not a comprehensive or efficient approach.
Reviewing the scope document may not be as comprehensive as the project charter and is typically not used to identify
stakeholders.
This question and rationale were developed in reference to:
PMBOK 5th Ed. (7/5/1905) PMI/PMI// [Item]
PMBOK Guide Seventh Edition (2022) PMI /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
| Project management: A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John
Wiley/10/480 [Item]
 4 Hours Mock Test

9. Multiple Choice
A project manager was recently assigned to an information technology project. The project is in the initiation stage, and the
team found a compatibility issue in the technical infrastructure used by the vendor and the organization.
What initial step should the project manager take to address this issue effectively?
Answer choices
A. Examine if there is an alternate solution.
B. Escalate the issue to the technical infrastructure team.
C. Check the lessons learned database.
D. Consult the project sponsor about the issue.
Answer explanation
C. Check the lessons learned database
Lessons learned register must be used to retrieve information from previous projects to help other projects during initiation.
The project manager needs to check if this compatibility issue happened before in other projects within the organization.
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
learned. The lessons learned database may have information regarding alternate solutions, what has been considered, what
has been tried in the past, and other information that could provide insight and potentially save time by avoiding solutions that
have already been disqualified.
Escalating the issue to the technical infrastructure team is incorrect because the project manager cannot escalate any issue
before assessing it first.
Consulting the project sponsor about the issue is incorrect because the project manager should not consult the project
sponsor for technical issues as a first option, even if the project sponsor has technical expertise.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/104 [Item]
| Project Management: The Managerial Process (No Date) //14/511 [Item]
 4 Hours Mock Test

10. Multiple Choice

A project is facing a one-month delay, and the project manager realizes that a change request is necessary. The change
control board (CCB) will review the change request at their next meeting, which is in two weeks. However, if the
implementation of this change is delayed by two weeks, upcoming supply chain disruptions will cause a two-month delay to
the project schedule.
What should the project manager do?
Answer choices
A. Implement the change immediately to avoid the upcoming supply chain disruptions and the two-month delay.
B. Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions.
C. Meet with the sponsor and ask them to contact the CCB and request their immediate approval.
D. Request that the CEO approve and implement the change to avoid the potential two-month delay.
Answer explanation
B. Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions.
The project manager should acknowledge the existing delay and recognize the potential for a two-month delay due to supply
chain disruptions. This will ensure that the CCB has all of the necessary information to make an informed decision about the
change request. This is essential for effective project management, as it ensures that all stakeholders are aware of and
prepared for the extended timeline. The project manager should communicate the revised change request to all relevant
stakeholders to ensure that everyone is aware of the delay and its impact on the project.
The other options are incorrect because the project manager should follow the established change management process and
ensure that the change request accurately reflects the current situation.
Immediately implementing the change is incorrect because the project manager does not have the authority to implement
changes without approval from the CCB. Rushing the change without proper planning and review could lead to unforeseen
issues.
Asking the sponsor to contact the CCB and request their approval is incorrect because the project manager is responsible for
following the change management process.
Asking the CEO to approve and implement the change is incorrect because the project manager should follow the established
change management process, which may not involve the CEO. Additionally, it is generally not advisable to escalate a change
request to the CEO without first trying to get approval from the CCB.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //7/ [Item Mastering Project Time Management, Cost Control, and Quality Management: Proven
Methods for Controlling the Three Elements that Define Project Deliverables
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.5.7 MONITORING NEW WORK AND CHANGES]
 4 Hours Mock Test

11. Multiple Choice

A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed
three years ago. What should the project manager do to create a reliable cost estimate?
Answer choices
A. Identify the critical parameters and generate an estimate based on the variation of the parameters.
B. Take the original estimate and multiply it by a factor determined by the company's standard for every year.
C. Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
D. Use a commodity exchange for material cost and labor rates for the cost variation and compute a new estimate.
Answer explanation
C. Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
Using the actual cost of the previous project as a reference is the best choice as a bottom-up estimating method and is the
most reliable. Bottom-up estimating is generally more accurate because it starts at the bottom with the detailed costs of all
specific components of each work activity and progressively forms the sum of all costs used in estimating the overall project
budget. Bottom-up estimating would be the logical step after a project deliverable has been broken into its smallest
components or work activities and detailed information has been gathered regarding the requirements of each work activity.
Further, as there is historical data available the reliability increases multi-fold.
The other options are incorrect because they are less accurate than bottom-up estimating.
Generating an estimate based on the variation of the parameters or using a commodity exchange for cost variations are
parametric estimating methods and even though they can be relatively better compared to analogous estimating, they do not
provide reliable estimates.
Taking the original estimate and multiplying it by a factor determined by the company's standard for every year will be
inaccurate if similar projects are not truly comparable to the new project or if the costs of similar projects have changed
significantly over time.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //9/ [Item Title: Mastering Project Time Management, Cost Control, and Quality Management:
Proven Methods for Controlling the Three Elements that Define Project Deliverables, Part II - Project cost management,
Chapter 9 - Estimate project costs, Topic: Top-down and Bottom-up estimating]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.2/ [Item Estimate cost.]
 4 Hours Mock Test

12. Multiple Choice

Team members are transferred from a predictive project to a newly formed agile team. The new team members are expressing
dissatisfaction about the additional training they are required to complete in the internal project team chat channel. How should
the project manager address this situation?
Answer choices
A. Ignore the complaints and assume that the new team members will adapt over time.
B. Schedule a meeting to discuss the concerns and provide clarity on the training's importance.
C. Remove the additional training requirement to alleviate team members' dissatisfaction.
D. Send a memo outlining the mandatory training and consequences for non-compliance.
Answer explanation
B. Schedule a meeting to discuss the concerns and provide clarity on the training's importance.
Meeting with the team to discuss the issue encourages open communication and addresses the concerns directly. By
scheduling a team meeting, the project manager can listen to the team members' grievances, provide explanations about the
training's importance, and work collaboratively to find a solution. This approach fosters a positive team environment and helps
in resolving the issue constructively.
The other options are incorrect.
Ignoring the complaints is incorrect because it suggests that the dissatisfaction will resolve itself over time. This is not a
proactive or effective approach to addressing team issues. It can lead to demotivation and reduced team performance.
Removing the training requirement might temporarily alleviate dissatisfaction, but it may compromise the team's ability to
perform effectively in an agile environment. Training is often essential for team readiness, and it's better to address concerns
through communication rather than avoiding necessary training.
Sending a memo with consequences can be seen as authoritarian and may not effectively address the underlying
dissatisfaction. It lacks the personal touch and open dialogue necessary to resolve team issues.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//6/ [Item]
PMBOK Guide Seventh Edition (2022) /// [23.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
 4 Hours Mock Test

13. Multiple Choice

An agile project is in the first of six iterations. The team is located globally, so the meetings are in a virtual environment. After
the fifth daily meeting, the project manager realizes that not all members are actively participating.
What should the project manager do?
Answer choices
A. Ask the team members why participation is lacking.
B. Engage and guide the team to encourage all members to participate.
C. Ask each team member individually to participate in future meetings.
D. Allow the team to find its own way to fully participate.
Answer explanation
B. Engage and guide the team to encourage all members to participate
The project manager should engage and guide the team to encourage all members to participate. The project manager has to
be sure that the environment can accommodate member participation.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Chapter 4: Establishing communication and trust/
[Item https://learning.oreilly.com/library/view/agile-software-development/9780133492385/ch04.html]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Agile Guide/46 [Item]
 4 Hours Mock Test

14. Multiple Choice

During a product demonstration, a stakeholder suggests that the product does not meet expectations. What artefact should
the project manager use to assess the stakeholder's suggestion?
Answer choices
A. Minimum viable product (MVP) description
B. Definition of done (DoD)
C. Definition of ready (DoR)
D. Acceptance criteria on the user story
Answer explanation
B. Engage and guide the team to encourage all members to participate
The project manager should engage and guide the team to encourage all members to participate. The project manager has to
be sure that the environment can accommodate member participation.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Chapter 4: Establishing communication and trust/
[Item https://learning.oreilly.com/library/view/agile-software-development/9780133492385/ch04.html]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Agile Guide/46 [Item]
 4 Hours Mock Test

15. Multiple Choice

During sprint planning, an agile team and product owner identified that the team should be able to finish five user stories.
However, during the sprint, the team worked on more than five stories but did not complete any stories at all.
What should the project manager do?
Answer choices
A. Clarify priorities with the team.
B. Create smaller stories in the future.
C. Review the definition of done (DoD).
D. Update the product release plan.
Answer explanation
A. Clarify priorities with the team.
In this situation, the project manager should clarify priorities with the team. Prioritizing stories is important because it helps the
team focus on delivering the most valuable features first. The team expected to have the capacity to complete five user
stories, but they took on extra stories and failed to complete 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 misalignment between the team's understanding of priorities
and the true priorities for the sprint.
The other options are incorrect.
Creating smaller stories and updating the release plan may be necessary, but doing so without clarifying priorities does not
address nor resolve the root cause of the issue.
Reviewing the DoD does not address the core issue. The DoD is a checklist of all the criteria required to be met so that a
deliverable can be considered ready for customer use. The main issue is the selection and prioritization of user stories rather
than a problem with the criteria for completing them.
This question and rationale were developed in reference to:
Succeeding with Agile (No Date) //12/Influencing Self-Organization
The Agile Practice Guide (No Date) PMI/PMI/1.2.6/55 [Item]
 4 Hours Mock Test

16. Multiple Choice

For an agile project, some team members have other commitments or responsibilities. The project manager faces the
challenge of not having a team that is fully dedicated to the project. How should the project manager ensure good velocity,
cycle duration, and on-time iteration completion with a non-dedicated team? (Choose two)
Answer choices
A. Tell team members to log their time to guarantee that they prioritize their time effectively.
B. Request that the product owner and stakeholders provide cross-functional team members.
C. Get buy-in from the product owner and stakeholders for obtaining full-time team members.
D. Revisit the resource log to ensure the most skilled resources are on the project.
E. Deploy additional team members, irrespective of the story points or iterations.
Answer explanation
B and C.
B. Request that the product owner and stakeholders provide cross-functional team members.
C. Get buy-in from the product owner and stakeholders for obtaining full-time team members.
Dedicated team members are highly recommended in agile project development. The project manager should work with the
product owner and stakeholders to communicate the importance of cross-functional and full-time team members.
The other answer choices are incorrect.
Telling members to log their time does not guarantee that the team member will prioritize their time effectively.
Revisiting the resource log does not directly address the issue. If skilled resources are not fully dedicated to the project, it can
still impact velocity and on-time completion.
Deploying additional team members may not be feasible and could be counterproductive and may increase cycle durations
and reduce velocity.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/4/44 and 45 [Item Dedicated team members are a must in Agile project
development.]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//62/ [Item The Project Management Tool Kit, Chapter
62]
 4 Hours Mock Test

17. Multiple Choice

A project manager was recently assigned to an investigation project. Due to the complexity of the project, the project manager
is unsure if any regulation applies.
How should the project manager determine which regulations apply to the project?
Answer choices
A. Consult with a manager who has a higher level of authority for this decision.
B. Contact the project management office (PMO) manager as they are in charge of determining the regulations required for
agile projects.
C. Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any
regulations are applicable.
D. Request a signed letter from the client to confirm if any regulations apply to any project deliverables.
Answer explanation
C. Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any
regulations are applicable
The best option is to consult the experts available (SMEs), your resources, and any related stakeholders with expertise on the
topic (Expert Judgement).
The other answer choices are incorrect. PMO just provides guidance on the methodology to be used and not if any regulation
needs to be applied. The high-level manager and the client may not be well informed of necessary regulations.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//Section 1. 1/20 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2/48 [Item]
 4 Hours Mock Test

18. Multiple Choice

During a project review meeting, an end user reports that the personal computers supplied for testing are experiencing
performance degradation.
Which three immediate actions should the project manager take to address this issue?
Answer choices
A. Record the issue in the issue log.
B. Change the project scope.
C. Assign ownership for the issue.
D. Buy new personal computers.
E. Implement a resolution of the issue.
Answer explanation
A, C, and E.
A. Record the issue in the issue log.
C. Assign ownership for the issue.
E. Implement a resolution of the issue.
The project manager should update the issue log with information on the performance degradation issues, assign ownership,
and take steps to resolve the issue. Recording the issue in the issue log creates a formal record of the problem, including its
description, impact, and potential causes. Assigning ownership ensures accountability and clarifies who is responsible for
addressing and resolving the issue. Implementing a resolution involves taking steps to address, resolve, and prevent the
recurrence of the issue.
The other options are incorrect because they are not the immediate response to a performance issue.
Changing the project scope may not be necessary and would require a formal change request to be approved.
Buying new personal computers may not be feasible and should only be considered if it is deemed necessary or the existing
ones cannot be fixed.
This question and rationale were developed in reference to:
The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//33/ [Item Issue Management]
PMBOK Guide Seventh Edition (2022) /// [2.6.3 QUALITY] [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
 4 Hours Mock Test

19. Multiple Choice

An experienced project manager joins an ongoing project and wants to estimate the amount of time required to tackle several
complex tasks. The team uses a kanban board but is open to new approaches. The project manager suggests using story
points.
What is the first thing the team should do before implementing this new approach?
Answer choices
A. Calculate the story points only for new backlog items.
B. Estimate the story points required for the entire task board.
C. Convert all work in progress (WIP) items to story points.
D. Measure and track story points over several sprints.
Answer explanation
C. Convert all work in progress (WIP) items to story points.
The first thing the team should do before adopting the new approach of using story points is to convert all work in progress
limits to story points. A WIP item is any task or activity that is currently being worked on by a team or individual. WIP items can
be converted to story points in order to help the team better understand the scale used to quantify effort. By converting WIP
items to story points, the team can estimate how many story points they can complete in a sprint and determine how many
sprints it will take to complete all work.
The other options are incorrect.
Calculating story points only for new backlog items does not account for the work that is already in progress.
Calculating story points required for the entire task board would include completed work and does not focus on the work that is
currently in progress.
Measuring story points over several sprints is not the first thing the team should do before adopting the new approach of using
story points.
This question and rationale were developed in reference to:
Lean-Agile Software Development (No Date) /Alan Shalloway, Guy Beaver and James R. Trott/8/Visual Controls and
Information Radiators for Enterprise Teams [Item]
The Agile Practice Guide (No Date) PMI/PMI// [5.4 MEASUREMENTS IN AGILE PROJECTS]
 4 Hours Mock Test

20. Multiple Choice

An organizational transformation project has two workstreams running in parallel between corporate headquarters and an
overseas office. Before kick-off, the project manager is scheduled to meet the overseas office leader.
What should the focus of the meeting be?
Answer choices
A. Informing the overseas office leader of the project's strategic value, key deliverables, and their expected involvement.
B. Reaching an agreement on the choice of procurement strategies to be employed by the overseas office.
C. Assisting the overseas office leader in communicating with the corporate headquarters staff about the project.
D. Identifying and assigning a subject matter expert (SME) to represent the project at the overseas office.
Answer explanation
A. Informing the overseas office leader of the project's strategic value, key deliverables, and their expected involvement.
Since the meeting is scheduled before the project kickoff, it is important to set expectations with all parties involved by
informing the overseas office leader about the project's strategic value, key deliverables, and expected involvement. This will
help to ensure that the overseas office leader is fully informed and prepared to contribute and that everyone is on the same
page and working towards the same goals.
The other answer choices may occur after the project has been kicked off.
This question and rationale were developed in reference to:
The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/55/135 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT]
 4 Hours Mock Test

21. Multiple Choice

As part of the project sprint review, stakeholders appear uninformed and are unable to agree on how to move the project
forward. What should the project manager do first to ensure stakeholders can approve the project deliverables?
Answer choices
A. Check the communications management plan.
B. Perform a systemic stakeholder analysis.
C. Include the stakeholders in daily standup meetings.
D. Colocate the team to guarantee better teamwork.
Answer explanation
A. Review the communications management plan.
The stakeholders appear uninformed, indicating that their needs are not being met or are not fully understood. The project
manager should review the project communication plan first to determine why the needs of the stakeholders are not being
met. Since the communication plan is developed at the beginning of the project and is based on the needs of the
stakeholders, during the course of the project it would be important to first review the plan to ensure it is sound and adjust as
needed.
Colocating the team may not be feasible and does not address the communication gap.
Including the stakeholders in daily meetings is not the correct choice because the stakeholders may not be able to attend the
meetings, it may not be necessary, and does not resolve the core issues at hand.
Performing another stakeholder analysis may be necessary, but the project manager would not know that until they first review
the communications plan.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //8/ [Item Agile Foundations - Principles, practices and frameworks by Peter Measey Published by
BCS Learning & Development Limited, 2015]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [2.1.1 STAKEHOLDER
ENGAGEMENT]
 4 Hours Mock Test

22. Multiple Choice

A stakeholder on an agile project has attended the sprint demo where the team shows the minimum viable product (MVP) as
defined by the product owner. During the session, the stakeholders complained that there were no release notes or technical
product guides provided.
Which two actions should the project manager take? (Choose 2)
Answer choices
A. Explain that technical product guides are not part of the agile process.
B. Tell the stakeholder to contact the product owner for documentation.
C. Clarify the stakeholder's need for release notes and technical product guides.
D. Acknowledge the stakeholder's concerns over missing documentation.
E. Provide the release notes and technical product guides as soon as possible.
Answer explanation
D and E.
D. Acknowledge the stakeholder's concerns over missing documentation.
E. Provide the release notes and technical product guides as soon as possible.
The project manager should acknowledge the stakeholder's concerns over missing documentation and provide the release
notes and technical product guides as soon as possible. By taking these two actions, the project manager can help to address
the stakeholder's concerns and ensure that they have the information they need to use the MVP effectively.
The other answer choices are incorrect. Explaining that technical product guides are not part of the agile process is not helpful
to the stakeholder. The stakeholder is still concerned about the lack of documentation, and the project manager should
address their concerns. Telling the stakeholder to contact the product owner for documentation is incorrect because the
project manager is responsible for providing the stakeholder with the documentation. Clarifying the stakeholder's need for
release notes and technical product guides is incorrect because the stakeholder is right to be concerned about the lack of
release notes and technical product guides.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//11.1/ [Item 11.1 BUSINESS PEOPLE AND
DEVELOPERS MUST WORK TOGETHER]
| The Agile Practice Guide (No Date) PMI/PMI/2/8 [Item We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working
software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over
following a plan That is, while there is value in the items on the right, we value the items on the left more.]
 4 Hours Mock Test

23. Multiple Choice

A project manager has been assigned to a project that is currently late and over budget. The project uses a predictive
approach integrated with agile iterations for the most critical part of the scope. During the project assessment, the project
manager notices that the team is afraid of making mistakes and is seeking individual recognition while lacking accountability.
How should the project manager improve productivity?
Answer choices
A. Develop a performance management plan for each project team member and share the performance results with the team.
B. Enable collaboration, create common goals, and celebrate group achievements, while providing group rewards.
C. Reinforce and communicate the next milestone, following individual performance and execution on a detailed level.
D. Request approval to replace a few team members so the project team can understand the importance of meeting goals.
Answer explanation
B. Enable collaboration, create common goals, and celebrate group achievements, while providing group rewards
The project manager needs to create a collaborative environment that focuses on common goals and group rewards, and
moving away from working in silos.
The other answer choices are incorrect. Developing a performance management plan for each project team member and
sharing the performance results with the team or creating milestones at an individual level will only deteriorate the working
relationship among the team members. Replacing a few team members may not improve the team morale or productivity
unless the team is focused on common goals and working together as a team and focusing on group achievements.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.4.4.2/62 [Item]
| Project Management: A Managerial Approach, 8th Edition (No Date) Jack R. Meredith and Samuel J. Mantel Jr.//3.1 Project
Management and Project Manager/ [Item]
 4 Hours Mock Test

24. Multiple Choice

In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinted
at team friction caused by the previous project manager's constant demands for rapid delivery.
What approach should the new project manager adopt to quickly establish credibility with the team?
Answer choices
A. Do what the team needs to be done, maintain the action log, and provide feedback.
B. Help the team succeed with excellent service, on-time commitments, and an adequate budget.
C. Assess the culture of the team, and observe and interact with them.
D. Have the team explain what is needed, create tasks, and report progress on those tasks.
Answer explanation
C. Assess the culture of the team, and observe and interact with them.
To quickly establish credibility, it is important that the new project manager first observe and understand how the team works
and how to best serve them.
The other answer choices are incorrect. Helping the team succeed with excellent service, on-time commitments, and making
sure that there is an adequate budget to cover the project scope is part of the project manager's role and is implicit and these
actions will not help the project manager to quickly establish credibility with the team which is the primary objective. Going by
the team's needs and wants and creating tasks and reports will not serve the primary objective. The team members may have
conflicting views, wants, and needs. Ultimately, it is important to observe the team to identify where impactful changes can be
made and to ensure that any changes are aligned with the culture of the organization and best support the intended outcome.
This question and rationale were developed in reference to:
Agile Coaching (No Date) Rachel Davies//3 Master Yourself/38-54 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6/75 [Item]
 4 Hours Mock Test

25. Multiple Choice

A team is transitioning from a predictive to an agile approach. Which two obstacles are the team most likely to encounter?
(Choose two)
Answer choices
A. Management provides freedom for the team to decide.
B. Management continues to control the processes of delivery.
C. Management would like the team to learn and adapt.
D. Management support is lacking for team empowerment.
E. Management expects the team to keep their performance level.
Answer explanation
B and D.
B. Management continues to control the processes of delivery.
D. Management support is lacking for team empowerment.
During the transformation from a predictive to an agile approach, the common impediments the team will face are the lack of
empowerment and the management style of controlling the process of delivery. A significant part of any Agile transformation is
enabling an organization to move away from a command and control culture to an environment that is more focused on
collaboration and cultivation. Transitioning from predictive development approaches to adaptive approaches and then to using
agile methods is more than just stating that the organization will now be agile. It entails shifting the mindset starting at the
executive level throughout the organization. Organizational policies, ways of working, reporting structure, and attitude should
all be aligned. Some agile approaches entail iterations that are 1 to 2 weeks in duration with a demonstration of the
accomplishments at the end of each iteration. The project team is very engaged with the planning for each iteration. The
project team will determine the scope they can achieve based on a prioritized backlog, estimate the work involved, and work
collaboratively throughout the iteration to develop the scope.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//3 AGILE AND THE BUSINESS/3.2.1]
| The Agile Practice Guide (No Date) PMI/PMI/4/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.4.3 Organization] [2.3.3 DEVELOPMENT APPROACHES]
 4 Hours Mock Test

26. Multiple Choice

During a progress meeting, the project team learns that an identified risk materialized. The project manager decides to
execute the risk response plan, but the contingency reserve does not cover the total budget for that plan.
What should the project manager do?
Answer choices
A. Ask the project sponsor to apply the management reserve to cover the remaining cost of the response.
B. Ask the project sponsor to provide an additional budget to compensate for the cost overage.
C. Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
D. Use the contingency reserve and assess options to reduce the budget to cover the remaining work.
Answer explanation
C. Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
The implementation of a risk response plan necessitates a change in the current project management plan. Issuing a change
request is the appropriate action to request the necessary budget, address rescheduling, and incorporate new activities into
the scope.
The management reserve is typically reserved for unidentified risks. Since the risk has already been identified, the
management reserve cannot be used to cover the cost of the risk response plan.
Asking the project sponsor for an additional budget would require a change request.
If the contingency reserve is not sufficient to cover the cost of the risk response plan, then the project manager should issue a
change request to ask for additional funding.
This question and rationale were developed in reference to:
Business Ethics, 4th Ed, A Stakeholder and Issues Management Approach (2009) Joseph W. Weiss/// [Item project issue]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//17/ [Item
17.11 - Plan risk response 17.12 - Monitor and control risks]
PMBOK Guide Seventh Edition (2022) /// [2.8.5 RISK]
 4 Hours Mock Test

27. Multiple Choice

A project manager is leading a team of software engineers in developing a new mobile app. The team consistently meets
deadlines but the quality of their work has been declining. The project manager suspects this may be due to a lack of training.
How should the project manager address this situation?
Answer choices
A. Organize a team-building workshop to improve collaboration and team morale.
B. Hire new team members with more experience to compensate for the performance decline.
C. Conduct a skills gap analysis to identify specific training needs and provide targeted training.
D. Implement a strict performance evaluation system to motivate team members to improve their performance.
Answer explanation
C. Conduct a skills gap analysis to identify specific training needs and provide targeted training.
This approach allows for a data-driven response to identify and address the root causes of the issue, likely related to training
or skill deficiencies. By conducting a skills gap analysis, the project manager can identify the specific training needs of each
team member and develop a targeted training plan to address them. This will help to ensure that the team members have the
skills and knowledge they need to produce high-quality work.
The other options are incorrect because they are not the most effective ways to address the situation.
Organizing a team-building workshop may be valuable for team dynamics, but it might not directly address the core issue of
declining work quality, which the project manager suspects is due to a lack of training.
Hiring a new team member assumes that the current team is incapable of improvement and doesn't initially address the
potential lack of training as the root cause.
While performance evaluation can be beneficial, implementing a strict system may not be the best initial response. If the team
members are not meeting performance expectations because they lack training, then implementing a strict performance
evaluation system will not be effective.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
 4 Hours Mock Test

28. Multiple Choice

The government of a country intends to construct a multibillion-dollar railway across three major cities and hires a contractor to
oversee construction. The project's design will be finalized within a few months of signing the contract, but the government has
time constraints and expects the project to be completed within 24 months. The project manager wants to ensure a balanced
distribution of risk between the government and the contractor.
Which two techniques should be considered during the development of the project management plan? (Choose two)
Answer choices
A. Fixed-price increments
B. Not-to-exceed time
C. Early cancellation option
D. Dynamic scope option
E. Graduated time and materials
Answer explanation
A and E.
A. Fixed-price increments
E. Graduated time and materials
Fixed-price increments and graduated time and materials can help to ensure that both parties are sharing the risk equally and
can help mitigate any potential issues that may arise during the project. Fixed-price increments allow for the project to be
broken down into smaller, more manageable pieces, with payment being made upon completion of each increment. This helps
to ensure that both parties are sharing the risk equally. Graduated time and materials is a pricing model that allows for the
project to be completed within a certain timeframe, with the cost of materials and labor increasing as the project progresses.
This helps to ensure that both parties are sharing the risk equally, as any delays or unforeseen circumstances will result in
increased costs for both parties.
The other answer choices are not as effective in sharing risk.
Not-to-exceed time sets a maximum amount of time for a project to be completed.
An early cancellation option is a clause that allows for the cancellation of a project before it is completed.
A dynamic scope option allows for changes to the project scope during the project lifecycle, to ensure that the project meets
the needs of the stakeholders.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/5/ [Item Types of Contracts]
The Agile Practice Guide (No Date) PMI/PMI/6. ORGANIZATIONAL CONSIDERATIONS FOR PROJECT AGILITY/77
 4 Hours Mock Test

29. Multiple Choice

A project manager has been assigned to an existing agile team and is preparing for an upcoming project. The last project that
the team worked on was so successful that a senior stakeholder requested that the team use the same governance structure
for the new project.
What should the project manager do next?
Answer choices
A. Consult with the project management office (PMO) to gain their insight on governance for the project.
B. Collaborate with the team and the senior stakeholder to discuss tailoring the existing governance.
C. Inform senior management that the same project governance can be used for the new project.
D. Request that the senior stakeholder discuss all governance-related concerns with the product owner.
Answer explanation
B. Collaborate with the team and the senior stakeholder to discuss tailoring the existing governance.
The project manager should collaborate with the project team and the senior stakeholder to discuss tailoring the existing
governance. This will help ensure that the governance is tailored to the specific needs of the new project while still
incorporating successful elements from the previous project. Tailoring involves the analysis, design, and deliberate
modification of project governance to make it more suitable for the given environment and the work at hand. Collaboration with
the senior stakeholder and the project team is important to ensure that the governance structure is appropriate and effective.
The other options are incorrect.
Meeting with the PMO might be helpful, but it may be premature to seek their insight before discussing it with the team and
senior stakeholder.
Informing senior management that the same project governance can be used for the new project may not be appropriate as
the new project may have unique aspects that require a tailored governance structure.
Requesting that the senior stakeholder discuss all governance-related concerns with the product owner is not an effective
approach as the project manager should be involved in the governance discussions.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //2/ [Item Project Governance: The Essentials]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//1.13/1980
[Item "Every Project can have different governance..."]
 4 Hours Mock Test

30. Multiple Choice

The project scope statement is approved by the project sponsor. The team members would like to modify the work breakdown
structure (WBS) without changing the scope and send a request to the project manager.
What should the project manager do with this request?
Answer choices
A. Determine which changes to implement and inform the team.
B. Refuse the request and escalate it to the project sponsor.
C. Tell the team that they cannot modify the established WBS.
D. Discuss it with the team and make a decision by consensus.
Answer explanation
D. Discuss it with the team and make a decision by consensus.
The project manager should discuss the request to modify the WBS with the team and empower them by working together to
reach a consensus and make decisions. The team should feel trusted, supported, and encouraged to own and develop its
working environment and make decisions. Engaging the project team to find and implement improvements shows trust in their
skills and suggestions. Project team members who feel empowered to make decisions about the way they work perform
better.
The other answer choices are incorrect.
Determining which changes to implement or telling the team that the WBS cannot be changed are unilateral decisions and
exclude the team. Unilateral decision making can demotivate people who feel their views and concerns were not considered.
Refusing the request and escalating it is a non-collaborative and dismissive approach. Escalating the request to the sponsor
may not be necessary.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//7/ [Item]
O'Reilly Platform (No Date) /// [Item Team Empowerment: 20 Ways to Get There by Glenn Parker Published by HRD Press,
2009 Chapter : Authority Assessment]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.4 LEADERSHIP SKILLS][2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

31. Multiple Choice

A firm is currently facing a cost overrun and needs liquidity to overcome the financial crisis. A critical project is underway and
is expected to bring a reasonable monetary return for the firm, yet, the project is over budget. Senior management needs to
assess the project's alignment with organizational objectives and requests that the project manager provide a report on the
matter.
What should the project manager do to prepare a report for management?
Answer choices
A. Examine and evaluate documents to gain insights and extract meaningful information.
B. Compare actual results to planned ones by analyzing the differences between actual performance and budgeted values.
C. Identify and analyze patterns, tendencies, or changes in data over a specific period of time.
D. Assess the economic feasibility of the project, by comparing the costs with the benefits expected by senior management.
Answer explanation
B. Compare actual results to planned ones by analyzing the differences between actual performance and budgeted values.
The project manager should compare the actual results of the project to the planned ones by analyzing the differences
between actual performance and budgeted values. Comparing actual results to planned ones allows the project manager to
assess the project's financial performance and understand where it deviates from the budgeted values. Once the project
manager has identified the specific areas where the project is over budget and the root causes of these overruns, they can
develop recommendations for addressing these problems and getting the project back on track.
The other options are incorrect because they are not the most directly relevant actions to take when cost overruns and
organizational alignment are the primary concerns.
Examining and evaluating documents lacks specificity in addressing the financial crisis and the need to assess the project's
alignment with organizational objectives.
Identifying and analyzing patterns may help identify broader trends in the project's performance, but it is not the most directly
relevant action.
Assessing the economic feasibility of the project focuses more on the overall economic viability of the project rather than the
immediate concerns of cost overruns and organizational alignment.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//14.17/ [Item]
 4 Hours Mock Test

32. Multiple Choice

A project manager is leading a complex software development project. The project team cannot agree on which process to
use when solving a specific problem.
What approach should the project manager take to help bring the team to consensus?
Answer choices
A. Exert expert authority and define the path forward for the team.
B. Update the responsible, accountable, consult, and inform (RACI) matrix and assign the work to a different team.
C. Assign a new team lead who has experience in solving similar software development problems.
D. Facilitate a meeting and encourage team members to come up with potential solutions.
Answer explanation
D. Facilitate a meeting and encourage team members to come up with potential solutions
The best option is to facilitate a meeting with the team to work out the solution. A collaborative approach not only inspires
creative problem-solving but also fosters team member engagement and participation.
The other options are less than ideal as they do not promote teamwork.
This question and rationale were developed about:
PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2.2.7/295 [Item]
| Project Management: The Managerial Process (No Date) //11 - Managing Project Teams/394 [Item Facilitating Group
Decision Making]
 4 Hours Mock Test

33. Multiple Choice

In an ongoing project, performance is continuously evaluated to determine benefits. Which two actions should the project
manager do at the beginning of the project? (Choose two)
Answer choices
A. Ensure approval of the performance parameters with the stakeholders.
B. Hold regular meetings with all of the stakeholders.
C. Agree on the requirements for measurement tracking.
D. Review the project administration regularly.
E. Simulate and predict the performance parameters for key stakeholders.
Answer explanation
A and C.
A. Ensure approval of the performance parameters with the stakeholders.
C. Agree on the requirements for measurement tracking.
All parties having a stake in the project must agree and sign off on the metrics for measurement of the project performance.
The correct answers reinforce this by ensuring approval of the performance parameters with the stakeholders and agreeing on
the requirements for measurement tracking. These two actions are important because they ensure that everyone is on the
same page about how the project's performance will be evaluated. This can help to avoid any disagreements or surprises
down the road.
The other answer choices are incorrect. They will occur later during the ongoing project execution and they are not essential
for evaluating the project's performance.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.1.1.2/ [Item different agreement types]
| Project Management Essentials, 2nd Edition (No Date) Kathryn N. Wells and Professor Emeritus Timothy J. Kloppenborg//2
 4 Hours Mock Test

34. Multiple Choice

A colocated project team is facing communication and collaboration issues. Some team members have roles that require them
to work different hours, some arriving early, others leaving later. At a recent weekly meeting, several team members were
absent.
What is the best way for the project manager to ensure the team can attend all necessary meetings?
Answer choices
A. Encourage team members to work the same hours.
B. Discuss the meeting with the missing team members.
C. Create an information radiator for public display.
D. Schedule team meetings during overlapping core hours.
Answer explanation
D. Schedule team meetings during overlapping core hours.
The project manager should schedule team meetings during overlapping core hours to allow team members to attend and
receive the same message. The team is colocated, but some members arrive and leave at different hours, so the best option
would be to schedule meetings at a time that works for all team members.
The other answer choices are incorrect. Encouraging team members to work the same hours does not ensure that they will be
available for the meeting. It may also be impossible for the team members to change their schedules. Creating an information
radiator will provide details, but the focus is at the summary level only and does not help to address the absentees. Discussing
the meeting with the missing team members is incorrect because it is redundant, inefficient, and does not address the issue.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//7/117 [Item]
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT] [2.2.3 HIGH-
PERFORMING PROJECT TEAMS]
 4 Hours Mock Test

35. Multiple Choice

A five-year highway construction project is in its third year of execution when the project manager receives a complaint from a
local community group. The group is upset because they noticed that the path of the highway changed and now runs closer to
their homes. This conflict has disrupted construction and put the project in danger.
What should the project manager have done to avoid this issue?
Answer choices
A. Created a contingency plan to mitigate the impact of community opposition.
B. Established an internal review board to integrate quality assurance activities.
C. Held community meetings to keep stakeholders informed of progress and changes.
D. Ensured that the project planning was confidential and well-documented.
Answer explanation
C. Held community meetings to keep stakeholders informed of progress and changes.
Open and transparent planning that engages internal and external stakeholders is vital. The project manager should have held
community meetings to keep stakeholders informed of progress and changes to avoid the conflict that arose due to the
change in the path of the highway. By holding community meetings, the project manager can address the concerns of the local
community group and keep them informed of any changes or progress in the project. This can help to build trust and maintain
a positive relationship with stakeholders.
The other options are incorrect.
Creating a contingency plan to mitigate the impact of community opposition is not a proactive measure to avoid conflicts with
stakeholders.
Establishing an internal review board to integrate quality assurance activities and ensuring that the project planning was
confidential and well-documented are not directly related to addressing the community's concerns. Confidentiality may lead to
mistrust and misunderstanding among stakeholders. Quality assurance is important in construction projects, but it does not
address the specific issue of the community's grievances.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//3/73 of 699 [Item the process
of identifying who are the project stakeholders is part of project communication management. ]
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//2/ [Item
Stakeholders and Organizational Value-Stakeholder Engagement- Implications for Successful Stakeholder Engagement in
Projects]
 4 Hours Mock Test

36. Multiple Choice

During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of
this approach has been proven in past projects inside the organization.
What should the project manager do first?
Answer choices
A. Confirm team capabilities before introducing adaptive tools and artifacts to the project.
B. Contact the project sponsor and request new team members who are familiar with adaptive projects.
C. Freeze the design stage and look for an external resource to run iterative design at extra cost.
D. Update project documents to include adaptive tools and artefacts and plan the first iterative session.
Answer explanation
A. Confirm team capabilities before introducing adaptive tools and artifacts to the project
The project manager should first confirm team capabilities before introducing adaptive tools and artifacts to the project.
The other answer choices are incorrect because they are not the first steps. Without knowing if the team has capabilities to
deal with adaptive tools, the project manager may compromise some aspects of the project without the need to do so. Also, it
is part of the project manager responsibilities to guarantee that the team has the necessary training to perform their roles in
the project.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.3.1/318 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/26/ [Item]
 4 Hours Mock Test

37. Multiple Choice

A project manager works in a matrix organization. Following a reorganization, several key project resources are reassigned to
another project. The project no longer has the resources needed to successfully deliver the project.
What should the project manager do?
Answer choices
A. Refuse to release the newly reassigned resources.
B. Review the communications management plan.
C. Review resource allocation and utilization plans.
D. Review resource needs with the functional manager.
Answer explanation
D. Review resource needs with the functional manager.
In a matrix environment, the project resources are typically shared between multiple projects. The project manager should
review the project's resource needs with the functional manager because the resources report to their functional managers.
The project manager should explain the impact of reassigning the resources and work with the functional manager to minimize
the impact of the resource reassignment.
The other answer choices are incorrect.
Refusing to release the reassigned resources is not feasible and is beyond the project manager's authority.
Reviewing the communications management plan is not relevant to the situation.
Reviewing resource allocation and utilization plans does not address the current resource shortage.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //101 Project Management Problems and How to Solve Them by Tom Kendrick/Chapter:
PROBLEM 86
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

38. Multiple Choice

A project has a budgeted cost of $120,000. According to the schedule, 15% of the project should have been completed after
one month. After a month, only 12% of the project has been completed.
What is the scheduled performance index (SPI)?
Answer choices
A. 0.6
B. 0.8
C. 0.9
D. 1.25
Answer explanation
B. 0.8
The planned value is: $120,000 15% = $18,000.
The earned value is: $120,000 12% = $14,400.
The SPI is equal to the earned value divided by the planned value: SPI = EV / PV = $14,400 / $18,000 = 0.8.
This means that for every estimated hour of work, the project team is only completing 0.8 hours or 48 minutes.
Since the SPI is less than 1 then the project is running behind schedule. If the ratio has a value higher than 1 this indicates the
project is progressing well against the schedule. If the SPI is 1, then the project is progressing exactly as planned.
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//CHAPTER 9 How to Execute
a TPM Project/
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.4.2.2/267 [Item Schedule Performance Index (SPI). A measure of schedule
efficiency expressed as the ratio of earned value to planned value.]
 4 Hours Mock Test

39. Multiple Choice

An organization makes an acquisition of a similar product halfway through the development cycle of a potential product. This
might create an overlap in the product portfolio.
What should the project manager do next?
Answer choices
A. Assess the feasibility and viability of the project with the product owner.
B. Continue to develop the product for the benefit of the organization.
C. Discuss the potential impact of the acquisition with team members.
D. Halt the project until a clear path emerges for the product roadmap.
Answer explanation
A. Assess the feasibility and viability of the project with the product owner.
The project manager should assess the impact of the new acquisition and determine the next steps with the product owner.
This would ensure that expectations are aligned.
The other answer choices are incorrect. Continuing with the product development or halting the work is not reasonable, since
the action may result in a waste of effort or time if the organization's intentions are not aligned. Discussing the potential impact
is valid, but is not the next step. The discussion should be with the product owner first. The team members may join the
discussion later for the impact analysis.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //5/ [Item Book: The Power of the Agile Business Analyst, 2nd Edition]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.5/ [Item]
 4 Hours Mock Test

40. Multiple Choice

A client has contracted a company to manage a large project in an agile environment with many subcontractors. The client is
giving direct orders to the subcontractors, rather than to the contractor's project manager. This has created conflict within the
team.
What should the project manager do to prevent this situation from occurring again?
Answer choices
A. Keep the team informed about client expectations.
B. Invite the client to the team planning meeting.
C. Tell the team to avoid conflicts with the client.
D. Ask the client not to give direct orders to the subcontractors.
Answer explanation
D. Ask the client not to give direct orders to the subcontractors.
The best way for a project manager to prevent a client from giving direct orders to subcontractors on an agile project with
many subcontractors is to ask the client not to do so. This is the most direct and effective way to address the problem.
The other answer choices are not as effective. Keeping the team informed about client expectations is important, but it will not
prevent the client from giving direct orders to subcontractors. Inviting the client to the team planning meeting can help to
improve communication between the client and the project team, but it will not prevent the client from giving direct orders to
subcontractors. Telling the team to avoid conflicts with the client is not a realistic expectation, and it will not prevent the client
from giving direct orders to subcontractors. By asking the client not to give direct orders to subcontractors, the project
manager can help to create a more harmonious and productive working environment for the project team.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/234-236 [Item]
| Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//11/205 [Item]
 4 Hours Mock Test

41. Multiple Choice

During a retrospective meeting, some team members expressed that they strongly disagreed with how the product owner and
scrum master handled some issues related to the scope of the last cycle.
What should the project manager do first?
Answer choices
A. Review the backlog with the product owner to ensure the scope is appropriate.
B. Collect all available information from the team and address the problem.
C. Schedule a meeting with the specific team members to discuss the issue.
D. Discuss the team's concerns with the product owner and the scrum master.
Answer explanation
B. Collect all available information from the team and address the problem.
Project managers realize that conflicts are inevitable, but that good procedures or techniques can help resolve them. Once a
conflict occurs, the project manager must first collect all available information from the team, study and address the problem,
develop a situational approach or methodology, and set the appropriate atmosphere or climate.
The other answer choices are incorrect because they are not the first thing the project manager should do. The project
manager needs to first understand the root cause of the conflict before they can start to develop a solution. It is important to
include the entire team and make sure that everyone involved in the conflict feels comfortable and respected. The project
manager is key in establishing and maintaining a safe, respectful, nonjudgmental environment that allows the project team to
communicate openly.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/7.5 [Item]
 4 Hours Mock Test

42. Multiple Choice

A project manager has just received news that a new regulation has been adopted and the expectation is that the project will
be delivered compliant with this new regulation. This was previously documented as a risk item with a low probability and a
moderate impact.
What should the project manager do first?
Answer choices
A. Revisit the risk register and update the rating and response.
B. Update the issue log and apply corrective action.
C. Revise the project management plan.
D. Initiate a change request for the updated regulation.
Answer explanation
A. Revisit the risk register and update the rating and response
The project manager should first revisit the risk register and update the rating and response for the risk of the new regulation.
The probability of the risk has now increased to 100%, as the regulation has been adopted. The impact of the risk may also
have increased, as the project is now required to be compliant with the regulation.
The other answer choices are not as relevant or effective. Updating the issue log and applying corrective action is not the first
thing that the project manager should do. The project manager should first update the risk register to reflect the new
information. Revising the project management plan may be necessary if the new regulation requires significant changes to the
project scope. However, the project manager should first update the risk register to assess the impact of the new regulation on
the project. Initiating a change request for the updated regulation may be necessary if the new regulation requires significant
changes to the project scope. However, the project manager should first update the risk register to assess the impact of the
new regulation on the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition PMI/185 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-
Brewin/AMACOM/14/Risk management in practice [Item]
 4 Hours Mock Test

43. Multiple Choice

In preparation for a meeting with the CEO of an organization, a project manager asks a team member to prepare a monthly
report for the CEO. The CEO provided a specific format for these reports at the start of the project. The day before the
meeting, the project manager reviews the report and discovers that it is not formatted as specified by the CEO.
What should the project manager have done to avoid this situation?
Answer choices
A. Asked for the report from the team member earlier to ensure it was in the requested format.
B. Requested that the CEO provide more detailed format requirements for creating monthly status reports.
C. Used interactive communication to confirm that the team member acknowledges the specified format.
D. Modified the communications management plan to include the new report format requirements.
Answer explanation
C. Used interactive communication to confirm that the team member acknowledges the specified format.
Effective communication fosters awareness of the ideas of others, assimilation of other perspectives, and collective shaping of
a shared solution. The project manager should have confirmed that the information being communicated was clear and
complete and was correctly interpreted. Using interactive communication allows for a two-way exchange of information and
helps to ensure that the team member fully understands and acknowledges the specified format.
The other answer choices do not directly address the issue of ensuring the report is in the correct format.
In this case, the CEO has already provided a specific format for the reports at the start of the project, and the requirements
and format preferences should have been solidified at that time.
Asking for the report earlier doesn't directly address the root cause of the problem, which is the misunderstanding of the
specified format.
Modifying the communication plan is not necessary at this point as there is no indication that the format requirements have
changed since creating the communications plan at the start of the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT] [2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

44. Multiple Choice

One day before starting a task, the technical lead proposed a new implementation approach that could reduce the schedule by
one week. However, if the approach does not work, the task will be delayed by three days.
What should the project manager do next?
Answer choices
A. Initiate a change request to reduce the schedule by one week.
B. Tell the technical lead that the new approach is not feasible.
C. Refer to the network diagram to determine the float for this task.
D. Communicate the possible three-day delay to the sponsor.
Answer explanation
C. Refer to the network diagram to determine the float for this task.
The project manager should refer to the network diagram to determine the float for this task. This allows the project manager
to assess the flexibility in the schedule and make an informed decision. Float is the amount of time that a task can be delayed
without delaying the entire project. By determining the float for this task, the project manager can determine if there is enough
time to test the new implementation approach without delaying the project. If there is enough float, the project manager can
allow the technical lead to proceed with the new approach.
The other options are incorrect.
Initiating a change request to reduce the schedule is premature and assumes that the new implementation approach is
feasible and beneficial.
Communicating the possible three-day delay to the sponsor or telling the technical lead that the new approach is not feasible
are not the best options because the project manager needs to determine if there is enough float to test the new
implementation approach without delaying the project.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7.2 WHAT TO MEASURE]
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//Project Activity
Sequencing/ [Item Float/slack calculation]
 4 Hours Mock Test

45. Multiple Choice

The leadership team of a company asked a project manager for an ad-hoc status update on the latest iteration of a project.
The project manager directed the leadership team to the project folder. The leadership team informed the project manager that
some information was missing.
What should the project manager have done to avoid this situation?
Answer choices
A. Told the team to review the folder before sharing it and add the missing information.
B. Scheduled a team meeting to discuss the missing information with the leadership team.
C. Inspected the project folder carefully before sharing it with the leadership team.
D. Updated the project folder regularly to ensure project artifacts were always current.
Answer explanation
D. Updated the project folder regularly to ensure project artifacts were always current.
The project manager can minimize the risk of missing information when providing status updates to the leadership team
by consistently updating the project folder to ensure that all relevant information is up to date.
The other answer choices are less effective or efficient in preventing missing information.
Asking the team to add missing information before sharing the folder is not a reliable solution, as the team may not always be
able to identify missing information.
Scheduling a team meeting to discuss the missing information with the leadership team is reactive and does not directly
address the issue of keeping project artifacts up to date.
Inspecting the project folder before sharing it may be helpful, but it is not as effective or efficient as updating the folder in real
time.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//26/369 [Item]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
 4 Hours Mock Test

46. Multiple Choice

A customer has rejected an interim project deliverable. What should the project manager do?
Answer choices
A. Review the reason for the rejection, and check the deliverable against its acceptance criteria.
B. Analyze the customer requirements, and rework the deliverable to an acceptable quality.
C. Create a deliverable improvement plan, and implement it for the remainder of the project.
D. Document the rejection of the deliverable in the Lessons Learned log, and review it with the project delivery team.
Answer explanation
A. Review the reason for the rejection, and check the deliverable against its acceptance criteria
The reason for customer rejection needs to be established and verified, whether valid or not. This can be done by reviewing
the acceptance criteria of the deliverable.
The other answer choices are incorrect. Reworking the deliverable, creating an improvement plan, and adding a Lessons
Learned entry are premature, as the customer rejection must be investigated first.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5/ [Item Validate Scope is the process of formalizing acceptance of the completed
project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the
probability of final product, service, or result acceptance by validating each deliverable. This process is performed periodically
throughout the project as needed.]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-
Brewin/AMACOM/11/(Kindle) [Item]
 4 Hours Mock Test

47. Multiple Choice

Some of the project's materials have been ordered from overseas. The supplier notifies the project team that the materials will
not reach the site on time due to a customs clearance delay that will affect the critical path.
What should the project manager do first?
Answer choices
A. Ask the logistics team to arrange an expedited clearance.
B. Revisit the risk register and implement the respective risk response.
C. Identify the root cause of the delay and add it to the bid documents.
D. Ensure the suppliers cover any additional costs due to the delay.
Answer explanation
B. Revisit the risk register and implement the respective risk response
The project manager should first revisit the risk register since corrective action has been identified at the beginning of the
project. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score,
planned risk responses, and other information used to get a high-level understanding of individual risks.
The other options are incorrect because the project manager should first review the risk register to determine the appropriate
course of action.
Asking the logistics team to arrange expedited clearance is incorrect because it may not be possible and customs regulations
are controlled by regional or governmental bodies.
Identifying the root cause of the issue is incorrect because the basic cause is known in this case. This option is also incorrect
because bid documents are used to request proposals from prospective suppliers and the supplier has already been chosen.
It may not be possible to ensure that the suppliers cover additional costs, agreements like that are typically determined when
entering a contract with a supplier.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //11/Responding to issues [Item Identifying and Managing Project Risk 3rd ed]
PMBOK Guide Seventh Edition (2022) /// [3.10 OPTIMIZE RISK RESPONSES]
 4 Hours Mock Test

48. Multiple Choice

During the testing phase of a technical project, the project manager discovers some issues with the final product and
subsequently learns that after negotiations, important product features were excluded from the contract's scope to minimize
costs for the client.
What should the project manager do to resolve the issue?
Answer choices
A. Escalate the issue to the sponsor to decide to redefine the scope and solve the problem.
B. Work with the client to negotiate and ensure the inclusion of the missing crucial features in the project.
C. Continue with the project as planned and register the contract scope issue in the issue log.
D. Review the lessons learned to find a solution for contract negotiation and scope issues.
Answer explanation
B. Work with the client to negotiate and ensure the inclusion of the missing crucial features in the project.
In this case, the project manager has discovered a deficiency in the scope and needs to remedy it, which includes informing
the client and negotiating a strategy for the client to deliver the product with the important features. Negotiating with the client
to include the missing features is a proactive and collaborative approach to resolving the problem.
The other answer choices are incorrect.
Escalating the issue to the sponsor is not the best course of action at this stage, as the project manager should take a more
proactive approach before escalating the issue.
Adding the issue to the issue log and reviewing the lessons learned will not solve the problem. Continuing with the project as
planned will likely lead to dissatisfied customers and additional costs down the road.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//13/ [Item The Scoping
Process Group]
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
 4 Hours Mock Test

49. Multiple Choice

A project manager has developed a schedule for a project involving various departments. The project manager met with each
team member to develop a work breakdown structure (WBS). However, after the WBS was finalized, the project manager
discovered that some tasks were redundant.
What should the project manager have done to avoid this issue?
Answer choices
A. Enlisted subject matter experts (SMEs) to provide scheduling guidance.
B. Organized group sessions for all team members to review the WBS together.
C. Improved the communication channels with all team members.
D. Prepared a task assignment matrix to represent the WBS.
Answer explanation
B. Organized group sessions for all team members to review the WBS together.
All the project planning activities should be discussed during the joint planning sessions. During these sessions, team
members will share their approaches and this will minimize activity overlap, and increase awareness among the team
members.
The other options are not as effective at avoiding redundant tasks.
Enlisting SMEs, improving communication channels, and/or preparing a task assignment matrix can be part of the solution, but
organizing group sessions to review the WBS is a more direct and effective way to pinpoint and avoid redundancy issues.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//5/149 of 699 [Item Planning
and conducting Joint Project Planning Sessions]
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN]
 4 Hours Mock Test

50. Multiple Choice

An external stakeholder has a significant impact on the project, as they have the ability to approve or reject changes to the
project scope, timeline, and budget. What approach should the project manager take with this stakeholder?
Answer choices
A. Communicate with the stakeholders according to the stakeholder engagement and communications management plans.
B. Request feedback from the stakeholder so that the project meets the stakeholder's expectations and can be delivered as
planned.
C. Add the stakeholder to the risk register and quantify the level of impact that the stakeholder could have on the project goals.
D. Inform the stakeholder of the key project benefits and keep them updated on the project's progress and milestone
achievements.
Answer explanation
A. Communicate with the stakeholder according to the stakeholder engagement and communications management plans.
Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project goals, objectives,
benefits, and risks for the project, as well as how their contribution will enhance project success.
Effective stakeholder engagement will help to ensure that the stakeholder is kept informed of the project's progress, has the
opportunity to provide feedback, and is able to raise concerns.
The other options are incorrect because they are not as effective or comprehensive.
This question and rationale were developed in reference to:
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/55/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
 4 Hours Mock Test

51. Multiple Choice

A project manager is working on a global project with team members in several different countries. To manage
communications, the project manager plans to hold virtual meetings and on-site visits once a month.
What should the project manager do next while working with this team?
Answer choices
A. Ask the IT manager of each site to manage the technical components of the virtual meetings.
B. Request the team members' résumés and become familiar with the teams' experiences.
C. Propose and establish a team charter with the rules and principles to be followed.
D. Request the budget for weekly in-person meetings with the entire team to allow for direct contact.
Answer explanation
C. Propose and establish a team charter with the rules and principles to be followed
The next thing the project manager should do is establish a team charter. The team charter is a document that establishes the
team values, agreements, and operating guidelines. The project manager can use this document to solve or avoid problems in
the team. Facilitating project team communication, problem-solving, and the process of coming to a consensus may include
working with the project team to develop a project team charter and a set of operating guidelines or project team norms.
The other answer choices are incorrect. The team has already been established so their resumes would have already been
reviewed; weekly colocation will be more costly and time-consuming than monthly meetups; asking the IT manager to manage
technical components will not directly benefit teamwork.
This question and rationale were developed in reference to:
Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools (No Date) /M. Katherine Brown,
Brenda Huettner, and Charlene James-Tanny/Chapter 2 Setting Up a Virtual Team [Item Structure, Roles, and
Responsibilities]
PMBOK Guide Seventh Edition (2022) /// [2.2.1.3 Common Aspects of Team Development]
 4 Hours Mock Test

52. Multiple Choice

A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy
and expected business value. Several key stakeholders missed the analysis session and their input was not included in the
analysis.
What is the main consequence of stakeholders missing the analysis session?
Answer choices
A. Formal approval of project change requests is delayed.
B. Stakeholder dissatisfaction with key project deliverables.
C. Conflict in subsequent phases of the project may result.
D. Inconsistent input on benefits from key stakeholders.
Answer explanation
D. Inconsistent input on benefits from key stakeholders.
Project teams and stakeholders establish measures of progress and success, and performance is compared to plans. Quality
management processes and practices help produce deliverables and outcomes that meet project objectives and align with the
expectations, uses, and acceptance criteria expressed by the organization and relevant stakeholders. If all stakeholders are
not present there will be inconsistent input on benefits. It may result in ambiguity and a misalignment between the project
goals and the expectations of key stakeholders.
The other options are incorrect because they are not the main consequence. There may not be a change request that needs
approval, conflict may not arise, and stakeholders may not become dissatisfied. These options may be additional impacts, but
the main impact would be inconsistent input on benefits from key stakeholders.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//4.4/ [Item Establishing
Meaningful Client Involvement]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (2013) Harold
Kerzner/John Wiley & Sons / Eleventh Edition/16.1/ [Item]
 4 Hours Mock Test

53. Multiple Choice

A project manager is overseeing a procurement project for a company that has a dedicated procurement management team
that handles all contracts. The quarterly report identifies six contracts that do not align with the company's objectives.
What will be the most suitable action for the project manager to take?
Answer choices
A. Keep the six contracts despite their misalignment.
B. Suggest terminating all contracts that are misaligned.
C. Ask the project sponsor to revise the contracts.
D. Request that the customer revise the contracts.
Answer explanation
B. Suggest terminating all six contracts that do not align with the company objectives.
The project manager should recommend terminating all six contracts that do not align with the company's objectives. Keeping
these contracts could lead to wasted resources and potentially harm the company's overall goals.
The other options are incorrect.
Keeping all six contracts ignores the misalignment with the company's objectives.
The procurement management team handles all contracts, so it would be inappropriate to ask the client or the sponsor to
revise contracts. The decision to revise contracts is the responsibility of the procurement management team. Revisions may
not be possible or guarantee alignment.
This question and rationale were developed in reference to:
Information Technology Project Management (No Date) //12/497 [Item]
| Manage Vendor and Contractor Performance (2008) Gerard M. Mill/Auerbach Publications// [Item non performing contracts
management]
 4 Hours Mock Test

54. Multiple Choice

During project implementation, a stakeholder is questioning the purpose of the project and wants to pause the project to
assess a new process that may affect the final deliverable.
What is one of the first things the project manager should do?
Answer choices
A. Use a power/interest grid to determine the stakeholder's influence on the execution of the project.
B. Consult with the project sponsor to determine the next steps and the potential new process.
C. Postpone any changes to a future project in order to fulfill the deliverables in the current project.
D. Revisit the acceptance criteria with the stakeholder to ensure the quality level is appropriate.
Answer explanation
A. Use a power/interest grid to determine the stakeholder's ability to influence the planning or execution of the project.
An impact/influence grid supports a grouping of stakeholders according to their level of authority (power), level of concern
about the project's outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes
to the project's planning or execution. Once the project manager has a better understanding of the stakeholder's power and
interest, they can then develop a strategy for addressing their concerns.
The other options are incorrect because they should not be the first thing the project manager does in response to this
situation. The other options should only come after assessing the stakeholder's influence and concerns.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/12/422 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
 4 Hours Mock Test

55. Multiple Choice

A company is creating a new application for its users. The agile team completed the initiating stage and is performing
iterations to complete planning and execution. However, a stakeholder wants to change the order of the deliverables to
demonstrate new aspects of the app to stakeholders.
How should the project manager address this situation?
Answer choices
A. Include the stakeholders in sprint planning to ensure the right priorities are assigned.
B. Use key performance indicators (KPIs) to verify that the project is progressing on schedule.
C. Ask the stakeholder for a change request and submit it to the change control board (CCB).
D. Explain to the stakeholder that modifying the schedule now will increase the delivery risk.
Answer explanation
A. Include the stakeholder in sprint planning to ensure the right priorities are assigned.
In agile projects, there is an expectation that work will evolve and adapt. Sprint planning allows for evolution and changes
based on stakeholder feedback and technological advances. The project manager should include the stakeholder in sprint
planning to ensure that the right priorities are assigned and to address the stakeholder's request for a change in the order of
deliverables. This can help to ensure that the project stays on track and that the stakeholder's concerns are addressed.
The other options are incorrect.
Using KPIs to verify that the project is progressing on schedule does not address the stakeholder's request.
Asking the stakeholder for a change request and submitting it to the CCB is not the best option because agile projects do not
typically adhere to traditional change control processes.
Explaining to the stakeholder that modifying the schedule now will increase the delivery risk may be necessary, but it is
important to work with the stakeholder to find a solution that meets their needs while also ensuring that the project stays on
track.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //8 Agile Planning: Dealing with Reality/ [Item The Agile Samuray]
| The Agile Guide to Business Analysis and Planning, 1st edition (March 2021) Howard Podeswa/Addison-Wesley
Professional/3.2.1 Agile Manifesto/ [Item The Agile Guide to Business Analysis and Planning: From Strategic Plan to
Continuous Value Delivery]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/42/ [Item]
 4 Hours Mock Test

56. Multiple Choice

A virtual team is midway through a sprint of a complex task and is ahead of schedule. During the daily standup, a new team
member interrupts and asks everyone to describe what they worked on before the current sprint.
How should the project manager handle this situation?
Answer choices
A. Thank the new team member for their interest and direct them to the project documentation.
B. Explain to the new team member that the daily standup is not the best time for this discussion.
C. Request the new team member leave the meeting for interrupting the daily standup.
D. Ask all team members to list their completed tasks prior to the current sprint.
Answer explanation
B. Explain to the new team member that the daily standup is not the best time for this discussion.
To ensure that the daily standup is productive and efficient, the project manager should be polite and understanding and
explain to the new team member that the daily standup is not the best time for this discussion. After the meeting, the project
manager can later schedule a time to discuss the new team member's role, all prior work, and help the new team member get
up to speed on the project.
The other answer choices are incorrect. Thanking the new team member and directing them to the project documentation is
not helpful if they are not familiar with the documentation. Requesting the new team member leave the meeting for interrupting
the daily standup is too harsh and could damage the team morale. Asking all team members to list their completed tasks prior
to the current sprint would take up valuable time during the daily standup.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology//68 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//54 [Item]
 4 Hours Mock Test

57. Multiple Choice

In an environment subject to various elements of ambiguity and change, what should an Agile project manager do to keep
track of artefacts? (Choose two)
Answer choices
A. Update the artifacts frequently and quickly in a transparent fashion.
B. Define which technology to use in the project management plan.
C. Define which technology to use in the communications management plan. Increase the use of social computing tools.
D. Increase the use of Social computing skills.
E. Use historical information from previous projects as a template.
Answer explanation
A and D.
A. Update the artifacts frequently and quickly in a transparent fashion.
D. Increase the use of social computing tools.
The two best practices for an agile project manager to keep track of artifacts in an environment subject to various elements of
ambiguity and change are updating the artifacts frequently and quickly in a transparent fashion and increasing the use of
social computing tools. Updating the artifacts frequently and quickly in a transparent fashion will help to ensure that the
artifacts are always up-to-date and that everyone involved in the project has access to the latest information. Increasing the
use of social computing tools can help facilitate communication and collaboration among team members, which is essential for
keeping track of artifacts in a changing environment.
The other answer choices are not as relevant or effective. Defining which technology to use in the project management plan is
only important if the project is using a specific technology to manage artifacts. For example, if the project is using a project
management software tool, then it is important to define which tool to use and how to use it. However, this is not a best
practice for keeping track of artifacts in a changing environment. Defining which technology to use in the communications
management plan is only important if the project is using a specific technology to communicate with team members. For
example, if the project is using a team communication tool, such as Slack or Microsoft Teams, then it is important to define
which tool to use and how to use it. However, this is not a best practice for keeping track of artifacts in a changing
environment. Using historical information from previous projects as a template can be helpful for getting started, but it is
important to keep in mind that every project is different. The artifacts that are needed for one project may not be the same as
the artifacts that are needed for another project. It is also important to be flexible and adaptable, as the artifacts may need to
be changed as the project progresses.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Effective Project Management, 8th Edition/ [Item Chapter 15]
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [4.2.2 COMMUNICATION MODELS]
 4 Hours Mock Test

58. Multiple Choice

A developer is expressing concerns about the time spent on daily standups, updating stories, creating tasks, and reviewing
dependencies between stories instead of developing code. Other team members support the comment.
What should a servant leader do next?
Answer choices
A. Ask for suggestions on how to manage their time more effectively.
B. Reduce the interactions among team members to increase development time.
C. Explain the definition of an information radiator to the project team.
D. Acknowledge the developer's frustration and emphasize the benefit of each activity.
Answer explanation
D. Acknowledge the developer's frustration and emphasize the benefit of each activity.
A key role of a servant leader is to coach the team in agile practices and highlight the benefits of each activity and agile
ceremony and how they can help the team complete their tasks faster. This can lead to increased motivation and productivity,
as the team sees how their work contributes to the overall success of the project.
The other answer choices are incorrect. A servant leader encourages the team to interact to find effective solutions that can
reduce the development time. The scrum master is the master of all Scrum practices and asking the team for suggestions is
inappropriate. Explaining the definition of an information radiator is not relevant in the present scenario.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //4/ [Item Book Agile Project Management for business transformation Success ]
| O'Reilly Platform (No Date) //chapter 4(retrospective facilitator)/ [Item https://learning.oreilly.com/library/view/improving-agile-
retrospectives/9780134678368/ch04.xhtml#ch04]
 4 Hours Mock Test

59. Multiple Choice

A project manager is working on a virtual project with a global team for the first time and encounters an issue with stakeholder
participation in team meetings. Some stakeholders do not participate, others complain about scheduling, and others do not
acknowledge meeting invitations.
What should the project manager do to address these issues and ensure smoother meetings?
Answer choices
A. Allow the stakeholders to participate in asynchronous meetings using written communication.
B. Inform the project sponsor of the situation and ask for support in enforcing meeting attendance.=
C. Review the organizational culture and structure to properly coordinate meetings.
D. Reschedule meetings for different times and dates according to time zones.
Answer explanation
C. Review the organizational culture and structure to properly coordinate meetings.
The project manager should review the organizational culture and structure to properly coordinate the meetings and avoid
team discomfort and rejection during work. By conducting a review, the project manager can better understand the needs and
expectations of the stakeholders and develop a meeting schedule and format that is more likely to work for everyone.
Asynchronous meetings do not address or solve issues related to stakeholder engagement, scheduling complaints, or
unacknowledged invitations.
Asking the sponsor to help enforce meeting attendance should be a last resort and should only be considered if the project
manager tries to address the issues and is not successful.
Rescheduling meetings for different times and dates according to time zones does not guarantee stakeholder attendance and
can be disruptive and time-consuming.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT] [2.2 TEAM
PERFORMANCE DOMAIN]
 4 Hours Mock Test

60. Multiple Choice

After the transition and completion of a large equipment installation project, the project manager receives a request from the
customer to add some operational cost to the project budget for team-building activities. The project was completed under
budget, project contingency reserves were not spent, and the team-building activities will ensure the operational team's
optimal performance.
What should the project manager do?
Answer choices
A. Reject the request and close the project financials.
B. Perform the integrated change control process.
C. Approve the expenditure to ensure customer satisfaction.
D. Document the request in the lessons learned repository.
Answer explanation
A. Reject the request and close the project financials.
The request should be declined as the project had been completed already and transitioned to the customer. Even if the
project is in the close out phase the request should still be declined as the contingency reserves are not to be used for
operational items and any other items that are not related to the project's success. Financials should be closed and the budget
released to the organization for other business opportunities.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //11.3 Cost Control Technique/ [Item Mastering Project Time Management, Cost Control and
Quality Management ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.4 - Control Cost/ [Item Project cost control
includes: https://learning.oreilly.com/library/view/a-guide-to/9781628253900/part_1-7.xhtml]
 4 Hours Mock Test

61. Multiple Choice

A company has decided to utilize a diverse international team that will work virtually. This will be the first time that the team is
working together. The project manager is creating a communication plan for the project. What should the project manager do
to build an effective project communications management plan?
Answer choices
A. Study the impact of cultural differences on communication.
B. Implement a one-way email push communication method.
C. Create a cloud-based resource folder for the project team.
D. Appoint a skilled communications manager for the project.
Answer explanation
A. Study the impact of cultural differences on communication.
Cultural awareness is the first step in understanding the differences between individuals, groups, and organizations and
adapting the project’s communication strategy in the context of these differences. The project manager needs to understand
the differences between the diverse cultures and communication styles of the team to avoid miscommunications and enhance
effective communication. Stakeholders located in remote locations may have different time zones, speak different languages,
and have different cultural norms.
The other answer choices are incorrect because they do not address the potential root cause of communication issues.
A push communication method is one-way and inhibits the ability to immediately gauge reaction and assess understanding.
A cloud-based resource may be helpful but does not consider the impact that culture may have on communication.
Appointing a skilled communications manager may not be feasible and the project manager would still have to understand the
impact of cultural differences on communication.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.2.2 COMMUNICATION MODELS]
PMBOK Guide Sixth Edition (2018) PMI/PMI/10.1.2.6/376 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/27/ [Item]
 4 Hours Mock Test

62. Multiple Choice

A key project sponsor requires monthly progress reports and assigns a contact person to communicate with the project
manager. Soon after, the contact person begins to request weekly reports and demands that they contain extra details.
Despite delivering these frequent and highly detailed reports, the project manager finds out that the sponsor is complaining of
non-receipt of the monthly progress reports.
How should the project manager address this situation?
Answer choices
A. Compile all previous reports, summarize them, and send the summary directly to the project sponsor.
B. Schedule a meeting with the project sponsor and contact person to address the communication gaps.
C. Explain the content and frequency of progress reporting to the contact person and the project sponsor.
D. Provide the project sponsor with full access to the company’s project management dashboard.
Answer explanation
B. Schedule a meeting with the project sponsor and contact person to address the communication gaps.
The information needs of the project sponsor are not being met, and that must be addressed. Stakeholder engagement entails
working collaboratively with stakeholders to resolve issues, prioritize, problem-solve, and make decisions. The project
manager should analyze the needs of the project sponsor, but this cannot be done without the presence of the contact person.
The project manager should discuss the issue with both parties to remove the communication gap and clarify how often status
reports are to be delivered and what they should contain.
The other options are incorrect because they do not solve the issue at hand.
Summarizing past reports and sending them directly to the sponsor is inappropriate. This action does not address the
communication gap and does not include the contact person.
Explaining the content and frequency of progress reporting does not consider the stakeholder's needs and does not resolve
the issue of the communication gap.
Providing full access to the project management dashboard is inappropriate because the stakeholder may not have the time or
expertise to extract the information they require.
This question and rationale were developed in reference to
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [2.1.1 STAKEHOLDER
ENGAGEMENT]
| Project Managers Portable HandBook, 3rd Ed (No Date) //9.2/ [Item]
 4 Hours Mock Test

63. Multiple Choice

An agile team is developing a product with strict budget constraints. The customer is requesting a new independent feature be
added to the solution in development. The project manager is concerned that adding the new feature will exceed the budget.
What should the project manager do next?
Answer choices
A. Evaluate the new feature with the customer.
B. Reject adding the new feature.
C. Add the new feature to the product backlog.
D. Reprioritize the product backlog.
Answer explanation
A. Evaluate the new feature with the customer
The project manager should first evaluate the new feature with the customer to determine if it is feasible and meets the
customer's needs within the budget. This approach ensures that the project manager has a clear understanding of the
feature's implications before making a decision. If the new feature is not feasible, the project manager should explain this to
the customer and offer alternative solutions. If the new feature is feasible, the project manager can work with the customer to
prioritize the feature and determine when it can be implemented. This evaluation allows for an informed decision-making
process and ensures that customer needs are considered, which is a fundamental aspect of agile development.
The other options are incorrect.
Rejecting the new feature outright without evaluating it with the customer is incorrect because it is important to communicate
with the customer and understand their needs. Agile encourages flexibility and collaboration with stakeholders, including the
customer. By rejecting the feature without discussion, the project manager may miss valuable insights and potentially risk
customer satisfaction.
Adding the new feature to the product backlog without evaluating it first is incorrect because it assumes that the feature will
definitely be implemented, even without considering budget constraints or customer priorities.
Reprioritizing the product backlog is incorrect because the project has a strict budget, and adding the new feature may not be
feasible. Blindly reprioritizing the backlog without evaluating the new feature's value, impact, and alignment with the
customer's needs and budget constraints could lead to poor decision-making and potential budget overruns.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/5.2.3-Backlog refinement/52 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [3.4 FOCUS ON VALUE]
 4 Hours Mock Test

64. Multiple Choice

The research and development team is planning to build a new facility that will focus on improving existing products the
organization has developed. It will be a multi-year initiative.
What should the project manager do first?
Answer choices
A. Develop a scope management plan that will focus on the expected objectives of the initiative.
B. Develop a business case document that covers the return on investment (ROI) of the initiative.
C. Develop a resource management plan to cover resources and contingency planning.
D. Develop a communications management plan to address stakeholder needs.
Answer explanation
A. Develop a scope management plan that will focus on the expected objectives of the initiative.
The first step in planning for any project is to develop a scope management plan. This plan will define the project's goals,
objectives, and deliverables. It will also identify the project's boundaries and constraints.
The other answer choices are important, but they are not the first step that the project manager should take. The business
case document is important for justifying the project and securing funding, but it is not the first step in the planning
process. The resource management plan is important for ensuring that the project has the resources it needs to be successful,
but it is not the first step in the planning process. The communications management plan is important for keeping stakeholders
informed of the project's progress and managing their expectations, but it is not the first step in the planning process. By
developing a scope management plan first, the project manager can ensure that the project is well-defined and that everyone
involved in the project has a clear understanding of its goals and objectives.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition PMI/171, 240[Item]
| Project Management: The Managerial Process (No Date) //7/ [Item]
 4 Hours Mock Test

65. Multiple Choice

Project team members inform their project manager of a challenge they are facing. This challenge will likely impact project
timelines.
What should the project manager do next?
Answer choices
A. Determine if the team's challenges impact the critical path.
B. Initiate a change request to extend the project timeline.
C. Work with the team to assess the impact on the overall project.
D. Escalate to the project sponsor for proper resolution.
Answer explanation
C. Work with the team to assess the impact on the overall project.
The project manager should consider the impact of the challenge and work with the team members to understand and
evaluate the impact on the overall project. When any new issue or change request occurs, it is necessary to first understand if
it impacts the project and then initiate a change control procedure as needed.
The other answer choices are incorrect.
Determining the impact on the critical path should come after understanding the challenge.
Initiating a change request or escalating to the sponsor without proper evaluation can lead to premature and potentially
unnecessary actions.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices, and frameworks (No Date) Peter Measey//6/ [Item]
Coaching Agile Teams (00/00/0000) Lyssa Adkins//6
 4 Hours Mock Test

66. Multiple Choice

A project manager has just taken over an ongoing project from another project manager. During a review of the project
management plan, the new project manager realizes that the cost variance and schedule variance are largely negative.
Several reported issues have not been resolved, vendors have not been paid for work done, and risk mitigation is quickly
depleting the budget.
Which two actions should the original project manager have taken to avoid this situation? (Choose two)
Answer choices
A. Outlined the project's assumptions and documented them in the project charter.
B. Added a substantial contingency reserve budget to the project charter.
C. Identified high-level risks and risk responses in the project planning phase.
D. Identified appropriate and comprehensive project handoff procedures.
E. Ensured that the project governance controls were approved and implemented.
Answer explanation
A and C.
A. Outlined the project's assumptions and documented them in the project charter.
C. Identified high-level risks and risk responses in the project planning phase.
The original project manager should have outlined and documented the project's assumptions in the project charter and
identified high-level risks and responses in the project planning phase to avoid the situation described. Clear assumptions in
the project charter can help ensure that all stakeholders have a common understanding of the project scope, objectives, and
assumptions. Identifying high-level risks and responses in the project planning phase can help to ensure that potential risks
are identified and addressed before they become issues.
The other answer choices are not as effective in avoiding this situation.
Adding a contingency budget to the project charter may help to mitigate risks, but it does not address the root cause of the
issues.
Identifying project handoff procedures and ensuring that project governance controls were approved and implemented are
important, but they may not have prevented the negative cost variance and schedule variance.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
| Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//Chapter 6 and 7/ [Item]
 4 Hours Mock Test

67. Multiple Choice

A new project manager joins an organization that has never had formal project management processes. Some team members
refuse to participate in basic tasks such as taking ownership of action items at meetings.
What should the project manager do?
Answer choices
A. Set up a private meeting with the specific team members to discuss the benefits of project management.
B. Create an internal document outlining the benefits of project management for all team members.
C. Explore the benefits of project management with executives of the organization.
D. Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project
tasks.
Answer explanation
D. Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project
tasks
The project manager should use collaborative problem-solving to allow for input from all team members without involving
executive mandates, which allows for more buy-in from the team to accomplish the tasks.
The other answer choices are incorrect. Setting up a meeting with individual project team members does not provide the
opportunity for team buy-in; creating an internal document does not ensure buy-in from team members or create a team
culture that the team is part of the problem-solving process; exploring the benefits of project management process with
executives is a top-down approach and is not the first approach a project manager would take to achieve buy-in.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.4/ [Item Interpersonal and team skills.]
| The Agile Practice Guide (No Date) PMI/PMI//123 [Item "Consider education/training for executives. Consider explaining agile
in terms of lean thinking: short cycles, small batch sizes, frequent reviews, and retrospectives with small improvements"]
 4 Hours Mock Test

68. Multiple Choice

In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed
for the project in a few weeks.
What should the project manager do?
Answer choices
A. Conduct a brainstorming meeting.
B. Employ the nominal group technique.
C. Conduct a release plan meeting.
D. Use prototypes to refine the design.
Answer explanation
C. Conduct a release plan meeting.
Release planning meetings identify a high-level plan for releasing or transitioning a product, deliverable, or increment of value.
The project manager should conduct a release plan meeting to discuss the upcoming release and create a plan for delivering
it. This would allow them to re-prioritize the work to deliver the two modules first.
Conducting a brainstorming meeting, employing the nominal group technique, or using prototypes, can be valuable tools in
different contexts but do not directly address the client's immediate request to reprioritize and plan for the delivery of specific
modules within a short timeframe.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//13/133 [Item The Release Plan]
| O'Reilly Platform (No Date) //7/ [Item Lean-Agile Software Development - Guy Beaver]
PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES]
 4 Hours Mock Test

69. Multiple Choice

At the beginning of a project, the project manager meets the product owner and the business analyst to work on a
requirements-gathering process to create the list of requirements, features, and product backlog. Which elements should be
considered to ensure all user stories are well-written and sized correctly to allow for smooth agile project delivery? (Choose
two)
Answer choices
A. Independent, negotiable, and estimatable
B. Unique, applicable, and replicable
C. Subdivisible, suitable, and considerable
D. Concise, detailed, and executable
E. Valuable, small, and testable
Answer explanation
A and E.
A. Independent, negotiable, and estimatable
E. Valuable, small, and testable
In order to create good user stories, start by remembering to INVEST in good user stories. INVEST is an acronym that
encompasses the following concepts which make up a good user story:
Independent - stories should be as independent as possible.
Negotiable - a story is not a contract. A story is an invitation to a conversation.
Valuable - if a story does not have discernable value it should not be done.
Estimatable - a story has to be able to be estimated or sized so it can be properly prioritized.
Small - stories should be small chunks of work (eg. two-week iterations average 3-4 days of work)
Testable - every story needs to be testable in order to be "done".
This question and rationale were developed in reference to:
Agile Project Management: Creating Innovative Products, 2nd Edition (No Date) Jim Highsmith//7/ [Item The Speculate Phase -
Speculating on Product and Project]
| User Stories Applied (No Date) Mike Cohn//2/641 [Item]
 4 Hours Mock Test

70. Multiple Choice

A new project has a team divided between onsite and offshore locations. The project manager observed a rising conflict
between the two parts of the team during project initiation.
What should the project manager do first?
Answer choices
A. Communicate the project scope to all team members.
B. Organize a face-to-face meeting during project kick-off.
C. Identify this conflict in the risk register log.
D. Record this conflict in the project issue log.
Answer explanation
C. Identify this conflict in the risk register log.
The best way for a project manager to address a rising conflict between onsite and offshore team members is to identify this
conflict in the risk register log. This will help the project manager to track the conflict and to develop mitigation strategies.
The other answer choices are also important, but they are not as effective in addressing the underlying conflict. By identifying
the conflict in the risk register log, the project manager can develop a plan to mitigate the risk and ensure that the project is
successful.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Chapter 8: teams/ [Item Kindle book: Managing culture difference Meeting with virtual teams
section ]
| PMBOK Guide 7th edition (2021)
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/ [Item 7.4-
Management of conflicts 7.5 - Conflict resolution modes]
 4 Hours Mock Test

71. Multiple Choice

A new agile team is forming and the project manager notices that the team is struggling in many areas. The team is
experiencing both the inability to meet iteration commitments and team member conflicts.
What should the project manager do next?
Answer choices
A. Involve management to help resolve the conflicts.
B. Inform management that commitments will not be met.
C. Raise the issues in the retrospective and propose solutions.
D. Coach the team both as a whole and individually.
Answer explanation
D. Coach the team both as a whole and individually
The project manager should coach the team both as a whole and individually because coaching helps the team’s performance
get better, in a series of steps.
The other answer choices are incorrect. Involving management is not going to help the team to meet the iteration commitment
not resolve the conflicts. Informing management that commitments will not be met is not the best choice because as a project
manager it is required to inform the management about missing the commitment, but in agile teams, coaching is the best thing
to do instead of directly informing to the management. Raising the issues is not the best choice as waiting until the
retrospective is too late.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//5/78 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/38 [Item 4.2.3 Project Manager use Servant Leadership]
 4 Hours Mock Test

72. Multiple Choice

The project manager of a software development project for a financial institution realizes that team members are unusually
delayed on their assigned tasks. The project manager has not experienced this before on previous, similar projects. After
further investigation, the project manager determined that the delays were linked to the recent resignation of an experienced
team member.
What should the project manager have done to avoid this situation?
Answer choices
A. Ensured there was a well-defined path to promotion.
B. Provided continuous guidance to project team members.
C. Identified competency risks and developed a mitigation plan.
D. Scheduled periodic training for all project team members.
Answer explanation
C. Identified competency risks and developed a mitigation plan.
The project manager can better prepare for circumstances like team members leaving by identifying risks in advance and
having a mitigation plan prepared. This is a proactive approach to ensuring that the impact of a team member's departure is
minimized.
The other options are incorrect.
A well-defined path to promotion is not directly related to the risk posed by the resignation of an experienced team member.
Providing continuous guidance is not enough to mitigate the risk of losing a key team member.
Periodic training may not be enough to ensure that team members have the necessary competencies to take on the
responsibilities of a departing team member.
These options may be included in the mitigation plan, but the project manager must first identify the competency risks and
develop a plan to mitigate them.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //2/Making it work [Item Practical Project risk management, 2nd edition ]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN] [2.8 UNCERTAINTY PERFORMANCE
DOMAIN]
 4 Hours Mock Test

73. Multiple Choice

During a standup meeting, the project manager discovers that one of the software developers is struggling to complete work
because they lack experience with automation testing, potentially affecting the sprint goal. A quality assurance engineer on the
team has automation testing experience but is busy preparing a presentation for new employees.
What action would increase the chances of achieving the sprint goal?
Answer choices
A. Reassign the automation work to the engineer as soon as the presentation is finished.
B. Immediately train the software developer on automation testing and then proceed with testing.
C. Ask the quality assurance engineer to assist the software developer as soon as possible.
D. Reschedule the automation testing for when the quality assurance engineer is available.
Answer explanation
C. Ask the quality assurance engineer to assist the software developer as soon as possible.
Asking the quality assurance engineer to assist the software developer as soon as possible can increase the chances of the
sprint goal being achieved. To address this issue efficiently, it's crucial to provide timely assistance. By asking the quality
assurance engineer to assist the software developer, the team can leverage the engineer's expertise in automation testing,
which can lead to more efficient problem-solving and task completion.
The other answer choices are incorrect in this context.
Reassigning the work or rescheduling the automation testing may introduce delays, and immediate training may not be
feasible within the sprint timeline and could impact the overall project plan. When there is time, the project manager should
seek to provide the team member with training and development opportunities to help fill the knowledge gap.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//11/Development Team
[Item Development Team]
| The Agile Practice Guide (No Date) PMI/PMI/6/79 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

74. Multiple Choice

On an agile project, a team member has been taking smaller, easier user stories from the backlog, not those with the highest
priority. How should this be addressed?
Answer choices
A. Remind the entire project team that the highest-priority user stories need to be taken from the backlog first.
B. Instruct the team member to select larger and more challenging user stories in the subsequent iterations.
C. Meet with the team member to understand why they pick easier stories and tailor the workload approach as needed.
D. Retrain the team member on the core technologies used to build the product to address the skill gap.
Answer explanation
C. Meet with the team member to understand why they pick easier stories and tailor the workload approach as needed.
The project manager needs to understand the root cause before taking action. The root cause could be related to workload,
skills, or other factors, so the project manager should not take action without first assessing the issue. In agile project
management, it's essential to promote open communication, collaboration, and a deeper understanding of team dynamics to
address issues effectively.
The other answer choices are incorrect because they suggest that the project manager should take action without first
assessing the issue.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Agile Foundations - Principles, practices and frameworks: Chapter 9 Individuals and Interactions/
[Item]
| O'Reilly Platform (No Date) //Chapter 2: The power and perils of Agile/ [Item The Power of the Agile Business Analyst,
second edition - 30 surprising ways a business analyst can add value to your Agile development team]
 4 Hours Mock Test

75. Multiple Choice

An extremely talented and results-oriented team member is suddenly struggling with a personal problem. Due to this, there is
a change in the team member's behaviour, and it starts to affect the project deliverables as well as the morale of other team
members.
What should the project manager do?
Answer choices
A. Assign the team member to an activity that will not substantially impact deliverables.
B. Approach the team member privately and work together to develop a plan to address the issue.
C. Add the team member's problem to the project issue log and inform all key stakeholders.
D. Ask the human resources (HR) manager to handle the issue and continue working as planned.
Answer explanation
B. Approach the team member privately and work together to develop a plan to address the issue.
When a team member is struggling with a personal problem that is affecting their behavior and the project deliverables, the
project manager should approach the team member privately and work together to develop a plan to address the issue. This
approach shows concern for the team member's well-being and allows for a collaborative solution to be developed. It is
important for the project manager to balance the needs of the individual team member with the needs of the project and the
team as a whole. By addressing the issue in a compassionate and proactive manner, the project manager can help to
maintain team morale and ensure that the project stays on track.
The other options are incorrect.
Assigning the team member to an activity or adding the team member's problem to the project issue log does not address the
root cause of the issue and could potentially make the situation worse.
Asking the HR manager to handle the issue may be necessary at some point, but the project manager should first attempt to
communicate with the team member and handle the situation with empathy.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) /// [Item Leadership: The Power of Emotional Intelligence by Daniel Goleman Published by More
Than Sound, 2011 Chapter: Leadership Styles]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

76. Multiple Choice

An oil refinery project is in the middle of the execution phase. The project team found that the project was delayed because of
an environmental regulation change, procurement delays, and a change in government. However, the project deliverable is
still urgently needed.
What should the project manager do next?
Answer choices
A. Terminate the project immediately, avoid further loss through more expenditure, and absorb the current loss.
B. Review the impact of the changes, comply with the new regulations, and then propose a realistic plan.
C. Make the necessary arrangements for the procurement materials, and continue the project as planned.
D. Stop the project and negotiate with the new government to pay the invoices for work done up to that point.
Answer explanation
B. Review the impact of the changes, comply with the new regulations, and then propose a realistic plan
Any regulatory requirements or changes to requirements must be reviewed and aligned with the new regulations. By reviewing
the impact of the changes, complying with the new regulations, and proposing a realistic plan, the project manager can
increase the chances of success and minimize the impact of the delays.
The other options are too risky, drastic, or premature.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //3/Identifying project scope risk [Item Identifying and Managing Project Risks 3rded]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/276 [Item]
 4 Hours Mock Test

77. Multiple Choice

During a project closing review meeting, the project manager notes that a software development task took longer to complete
than was planned. Which action should the project manager take for continuous project improvement?
Answer choices
A. Update the performance data in the lessons learned register.
B. Update the risk register so the problem will not happen in the future.
C. Update the problem in the issue log and distribute it to the project team.
D. Update the communications management plan with details of the problem.
Answer explanation
A. Update the performance data in the lessons learned register.
The project is at the project closing phase, so the issue is documented in the lesson learned register for continuous project
improvement.
The other options are only employed in execution, not during closing.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //8/Control Process [Item The Project Management Tool Kit: 100 Tips and Techniques for getting
the job done right]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.3.4/128 [Item]
 4 Hours Mock Test

78. Multiple Choice

A project manager is working on a project to modernize a bank's information technology (IT) infrastructure. The project
manager recently received approval of the project's change management plan from the project sponsor. The project sponsor
now requests that the project manager implement a new piece of technology in the solution.
What should the project manager do next?
Answer choices
A. Add the new technology as a risk in the risk register.
B. Submit a change request to the change control board (CCB).
C. Update the schedule and cost baselines with the new technology.
D. Request the project sponsor to procure the new technology.
Answer explanation
B. Submit a change request to the change control board (CCB)
When there's a proposed change to a project, such as implementing a new piece of technology, the change should be formally
documented, evaluated, and approved or rejected through a change control process. The project manager should submit a
change request to the CCB, which will then decide whether to approve or reject the change based on its impact on project
objectives.
The other options are incorrect because they do not align with the standard project management practice of addressing scope
changes through a formal change control process.
Adding the new technology to the risk register is incorrect because it is not the immediate action to take when the project
sponsor requests to implement a new piece of technology.
Before updating any baselines, the proposed change should go through the change control process. The project manager
would only update the appropriate project management plan components if the change is approved.
Taking steps to procure the new technology should not be the immediate next step. The change request needs to be
submitted and approved before any action is taken toward implementing the new technology.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//4/ [Item 4.6
Perform integrated change control]
 4 Hours Mock Test

79. Multiple Choice

A project manager is working on a project charter and discovers that two key stakeholders are transferring to other
departments and replacements have not been identified yet.
What should the project manager do next?
Answer choices
A. Put the project on hold until the replacements are identified.
B. Involve senior management to resolve the challenge.
C. Obtain support from the project sponsor to continue the project.
D. Perform an impact analysis of the possible delays.
Answer explanation
D. Perform an impact analysis of the possible delays.
The project manager should perform an impact analysis of the possible delays. This will help them understand the potential
impact of the stakeholders leaving and identify any risks associated with the changes. Based on the impact analysis, the
project manager can determine the best course of action and communicate the findings to the appropriate parties.
The other options are incorrect.
Putting the project on hold or obtaining support from the project sponsor to continue the project may not be necessary or
feasible and could cause delays and impact the project.
Involving senior management should only be done after performing an impact analysis to ensure that senior management is
aware of the potential risks and impacts.
This question and rationale were developed in reference to:
Process Groups: A Practice Guide (2022) PMI /// [INPUTS AND OUTPUTS]
| Project Managers Portable HandBook, 3rd Ed (No Date) //7/281 [Item 7.1.5 Sequence of Planning Actions]
 4 Hours Mock Test

80. Multiple Choice

During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not
follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior
team member is an expert and a critical resource for the project.
How should the project manager address this?
Answer choices
A. Discuss this with the resource personally, then update the resource management plan if necessary.
B. Discuss this with the functional manager, then update the resource management plan if necessary.
C. Discuss this with the functional manager, then update the team charter if necessary.
D. Discuss this with the resource personally, then update the team charter if necessary.
Answer explanation
D. Discuss this with the resource personally, then update the team charter if necessary
To solve this issue, the first thing the project manager should do is talk to the resource instead of the functional manager to
understand the reason and try to solve the problem before escalating.
If the senior team member has a suggestion that is a better option for the project, then update the team charter if required. A
team charter is a document that establishes team values, agreements, and operating guidelines.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.3.2/319 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-
Brewin/AMACOM/17 Models for project management/ [Item]
 4 Hours Mock Test

81. Multiple Choice

The development of a final project schedule is delayed due to the inability to negotiate an agreement with one of the vendors
needed for successful project delivery.
What should the project manager do?
Answer choices
A. Circulate meeting minutes and discuss the agreed and outstanding clauses with the project team and customer.
B. Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary.
C. Meet with the project sponsor and seek their support in replacing the vendor due to the inability to negotiate an agreement.
D. Communicate the project needs and influence the vendor to accept the terms as soon as possible for successful project
delivery.
Answer explanation
B. Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary.
It is in the best interest of the project to come to terms with the vendor; if not able to do so, the project manager should look for
alternative vendors.
The other answer choices are incorrect.
Circulating the meeting minutes does not address or resolve the issue.
Meeting with the project sponsor and seeking their support in replacing the vendor is premature. It may be necessary in
extreme cases, but it's typically a last resort.
Trying to pressure the vendor does not guarantee a timely or satisfactory resolution.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/78 [Item 4.1.1 DEVELOP PROJECT CHARTER: INPUTS
4.1.1.2 AGREEMENTS] [4.2.2 DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
4.2.2.4 MEETINGS]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/Chapter 41/
[Item Negotiating Contracts]
 4 Hours Mock Test

82. Multiple Choice

During a final inspection of a new product, the project team discovers a significant defect in one of the key deliverables. This
defect poses a security risk to the client, who expects to start using the deliverable in two weeks.
What should the project manager do?
Answer choices
A. Conduct a quality investigation and initiate corrective action.
B. Use the contingency reserve to cover the cost of the defect.
C. Meet with the client to explain the cause of the defect.
D. Send the client a letter apologizing for the inconvenience.
Answer explanation
A. Conduct a quality investigation and initiate corrective action.
The most appropriate approach is to assess the situation to identify the root cause of the defect and take corrective action. In
this case, key deliverables fail to reach quality standards, pose a security risk to the client, and were discovered late in the
product lifecycle, so the initial response should be to assess and resolve the issue quickly. In doing so, the project manager
prioritizes the client's interests, safety, and project success.
The other options are incorrect because they are less effective and should not be the project manager's first step.
Using the contingency reserve is premature because the project manager should not determine a response strategy without
first understanding the root cause of the defect.
Holding a meeting with the client should come after the issue has been investigated and corrective actions have been taken.
Sending a letter of apology to the client is premature and addressing the issue should be the immediate action.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Managing Project Quality by Joseph A. Petrick and Timothy J. Kloppenborg/Chapter 1 [Item
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN]
 4 Hours Mock Test

83. Multiple Choice

A project manager is assigned to take over an ongoing project. During the quality review, the team discovered that 40% of the
deliverables have defects and require rework, with an expected worsening trend.
What should the project manager's first step be?
Answer choices
A. Evaluate the cost of the rework.
B. Review the quality management plan.
C. Review the user stories.
D. Perform a root cause analysis.
Answer explanation
D. Perform a root cause analysis.
The first step should be to perform a root cause analysis since the defects identified are expected to increase over time. A root
cause analysis is used to determine the underlying cause of variance, defect, or risk. This would allow the project manager to
identify the root causes of the defects in the deliverables. The project manager can use the findings of the root cause analysis
to identify and implement corrective actions to prevent similar defects from occurring in the future.
The other answer choices should not be done until the root cause analysis has been completed. The project manager must
have a comprehensive understanding of the root cause of the issue before taking corrective action.
This question and rationale were developed in reference to:
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//20.9 The
Seven Quality Control Tools/location 27178 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
 4 Hours Mock Test

84. Multiple Choice

During the execution of repair work, the root cause of the damage was discovered to be failures that occurred during the
construction phase. The same contractor who performed the construction work is performing the repairs. Because of this, the
CEO wants to negotiate with the contractor for a reduced price.
What should the project manager do?
Answer choices
A. Negotiate with the contractor to cancel the repair work and pay compensation for the previous work.
B. Negotiate the repair work with the contractor based on a shared risk-reward relationship.
C. Proceed with the contractor without mentioning the issue since the previous work is already closed.
D. Proceed with the contractor and subtract the amount paid for supervision of the previous work.
Answer explanation
B. Negotiate the repair work with the contractor based on a shared risk-reward relationship.
Since the same contractor performed the construction phase in which the failures have occurred, a collaborative approach is
required. The project manager should negotiate the repair work with the contractor based on a shared risk-reward relationship.
This means that both parties share in the risks and rewards of the project, and the contractor is incentivized to complete the
repairs efficiently and effectively.
The other answer choices are incorrect because they do not benefit this situation, and the repair work cannot be canceled as it
does not fall in the original scope. It is important for the project manager to ensure that the repair work is completed effectively
and efficiently while also ensuring that the cost is reasonable and fair for both parties.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Project Procurement: A Real-World Guide for Procurement Skills, Ajay Bhargove, PMI/Chapter 6:
The Game of Negotiation
https://learning.oreilly.com/library/view/project-procurement-a/9781628254693/chapter06.xhtml]
Agile Practice Guide (2017) PMI /// [6.3 PROCUREMENT AND CONTRACTS]
 4 Hours Mock Test

85. Multiple Choice

A project manager is beginning a new project and is starting to form the project team. The project manager has not worked
with anyone from this team previously, and most of the team members do not know each other, and some are located in
different countries.
Which two actions should the project manager take to help the team work more closely together? (Choose two)
Answer choices
A. Identify the cultural differences and potential conflict areas to mitigate these going forward.
B. Allocate a budget for the team members to temporarily relocate for the duration of the project.
C. Arrange virtual team-building sessions that allow team members to get to know each other.
D. Select team members who have previously worked together to be allocated to the project.
E. Identify experienced team members to provide mentoring for the less experienced team members.
Answer explanation
A and C.
A. Identify the cultural differences and potential conflict areas to mitigate these going forward.
C. Arrange virtual team building sessions that allow team members to get to know each other.
Cultural differences can potentially lead to misunderstandings and conflict. The project manager should identify cultural
differences and potential conflict areas to ensure that issues do not arise. Virtual team building sessions can help build trust,
cohesion, and shared understanding.
The other answer choices are less effective for helping a new team work more closely together.
Allocating a budget for team members to relocate temporarily may not be feasible and is not guaranteed to help the team work
well together, especially if cultural differences are not addressed.
Selecting team members who have previously worked together may not be possible or ethical and may limit diversity in the
team.
Having experienced team members to provide mentoring does not guarantee a more cohesive and effective team, especially
for a new project. Building relationships and trust should be a primary focus in the early stages.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//7/111 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.5 TAILORING LEADERSHIP STYLES]
 4 Hours Mock Test

86. Multiple Choice

A software delivery team at a large bank is frustrated by the documentation requirements put in place by the governance
department in charge of their change control board (CCB). The project manager approaches the governance department and
requests that they work together to reduce the amount of paperwork required from the delivery team, explaining that it slows
them down and adds overhead costs.
This is an example of what kind of leadership?
Answer choices
A. Servant leadership
B. Transactional leadership
C. Directive leadership
D. Constructive leadership
Answer explanation
A. Servant leadership
This is an example of servant leadership because the project manager is offering the service of working with the governance
board to resolve an issue for the software delivery team. The project manager has the software delivery team's interest in mind
and is willing to work with the governance board to reduce the amount of paperwork.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//6/ [Item Section 6.3.1 Agile lead as 'servant-
leader']
| The Agile Practice Guide (No Date) PMI/PMI/4/35 [Item]
 4 Hours Mock Test

87. Multiple Choice

A project manager is preparing to start a project and notices that the project team is having difficulties communicating and
collaborating. The team has never worked together before. The project manager wants to understand each individual's
behaviour and tailor the leadership style to create a more effective team environment.
Which tools or techniques should the project manager use in this situation? (Choose two)
Answer choices
A. Personality assessments
B. Weekly teleconferences
C. One-on-one coaching
D. Technical assessments
E. Cultural assessments
Answer explanation
A and C.
A. Personality assessments
C. One-on-one coaching
The project manager needs to establish a culture and environment that enables a group of diverse individuals to evolve into a
high-performing project team. This includes recognizing the activities needed to foster project team development and
encouraging leadership behaviors from all project team members. One-to-one coaching and personality assessments are the
two vital techniques that the project manager should use in this scenario.
The other answer choices are not as effective for understanding their behavioral styles and understanding individual needs.
Assessing technical skills and holding weekly teleconferences won't help to understand and tailor communication
requirements. A cultural assessment may not be necessary unless the team is specifically composed of members from diverse
cultural backgrounds.
This question and rationale were developed in reference to:
Agile Coaching (No Date) Rachel Davies//5/72 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

88. Multiple Choice

While closing a project, the client finds some defects in the deliverable. What should the project manager do next?
Answer choices
A. Review the output against the acceptance criteria.
B. Extend the project until all deliverables are accepted.
C. Persuade the client to accept the output as is.
D. Pay the penalty for the defective item.
Answer explanation
A. Review the output against the acceptance criteria
Reviewing the output against acceptance criteria is the appropriate next action as this will confirm why the defect wasn't raised
earlier during the monitoring and controlling phase.
Extending the project without approval is not the appropriate next action as it would delay the project timeline.
Persuading the client to accept the output as is may compromise the quality of the project and is not appropriate.
Paying the penalty for the defective item is not appropriate unless that clause is documented in contract with the client.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7/121 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//2.14/ [Item]
 4 Hours Mock Test

89. Multiple Choice

A project manager realizes that an email intended for a specific team member has been mistakenly sent to the entire global
project team. This email contains critical feedback regarding a recent incident. What should the project manager do next?
Answer choices
A. Ignore the mistake and assume that team members will understand the situation.
B. Acknowledge the mistake and apologize for any unintended consequences.
C. Request that the unintended email recipients delete the message without reading it.
D. Send a private message to the team member apologizing for the critical feedback.
Answer explanation
B. Acknowledge the mistake and apologize for any unintended consequences.
The project manager should take responsibility for the mistake, acknowledge it to the global project team, and apologize for
any unintended consequences. Openly addressing the error helps maintain transparency and trust within the team. Effective
leaders seek to be role models in areas of honesty, integrity, and ethical conduct. Effective leaders focus on being transparent,
behave unselfishly, and are able to ask for help. Effective leaders understand that project team members scrutinize and
emulate the values, ethics, and behaviors that leaders exhibit. Therefore, leaders have an additional responsibility to
demonstrate expected behaviors through their actions.
The other options are incorrect.
Ignoring the mistake is not a responsible approach because it can lead to confusion and misunderstanding among the team
members. Addressing the issue promptly is essential.
Requesting that unintended email recipients delete the message without reading it may not be effective, as once the email is
sent, you can't control what others do with it. It's better to take responsibility and communicate openly about the mistake.
Sending a private message to the team member apologizing for the critical feedback is a good step to take in addition to
acknowledging and apologizing for the mistake, but should not be the only action the project manager takes.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [23.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
 4 Hours Mock Test

90. Multiple Choice

During project closure, the team considers that the final sprint retrospective is not necessary because there are no remaining
sprints. What could be a potentially beneficial outcome of conducting this sprint retrospective?
Answer choices
A. Improvement in velocity if the same team is formed in the future
B. Promotion opportunities for the team members
C. Information that could be useful for future projects
D. Tips for adapting to working together if that happens in the near future
Answer explanation
C. Information that could be useful for future projects
Even though there are no remaining sprints, holding a final sprint retrospective can still provide valuable insights and lessons
learned for future projects. It allows the team to reflect on their overall performance, identify areas of improvement, and
capture knowledge that can be applied in similar projects or for continuous improvement. The retrospective helps to foster a
culture of learning and provides an opportunity for the team to celebrate their successes and address any remaining issues or
challenges.
The other answers are incorrect. Velocity improvement for the same team in the future is not the most relevant outcome of a
final sprint retrospective. The purpose of a sprint retrospective is not directly related to individual team members' promotion
opportunities. Tips for adapting to future teamwork situations are not the main objective of a final sprint retrospective.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //9 - Releases and Project Retrospectives/ [Item Book: Agile Retrospectives by Esther Derby,
Diana Larsen, and Ken Schwaber]
| O'Reilly Platform (No Date) //chapter 22(agile reflection)/ [Item https://learning.oreilly.com/library/view/being-agile-
in/9781292083735/html/chapter-022.html]
 4 Hours Mock Test

91. Multiple Choice

Regular check-ins with the delivery team reveal low morale and a lack of efficiency. What should the project manager do to
address these concerns?
Answer choices
A. Perform a skill assessment.
B. Conduct teambuilding exercises.
C. Remove all project roadblocks.
D. Conduct a satisfaction evaluation.
Answer explanation
D. Conduct a satisfaction evaluation.
Before implementing a solution, the project manager should further assess the problem and the source. There is no indication
as to the source of the low morale and lack of efficiency. It could result from conflicts, unachievable expectations, low
motivation, etc. Before implementing a strategy to address these issues, the project manager must identify the root cause. A
survey can be used to assess the degree of satisfaction and help identify the sources.
The other answer choices are incorrect. A skills assessment should have been performed before the team is formed and is not
an effective way of managing this situation.
Team building is incorrect because it may not fully address the situation. Teambuilding exercises may not address the source
of the morale and efficiency issues.
Removing roadblocks is incorrect because it is not clear that there are roadblocks in the execution of the project.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //11/ [Item Coaching for Breakthrough Success: Proven Techniques for Making Impossible Dreams
Possible by Peter Chee; Jack Canfield Published by McGraw-Hill, 2012]
| O'Reilly Platform (No Date) //Building Your Team's Moral Pride and Spirit; Gene Klann/Chapter 6: Shared Experiences
[Item https://learning.oreilly.com/library/view/building-your-teams/1882197860/]
 4 Hours Mock Test

92. Multiple Choice

To reduce procurement time during a bidding process, a project manager decided to contract the additional work to a current
contractor. The other bidders are complaining about this decision because they think that the process lacked transparency and
fairness.
What should the project manager have done to prevent this?
Answer choices
A. Invited all potential bidders to a meeting.
B. Awarded the contract without negotiation.
C. Followed the company's bidding procedure.
D. Shared the project objectives with all bidders.
Answer explanation
C. Followed the company's bidding procedure.
It is very important for the project manager to ensure that there is complete transparency in the bidding process. This is only
possible only if the project manager follows the company's bidding procedure. Following the company's bidding procedure
ensures that the process is fair and consistent and all parties have an equal opportunity.
The other answer choices are incorrect. Inviting all bidders to a meeting or sharing the project objectives with all bidders could
perhaps be one of the steps in the bidding process, but this does not address other bidders' unhappiness. Awarding the
contract without negotiation may deviate from the company's bidding procedure.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Mastering Risk and Procurement in Project Management: A Guide to Planning, Controlling, and
Resolving Unexpected Problems, Randal Wilso/chapter 6 - procurement execution strategies [Item Know your
suppliers/vendors—The second critical area in procurement is who you purchase things from.
https://learning.oreilly.com/library/view/mastering-risk-and/9780133838534/ch06.html]
| The Agile Practice Guide (No Date) PMI/PMI/ANNEX A1/94 [Item Table A1-2]
 4 Hours Mock Test

93. Multiple Choice

A newly hired project manager is assigned to a school construction project. The school serves students from surrounding
neighbourhoods and must be completely energy efficient. The project manager must provide a final report.
How can the project manager determine whether the planned business value was delivered?
Answer choices
A. Inspect the approved technical specifications to confirm that they match the final product deliverables.
B. Consult with the team and confirm that the customer was satisfied with the construction of the school.
C. Review the project charter and business case to determine if the deliverables achieved the intended benefits.
D. Demonstrate that the school construction project was delivered on schedule and within budget.
Answer explanation
C. Review the project charter and business case to determine if the deliverables achieved the intended benefits.
Prior to the final closeout, the project charter and the business case should be reviewed to determine if the deliverables
achieved the intended benefits and value. The project charter and business case outline the goals and objectives of the
project, including the intended benefits. By reviewing these documents, the project manager can determine if the deliverables
achieved the intended benefits and therefore if the planned business value was delivered.
The other answer options are not as effective.
Inspecting the technical specifications only confirms that the final product matches the approved specifications, but it does not
necessarily ensure that the intended benefits are achieved.
Consulting with the team and confirming customer satisfaction only provides subjective feedback and does not necessarily
measure the project's success in delivering business value.
Demonstrating that the project was delivered on schedule and within budget does not necessarily demonstrate that the
intended benefits were achieved.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/306 of 699
PMBOK Guide – Seventh Edition (2021) PMI /// [2.3.8 MEASURING OUTCOMES]
 4 Hours Mock Test

94. Multiple Choice

During a daily standup, some team members realized they were not all prioritizing the requirements in the same way. This
could impact the current iteration's goals.
What should the project manager do to resolve this issue?
Answer choices
A. Schedule an iteration review session and update backlog priorities.
B. Meet with the team and product owner to clarify priorities.
C. Ask the project sponsor to redefine the prioritized values.
D. Define priorities based on the urgency of requirements and risks.
Answer explanation
B. Meet with the team and product owner to clarify priorities.
The project manager should organize a meeting with the team and the product owner to clarify and prioritize requirements.
Agile techniques are valuable for focusing on and resolving competing priorities through direct interaction with the product
owner. This will help the team better understand the value of requirements added to the product in each iteration and optimize
the flow of value.
The other options are incorrect because they are not the most effective way to resolve the issue of team members not
prioritizing requirements in the same way.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //9/ [Item https://learning.oreilly.com/library/view/large-scale-scrum-
more/9780133813142/ch09.html#ch09]
| The Agile Practice Guide (No Date) //4/39 [Item 4.3 Team Composition]
| The Agile Practice Guide (No Date) //Introduction/2 [Item Introduction]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item Section 5.2.3 -Backlog Refinement]
 4 Hours Mock Test

95. Multiple Choice

A project manager has a new project. The work breakdown structure (WBS) and sequence of activities have been defined, but
the team has difficulty estimating the duration of each activity.
Which approach should the project manager take to ensure the estimates are reliable?
Answer choices
A. Ask each team member to estimate the duration of each activity.
B. Consider the project schedule constraints and estimate the activities accordingly.
C. Access performance records of similar, past projects and use them as a reference.
D. Consult other project managers for the duration estimate of each activity.
Answer explanation
C. Access performance records of similar, past projects and use them as a reference
Making all your members estimate each activity will not be effective unless all your members are expert. It will not be a reliable
approach to do bottom-up estimation as well. The best approach is to check with the PMO records of past similar projects and
use them as reference.
PMBoK Sixth Edition in Chapter 5 and 6 states: "5.4.3.1 SCOPE BASELINE
The scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be
changed only through formal change control procedures and is used as a basis for comparison. It is a component of the
project management plan
WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish
the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly
detailed definition of the project work.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information
about each component in the WBS. The WBS dictionary is a document that supports the WBS. Most of the information
included in the WBS dictionary is created by other processes and added to this document at a later stage
6.4 ESTIMATE ACTIVITY DURATIONS
Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities
with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to
complete. This process is performed throughout the project
The Estimate Activity Durations process requires an estimation of the amount of work effort required to complete the activity
and the amount of available resources estimated to complete the activity
6.4.2.4 THREE-POINT ESTIMATING
The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk"
For the given answer options the correct response, therefore, is: "Access performance records of similar, past projects and
use them as a reference"
 4 Hours Mock Test

96. Multiple Choice

During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for
some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the
meeting.
What should the project manager have done to prevent this from happening?
Answer choices
A. Established a fixed communication platform to provide updates on the project to all stakeholders.
B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project.
C. Developed the project charter including the roles and responsibilities of all the stakeholders.
D. Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.
Answer explanation
B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project
Managing stakeholder engagement is the correct answer choice because it brings awareness to stakeholders so they know
when their participation is required or optional.
The other answer choices are incorrect because they do not address the engagement of the stakeholders, which would have
prevented the unawareness of the required stakeholder's attendance.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //9. Managing Stakeholder Engagement/ [Item Mastering Project Human Resource Management:
Effectively Organize and communicate with all project stakeholders]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3/523 [Item]
 4 Hours Mock Test

97. Multiple Choice

A project team is in sprint 13 of a fourteen-sprint project. The project team placed a game-changing feature on the backlog for
the next release. The product owner is informed that a competitor is launching a new product with a feature that closely
resembles the feature placed on the backlog. The product owner is demanding this game-changing feature be incorporated in
the current release.
What should the project manager do?
Answer choices
A. Organize a review meeting with the development team to get an understanding of the extent of work required.
B. Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact.
C. Perform the required assessments and raise a change request with the Change Control Board (CCB).
D. Inform the product owner that this game-changing feature will be added to the next release of the product.
Answer explanation
B. Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact.
The product owner is demanding a significant change late in the project that can have a substantial impact on scope,
schedule, and resources. The project manager should meet with the product owner and relevant stakeholders to discuss the
change, analyze the impact, and develop a plan for moving forward. It's crucial to involve key stakeholders in such decisions
as they can provide insights into the project's strategic goals and priorities. This collaborative approach is at the heart of agile
methodologies.
The other options are incorrect because they do not involve all of the key stakeholders or do not consider all of the factors that
must be evaluated.
Organizing a review meeting with the development team should not be the immediate next step. The key decision-makers in
the project should be involved first to discuss the feasibility and impact of this major change.
Raising a change request to the Change Control Board (CCB)is incorrect because agile projects don't typically have a formal
CCB, and decisions are made collaboratively with the product owner, team, and stakeholders.
Telling the product owner that the feature can't be included without discussing and analyzing the change and its impact first is
not the correct approach. In agile, change is embraced even late in the project to maximize customer value. Deciding whether
to defer the change to the next release should be a collective decision made after analyzing the impacts.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/4/173 [Item]
| O'Reilly Platform (No Date) /// [Item Agile Practice Guide, 2017, page 7]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES] [2.6.2.3 Moving Targets of Completion]
 4 Hours Mock Test

98. Multiple Choice

A project manager is experiencing issues with the functional manager of a project team member. The functional manager has
given the team member another assignment and has told the team member that the previous project should be a lower
priority.
What should the project manager do?
Answer choices
A. Escalate the issue to senior management.
B. Communicate the importance of the project to the team.
C. Refer the functional manager to the project charter.
D. Request additional resources for your project.
Answer explanation
A. Escalate the issue to senior management.
The best way for a project manager to address an issue with a functional manager who is giving a team member a lower-
priority assignment is to escalate the issue to senior management. This is the most direct and effective way to resolve the
issue and ensure that the project team member has the time and resources they need to complete their project tasks.
The other answer choices are not as effective. Communicating the importance of the project to the team is important, but it is
unlikely to resolve the issue with the functional manager. Referring the functional manager to the project charter may help to
clarify the project's priorities, but it is unlikely to change the functional manager's behavior. Requesting additional resources for
your project may be necessary, but it is important to address the issue with the functional manager first. By escalating the
issue to senior management, the project manager can help to ensure that the project team member has the support they need
to complete their project tasks.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021)
| Project Management: The Managerial Process (No Date) //4.3/Chartering [Item]
 4 Hours Mock Test

99. Multiple Choice

A project manager has been hired to lead a multinational enterprise program with a geographically distributed team. The team
members are located in different countries and have varying opinions about status reporting. Some prefer detailed reports,
while others prefer them to be brief. Some team members want to send daily status reports, while others want to send weekly
status reports.
How should the project manager resolve the issue?
Answer choices
A. Ask the team to adhere to the communications management plan.
B. Escalate the reporting issue to the project sponsor for guidance.
C. Request that the team resolve the issue amongst themselves.
D. Change the existing template for status reporting to accommodate.
Answer explanation
A. Ask the team to adhere to the communications management plan.
The communication management plan describes how, when, and by whom information about the project will be administered
and disseminated. Adhering to the established communications management plan ensures consistency in status reporting
across the geographically distributed team.
The other options are incorrect.
Escalating the issue is inappropriate at this stage and should be a last resort.
Asking the team to resolve the issue themselves will not be effective as the team is currently unable to reach a consensus.
Changing the existing template could lead to inconsistencies and confusion in reporting. Changing the template may not be
effective since the team cannot reach a consensus as is.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) /// [Item From Kindle: Managing Cultural Differences: Global Leadership for the 21st Century]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [3.2 CREATE A
COLLABORATIVE PROJECT TEAM ENVIRONMENT]
 4 Hours Mock Test

100. Multiple Choice

After emailing a recent project status report, the project manager learns that several recipients are no longer involved with the
project. The project manager needs to verify the distribution list for future status reports.
What should the project manager do?
Answer choices
A. Review and update the communications management plan.
B. Review and update the schedule management plan.
C. Review and update the responsibility assignment matrix.
D. Review and update the resource management plan.
Answer explanation
A. Review and update the communications management plan.
The communications management plan is the document that identifies the stakeholders who need to receive project status
reports. Therefore, it is the first document that the project manager should review and update to ensure that the distribution list
is accurate.
The other answer choices are not as relevant or effective. The schedule management plan does not identify the stakeholders
who need to receive project status reports; the responsibility assignment matrix identifies the individuals who are responsible
for each task on the project, but it does not identify the stakeholders who need to receive project status reports; and
the resource management plan identifies the resources that are needed to complete the project, but it does not identify the
stakeholders who need to receive project status reports.
This question and rationale were developed in reference to:
Information Technology Project Management (No Date) //10/416 [Item]
| PMBOK Guide 7th Edition (page 10-12, 31-33)
 4 Hours Mock Test

101. Multiple Choice

Although a project is performing within its time, scope, and budget constraints, the project manager learns that the project
sponsor is unhappy with its progress.
What should the project manager have done to avoid this situation?
Answer choices
A. Conducted frequent reviews and assessments to identify and address any potential risks.
B. Aligned project objectives with the expectations and requirements of the project sponsor.
C. Communicated regularly with the project sponsor to provide updates and address any concerns.
D. Implemented strict control measures to ensure that project milestones and deliverables are met.
Answer explanation
C. Communicated regularly with the project sponsor to provide updates and address any concerns.
The project manager must communicate with the project sponsor effectively. The sponsor provides resources and support for
the project and is accountable for enabling success. Without regular communication, the project manager can not ensure that
the sponsor is sufficiently informed and engaged. In this case, the sponsor is unhappy despite the project's performance, so
the source of the dissatisfaction is not known. If there was open and ample communication between the project manager and
the sponsor, the project manager would have known that the sponsor was unhappy and could have addressed the disconnect
between expectations and reality. Communication is the most important factor in engaging with stakeholders effectively.

The other options are incorrect because they do not address the core concern here, which is the unhappiness of the sponsor.
Conducting frequent reviews to identify and address any potential issues or risks does not address the source of the sponsor's
dissatisfaction. The project is performing well and there is no evidence to suggest that the project team is not sufficiently
identifying and addressing risks.
Aligning project objectives with the sponsor's expectations is important, but is incorrect because it requires effective
communication. Without effective communication, there is no way to achieve or maintain alignment.
Implementing strict control measures is incorrect because it does not address the sponsor's unhappiness.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//10.6/ [Item
Stakeholder relations management]
PMBOK Guide Seventh Edition (2022) ///[2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT]
 4 Hours Mock Test

102. Multiple Choice

A developer has completed the deliverable for a feature. The product owner is not sure how to assess the quality of the
deliverable.
Considering that the project is using an agile approach, what kind of tool or technique should the product owner use?
Answer choices
A. Expert judgment
B. Decision making
C. Demonstrations/reviews
D. Checklists
Answer explanation
C. Demonstrations/reviews
Demos or reviews is a part of every agile sprint that helps the product owner or customer to gain visibility on the development
progress and provide feedback that facilities the team to make appropriate changes early in the project. Hence this option is
the correct answer.
Expert judgement, decision making and checklists are techniques that are generally a part of predictive project management
approaches and hence is irrelevant in this scenario. As a result, these options are incorrect.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Chapter 3 Business Practices/ [Item Clean Agile: Back to Basics]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.5/55 [Item Demostration/reviews]
 4 Hours Mock Test

103. Multiple Choice

During execution, the customer submits a change request to maintain the project's business value, which has been threatened
by a recently implemented government regulatory change. The project manager analyzes the change, which will require 50%
of the project deliverable to be reworked and will incur additional costs to the customer.
What should the project manager do?
Answer choices
A. Submit the change request to the CCB as the customer will be comfortable absorbing all additional costs.
B. Submit the change request to the CCB and advise the panel to consider rejecting the request due to its impact.
C. Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
D. Submit the change request to show the change as having no impact, then proceed without notifying the CCB.
Answer explanation
C. Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
The project manager should document and submit the change request to the CCB for review and approval. Since there is a
significant cost impact, the cost-impact analysis must be part of the submission.
The other answer choices are incorrect. Whether the customer is absorbing the cost or not is irrelevant to the change request.
A change request is to capture the reasons for change, the impact on the project, and other relevant facts. It is not required for
the project manager to advise as part of the request. The project manager should follow a code of ethics and must not make
up or omit any important information from the CCB.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //3/68 [Item (Kindle) Project Manager's Spotlight on Change Management]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.6/113 [Item]
 4 Hours Mock Test

104. Multiple Choice

A member of a development project team informs the project manager that the operating system is not going to be installed on
time due to a late upgrade by the supplier. What should the project manager do first?
Answer choices
A. Determine the impact of the situation.
B. Modify the schedule to reflect the situation.
C. Inform the stakeholders about the problem.
D. Have the project team brainstorm a solution.
Answer explanation
A. Determine the impact of the situation
The project manager must quantify an impact in order to understand the adjustments needed in the project in terms of
schedule, budget, and/or resources. Only after the impact is assessed can the project manager implement the appropriate
responses to maintain optimal performance.
The other answers may occur after this appraisal exercise.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.4/60 [Item]
| Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//4: Classical Project Risk
Mgmt Practices/ [Item Planning Risk Mgmt]
 4 Hours Mock Test

105. Multiple Choice

A project manager is working on an internal project and notes that the visions and goals of other department leaders are not
clear. This creates confusion and ambiguity within the project team, and it is becoming difficult to distinguish between the wish
list and scope items.
Which document should the project manager review to clarify this situation?
Answer choices
A. Project Charter
B. Communications Management Plan
C. Risk Register
D. Stakeholder Engagement Plan
Answer explanation
A. Project Charter
The project manager should review the project charter. The project is likely to fail if the documented vision and goal are not
clear either by team members or stakeholders. The reason the project exists is because it was signed off by the project
sponsor and it has been in line with business strategies.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//2.9/ [Item]
 4 Hours Mock Test

106. Multiple Choice

An experienced project manager is mentoring a new project manager assigned to their first project. As the new project
manager prepares for the project, they are overwhelmed by the number of stakeholders identified by the team.
What should the experienced project manager tell the new project manager to do next?
Answer choices
A. Perform a stakeholder analysis to determine the relative importance.
B. Categorize key stakeholders using a workbook register.
C. Update the communications management plan with stakeholder preferences.
D. Prioritize stakeholders based on the stakeholder register.
Answer explanation
A. Perform a stakeholder analysis to determine the relative importance.
Once stakeholders are identified, the project manager and the project team should seek to understand and analyze
stakeholders. The new project manager should analyze aspects of each stakeholder’s position on and perspective of the
project. Stakeholder analysis involves systematically gathering and analyzing quantitative and qualitative information about
stakeholders to determine whose interests should be taken into account throughout the project.
The other options are incorrect because they should come after performing a stakeholder analysis. Categorizing key
stakeholders, updating the communications management plan, and prioritizing based on a register, all rely on the foundational
insights gained through stakeholder analysis and should follow this initial analysis.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //4/Not available [Item Fundamentals of Project Management (5th Edition)]
PMBOK Guide Seventh Edition (2022) /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
 4 Hours Mock Test

107. Multiple Choice

A project manager is assigned to a new project. The requirements are still evolving, but there is a need to deliver business
value quickly.
What approach should the project manager take in this situation?
Answer choices
A. Develop mitigation strategies to address the risks of evolving requirements.
B. Use a product backlog and complete the highest priority requirements first.
C. Ensure scope changes are documented in the requirements traceability matrix.
D. Develop a feature burndown chart and show progress on requirements.
Answer explanation
B. Use a product backlog and complete the highest priority requirements first
The project manager should select an iterative and incremental (Agile or hybrid) approach to manage evolving requirements.
They can use a product backlog to complete the highest priority requirements and ensure that business value is delivered
early and frequently.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//15/location 11928 in Kindle
[Item]
| O'Reilly Platform (No Date) //7/ [Item The Professional Product Owner: Leveraging Scrum as a Competitive Advantage]
 4 Hours Mock Test

108. Multiple Choice

The project manager of an agile project notices that many stakeholders are skipping iteration planning and review meetings.
Some stakeholders admit that they do not see the value of the meetings and prefer not to participate. The project is in danger
of falling behind schedule due to the lack of stakeholder participation.
What should the project manager do first to address this issue?
Answer choices
A. Review and update the communications management plan.
B. Identify gaps and mentor stakeholders on the iterative approach.
C. Record the iteration review and share it with stakeholders.
D. Build a RACI matrix and develop a training plan for stakeholders.
Answer explanation
B. Identify gaps and mentor stakeholders on the iterative approach.
The stakeholders admit that they do not see the value of attending the meetings, which indicates that they do not have a
comprehensive understanding of the iterative approach and the importance of attending iteration planning and review
meetings. The project manager should identify the gaps in understanding and address those gaps through mentoring. The
project is in danger of falling behind schedule, so the project manager must take a proactive approach to encourage active
participation and improve the effectiveness of the project.
The other answer choices don't directly address the immediate issue of stakeholders' lack of participation which is impeding
the project's progress.
Updating the communications management plan, recording and sharing iteration reviews, building a RACI matrix, and
developing a training plan may be good long-term solutions, but it is not the best way to address the immediate issue.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//2-7/122 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT] [2.2 TEAM PERFORMANCE DOMAIN]
 4 Hours Mock Test

109. Multiple Choice

A project manager is working on a deployment project to replace some equipment that will soon become obsolete. A review of
the schedule and cost has revealed that a 5-month delay is likely.
How should the project manager address risks from the delay?
Answer choices
A. Analyze the business impact in order to reprioritize the deliverables.
B. Request to negotiate with the vendors for a longer support period.
C. Ask to order new equipment immediately so there will be no support issue.
D. Acknowledge these constraints and take them into account when planning.
Answer explanation
A. Analyze the business impact in order to reprioritize the deliverables
The correct answer is to analyze the business impact in order to reprioritize the deliverables.
In order to address the risks related to the delay, they must first be analyzed. An analysis must be done to determine the
impact of the risks in order to plan appropriate responses. The project manager must evaluate the importance of each risk in
order to categorize and prioritize individual risks for further attention. The other answer choices are incorrect because they are
reactionary and do not fully address risks from the delay. They also do not address the impact that the risks may have on the
project, the organization, or previously identified risks.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/5/Project Risk Management [Item]
| The Agile Practice Guide (No Date) PMI/PMI//13 [Item]
 4 Hours Mock Test

110. Multiple Choice

In the middle of a project, the project manager realizes that a specific set of skills is needed to complete project development.
Unfortunately, none of the team members possess the necessary skills.
What is the first step the project manager should take to address this issue?
Answer choices
A. Reorganize the project team to include people with the necessary knowledge and skills.
B. Review the timeline and budget to consider training, outsourcing, or other alternatives.
C. Organize adequate training for the project team to close the knowledge gap.
D. Search for alternative ways to achieve project objectives without the required skills.
Answer explanation
B. Review the timeline and budget to consider training, outsourcing, or other alternatives.
Reviewing the timeline and budget to address the knowledge gap will help to ensure that the project stays on track and meets
its objectives. This can help prevent delays, cost overruns, and other issues that may arise due to a lack of necessary
knowledge and skills. Reviewing the timeline and budget can help determine the best approach for addressing the knowledge
gap, whether it be through training, outsourcing, or other alternatives.
The other options are incorrect.
Reorganizing the project team to include people with the necessary knowledge and skills may not be feasible or practical
Searching for a way to achieve project objectives without the required skills may compromise the quality of the project.
Organizing adequate training for the project team should only occur after reviewing the timeline and budget first will help
determine the best approach for addressing the knowledge gap.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
The Agile Practice Guide (No Date) PMI /// [4.2.1 SERVANT LEADER RESPONSIBILITIES/37]
 4 Hours Mock Test

111. Multiple Choice

During project execution, a key stakeholder is replaced with a new team member who has approval authority. The new
member states that the project deliverables are not aligned with the design and does not approve them. However, a few weeks
later the project manager learns that the new team member had not been informed of changes during execution.
What should the project manager have done to avoid this miscommunication?
Answer choices
A. Organized a meeting with the sponsor before the execution began.
B. Updated the stakeholder register to include the new team member.
C. Asked the previous stakeholder to hold a meeting with the new team member before leaving.
D. Updated the project charter during the execution phase to include all the changes.
Answer explanation
B. Updated the stakeholder register to include the new team member.
The project manager should have updated the stakeholder register to include the new team member. This would have ensured
that the project manager was aware of all of the stakeholders on the project and that they were communicating with the new
team member on a regular basis.
The other answer choices are not as effective or relevant. Organizing a meeting with the sponsor before the execution begins
is a good practice, but it is not enough to avoid the miscommunication that occurred in this situation.
Asking the previous stakeholder to hold a meeting with the new team member before leaving is a good practice, but it is not
always possible. For example, if the previous stakeholder left the company suddenly, then there may not have been time to
hold a meeting. Updating the project charter during the execution phase to include all the changes. The project charter is a
document that authorizes the project and defines its scope, goals, objectives, and success criteria; it is not typically updated
during the execution phase.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices, and frameworks (No Date) Peter Measey//13/ [Item]
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ 10. Project Communication Management/ [2.5.4 - Project Communications
and Engagement; Table 2-7. Checking outcomes - Project Work Performance Domain
4.6.3 - PLANS; Table 4-3. Mapping of Artifacts likely to be used in each performance domain]
 4 Hours Mock Test

112. Multiple Choice

A newly launched product prototype is receiving several customer complaints. To reduce negative feedback, the team comes
up with an action plan. At the end of the quarter, however, the project manager found there was no significant reduction in
complaints.
What should the project manager do next?
Answer choices
A. Identify the key performers on the team and recognize them appropriately.
B. Identify the team members who lack the required skills and train them.
C. Revisit and reevaluate the project’s key performance indicators (KPIs).
D. Report the status to the executive management team and seek help.
Answer explanation
C. Revisit and reevaluate the project’s key performance indicators (KPIs).
In an agile project, the project manager should revisit and reevaluate KPIs frequently to check the effectiveness of the action
plan. This is an important agile practice, as it allows the team to quickly identify and address any issues that may be
preventing them from achieving their goals. This will help to ensure 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 customer complaints.
The other answer choices are incorrect because they do not effectively address the issue of customer complaints.
Recognizing the key performers on the team does not directly address the problem of customer complaints.
Identifying the team members who lack the required skills doesn't immediately address the issue of customer complaints.
While skills development is important, there is no indication that the team members lack skills.
Reporting to management may be necessary if the team is unable to resolve the issue on its own, but it should be a last
resort. Agile teams are encouraged to take ownership of their projects and problem-solving.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 3rd
Edition/Chapter 1 - The Great KPI Misunderstanding [Item Section - Seven Characteristics of KPIs]
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
 4 Hours Mock Test

113. Multiple Choice

As agreed at the start of a predictive project, all outgoing information should be shared beforehand with the project manager.
During the project, one of the team leaders communicated directly with the sponsor, bypassing the project manager. As a
result, unfiltered information was conveyed to the sponsor, and important information from the team was not being shared with
the project manager.
What should the project manager do next?
Answer choices
A. Remind the team leader to always inform the project manager before providing information to stakeholders.
B. Talk to the team leader to find out if they have any personal issues with the project manager.
C. Modify the team's agreements to obtain project manager approval prior to sending out any communication.
D. Talk to the sponsor to find out what the team leader has shared with the sponsor directly.
Answer explanation
A. Remind the team leader to always inform the project manager before providing information to stakeholders.
The project team's ground rules, which state that the project manager should receive all communication, had been agreed
upon beforehand, so the best action for the project manager to take is to personally remind the team member who violated a
ground rule. Effective and efficient engagement and communication include determining how, when, how often, and under
what circumstances stakeholders want to be—and should be—engaged.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //10/ [Item The Unwritten Rules of Managing Up by Dana Brownlee Chapter 10, section "Develop
Team Ground Rules"]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
 4 Hours Mock Test

114. Multiple Choice

A team member with sufficient experience and knowledge informs the project manager about a conflict with another team
member and asks for advice and assistance. The project manager schedules a meeting to discuss the conflict with the team
members involved.
What should the project manager do during the meeting to resolve the conflict?
Answer choices
A. Determine a resolution together.
B. Mandate the solution unilaterally.
C. Separate the team members.
D. Identify who instigated the issue.
Answer explanation
A. Determine a resolution together.
The project manager should meet with the team members to discuss the conflict before it escalates and work with them to
determine a favorable outcome. Damage incurred from conflict can be repaired by looking for resolutions and alternatives
together. It can also create more constructive relationships. This moves the conflict into more of a problem-solving space
where people can work together to resolve the conflict.
The other options are not as effective in addressing the conflict because they don't involve the team members in the decision-
making process.
Mandating a solution is not collaborative and may not result in an effective resolution.
Separating the team members should only be considered as a last resort.
Identifying who instigated the issue is inappropriate and the focus should be on resolving the situation, not casting blame.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS]
 4 Hours Mock Test

115. Multiple Choice

An adaptative project team is globally distributed and the team members speak different primary languages. Daily meetings
are conducted virtually in a common language. The project manager is made aware that there are some communication
issues. Differences in pronunciation, accent, and vocabulary make it extremely difficult for some members to understand each
other.
What should the project manager tailor to improve the daily meeting and avoid misunderstanding?
Answer choices
A. Use the call to verbally summarize the work status as reported by the team members.
B. Use an electronic task board to give a visual representation of work status and progress.
C. Ask for a change in the project's budget to provide access to a translation service.
D. Ask all team members to report on work completed, upcoming work, and blockers.
Answer explanation
B. Use an electronic task board to give a visual summary of the work progress.
To improve the daily meeting and avoid misunderstandings, the project manager should use an electronic task board to give a
visual summary of the work progress for each member. Visual displays with graphics can help the team absorb and make
sense of information. This will help to ensure that everyone is on the same page and has a clear understanding of what is
being discussed. The key is to promote clear and effective communication among team members despite differences in
language and culture.
The other answer choices are incorrect. Verbally summarizing work or reporting work status does not address the issues with
comprehension and understanding. Translation services may not be feasible or comprehensive and can introduce further
information distortion and delays.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//20/356 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7.3 PRESENTING INFORMATION]
 4 Hours Mock Test

116. Multiple Choice

A company is implementing an agile approach for a new project. Which action should the project manager take to ensure they
are acting as a servant leader?
Answer choices
A. Keep strict control of the team and their activities.
B. Serve as a backup in case a team member becomes ill.
C. Ensure the team follows all processes as defined without question.
D. Understand the bottlenecks and support the team to remove them.
Answer explanation
D. Understand the bottlenecks and support the team to remove them.
Agile times thrive with servant leadership. Servant leadership is a style of leadership that focuses on understanding and
addressing the needs and development of project team members in order to enable the highest possible project team
performance. A critical role for the servant leader is to maximize delivery by removing impediments to their progress. This
includes solving problems and removing obstacles that may be hampering the project team’s work. By solving or easing these
impediments, the project team can deliver value to the business faster.
The other options are incorrect because they do not align with the principles of servant leadership.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //2. Characteristics of Service Leader/ [Item Servant Leadership in Action]
| The Agile Practice Guide (No Date) PMI/PMI/4/33-35 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
 4 Hours Mock Test

117. Multiple Choice

A customer reviewed a product and requested additional features that were not in the requirements documentation. The work-
in-progress (WIP) limits have already been optimized for the teams working on different work components.
How should the project manager begin to resolve the customer requirements?
Answer choices
A. Build the product according to the previously agreed customer requirements.
B. Discuss the feasibility and impact of the new features with the product owner.
C. Breakdown work on additional features with existing component teams.
D. Release increments of the additional features for customer validation.
Answer explanation
B. Discuss the feasibility and impact of the new features with the product owner.
The product owner is responsible for maximizing the product's value and is accountable for the end product. The project
manager should discuss the feasibility and the impact of the new features with the product owner and work with them to
manage expectations around adding scope, the implications to the budget, and the availability of project team members. As a
result, new work can be thoroughly assessed, prioritized, and added to the product backlog as necessary.
The other answer choices are incorrect.
Building according to the previously agreed upon customer requirements ignores the customer's request and does not align
with agile practices.
The project manager should not begin breaking work down or releasing increments of the additional features for customer
validation without discussing the changes with the project sponsor.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//6/112 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6/86 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
 4 Hours Mock Test

118. Multiple Choice

A project manager is leading a new implementation project with a global project team. As team members are in different
geographical locations and time zones, the project manager has to decide on the most effective team engagement strategy.
What is the first action the project manager should take?
Answer choices
A. Develop a communications management plan.
B. Set up daily conference calls to track work.
C. Ask all team members to utilize an online task board.
D. Ask team members to align their work schedules.
Answer explanation
A. Develop a communications management plan.
As the team members are in different geographical locations and time zones, it is very important that the project manager
develops an effective engagement strategy first. As a result, a review of team communication requirements is needed. This is
done in the communication management plan.
The other answer choices are incorrect. Setting up daily conference calls or asking the team members to align their work
schedules may not be possible as the team is geographically distributed. Online task boards may provide updates on the
tasks, but primarily, there is always a need for engaging with stakeholders to keep the communication happening between
team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Ten/367 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/46 [Item]
 4 Hours Mock Test

119. Multiple Choice

A project team is working on a complex technology project. A competitor introduces a product with a new feature, forcing the
team to make changes to keep their product from becoming obsolete. The software that the team was using was outdated and
could not accommodate the development of the new feature and must be replaced with new-to-market software. The team is
excited, but they do not have experience working with the new software.
What should the project manager do to address this knowledge gap?
Answer choices
A. Train the team to use the new software.
B. Hire new team members with software knowledge.
C. Ignore the technological advancements.
D. Discuss the new product features with the competitor.
Answer explanation
A. Train the team to use the new software.
The project manager should provide training for the team to learn how to use the new software effectively. It is important to
make sure project team members understand and can fulfill their roles and responsibilities. This includes identifying gaps in
knowledge and skills as well as strategies to address those gaps through training. In this case, the software is outdated and
must be replaced, so training should be provided to ensure that the team has the knowledge necessary for this and future
projects.
Hiring new team members is incorrect for several reasons. Because the software is new to the market, it may be difficult to
hire people with extensive experience. Hiring new resources can be time-consuming and there may not be any budget
available. Hiring new resources also takes away the opportunity for the current team to learn and advance.
Ignoring technological advancement is not the appropriate way to address this situation.
Discussing the new product with the competitor is not appropriate and does not address the knowledge gap.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.3.4 PERFORM WORK AND CONTRIBUTE INSIGHTS] [2.5.8.1 Knowledge
Management] [2.2.1.3 Common Aspects of Team Development]
 4 Hours Mock Test

120. Multiple Choice

A hybrid project is using an iterative design process for product development. However, there are separate teams for design
and execution, which is causing concerns.
What should the project manager do to address these concerns?
Answer choices
A. Establish a centralized repository for project documentation and product validation.
B. Request that the design team be made responsible for project execution as well.
C. Communicate to the project management office (PMO) that a hybrid approach is too risky.
D. Enhance team skills by providing training on an adaptive project management framework.
Answer explanation
A. Establish a centralized repository for project documentation and product validation.
The project manager should establish a centralized repository for project documentation and product validation to address
concerns caused by separate teams for design and execution. This will allow for knowledge transfer and foster a collaborative
working environment.
The other options are incorrect.
Requesting that one team be responsible for both development and execution may not be feasible and may not improve the
chances of success.
Enhancing team skills by providing training on an adaptive project management framework may not be necessary if the teams
are already skilled in working with hybrid methods. There is no indication that the teams are not skilled or experienced in
working with hybrid methods.
Telling the PMO that a hybrid approach is too risky is unfounded and is not an effective or practical way to address this
situation.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//Section 2. 7/115 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
 4 Hours Mock Test

121. Multiple Choice

An agile project team has not completed the tasks within the current iteration. During a meeting, the project sponsor gives the
team a final date for task completion.
How should the project manager proceed?
Answer choices
A. Request that a functional manager becomes a team lead to ensure processes are followed.
B. Appoint a team leader to take responsibility for the team's iteration planning and completion.
C. Advise the project sponsor that the team is responsible for managing work within iterations.
D. Advise the team to comply with the new schedule provided by the project sponsor.
Answer explanation
C. Advise the project sponsor that the team is responsible for managing work within iterations.
Advising the project sponsor that the team is responsible for managing work within iterations is correct because, when taking
an agile approach, the team takes responsibility for its work and process.
Requesting that a functional manager become a team lead is incorrect. With agile, a cross-functional team is empowered to
make decisions and the scrum master facilitates. A functional manager becoming a team lead does not come into play.
Appointing a team leader to take responsibility for the team's iteration planning is incorrect. With agile, the concept of team
lead does not come into play and iteration planning is the responsibility of the scrum team.
Advising the team to comply with the new schedule provided by the project sponsor is incorrect. Agile teams complete
planning based on the prioritized backlog and story sizing estimate. Based on the team's velocity and available capacity the
team will decide how many stories they can take up and will not go by the schedule provided by the sponsor.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//11/Define Boundaries
| O'Reilly Platform (No Date) //Create Your Successful Agile Project by Johanna Rothman Published by Pragmatic Bookshelf,
2017/Chapter Four
 4 Hours Mock Test

122. Multiple Choice

A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle.
The project manager finds there are significant differences of opinion within the project team, leading to major setbacks for the
project.
What should the project manager do in order to help overcome differences and bring the project back on track?
Answer choices
A. Promote conversation among team members in upcoming review meetings to help solve the problem.
B. Schedule a team out activity to allow people to know each other better and feel comfortable talking.
C. Allow the team to self-organize before the next iteration to solve the problem.
D. Reach out to their functional managers so they can talk to the team members and solve the problem.
Answer explanation
A. Promote conversation among team members in upcoming review meetings to help solve the problem
Conflict is an inevitable consequence of team interaction. The project manager should take a proactive approach to resolve
this conflict. Servant leaders promote collaboration and conversation within the team and between teams.
The other answer choices are incorrect because they do not fully address the problem and suggest a project manager is not
proactively involved in conflict resolution and promoting cohesion. The project manager needs to ensure that they work with
the team to promote understanding, facilitate conflict resolution, and address the issues to address the project setbacks.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Fostering Collaboration/Fostering a Team-Oriented Culture at John Hancock [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/35 [Item 4.2.1.1 SERVANT LEADERS FACILITATE]
 4 Hours Mock Test

123. Multiple Choice

A project team, distributed across three different countries, is having a difficult time arranging meetings. The team members
are also unclear about the project requirements and are having trouble getting their questions answered.
What should be done to increase project success?
Answer choices
A. Work independently until it is necessary to integrate the work.
B. Review the communications management plan and increase information sharing.
C. Increase the frequency of team meetings to discuss any questions.
D. Bring questions to the functional managers to resolve issues across the team.
Answer explanation
B. Review the communications management plan and increase information sharing.
The project manager should review and improve the communications management plan to improve information sharing.
The other answer choices are incorrect. These options do not increase project success since independent work is not efficient
if members are unclear about the requirements; increasing the frequency of meetings is also not likely to help if there is stated
difficulty arranging them; and raising questions to functional management may transfer the work to functional managers
unnecessarily.
When teams are virtual/distributed, increased documentation helps ensure that requirements are understood by all involved. It
can become virtually impossible to get everyone on all the calls, so relying solely on verbal communication limits success.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //5/ [Item Managing Virtual Teams:]
| Succeeding with Agile (No Date) //8/Change how we communicate [Item No page numbers on Oreilly]
 4 Hours Mock Test

124. Multiple Choice

Part of a project has already been delivered as planned and on schedule. However, unclear requirements for some of the
remaining requirements may negatively impact the scheduled completion.
How should the project manager approach the issue?
Answer choices
A. Prioritize the most important features and clarify the vague requirements.
B. Initiate a change request for project sponsor approval for a scope change.
C. Record the issue and escalate it to the steering committee for a decision.
D. Acquire additional resources to complete all of the requirements on time.
Answer explanation
A. Prioritize the most important features and clarify the vague requirements.
When facing unclear requirements and the risk of not meeting the original deadline, it's important to prioritize the most critical
or important features or aspects of the project. This approach allows the project manager to meet the original deadline to the
greatest extent possible while also delivering the most important features.
The other options are incorrect.
Changing the scope of a project should be considered after other measures have been taken to address the issue.
Escalating the issue to the steering committee should be a last resort when other options have been exhausted.
Acquiring additional resources may not resolve the problem of unclear requirements, and it can also have budget and timeline
implications.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) //5/58 [Item 5.3 Troubleshooting Agile Project Challenges]
| The Agile Practice Guide (No Date) PMI/PMI/6.1.1/73 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-
Brewin/AMACOM/Development lifecycles/Loc. 299 [Item]
 4 Hours Mock Test

125. Multiple Choice

During a status meeting, a team member alerts the project manager that the delivery timeline for a component prototype is
unattainable due to the unanticipated complexity of the requirements. After confirming the impending delay, the project
manager must take action to address the situation.
How should the project manager address this issue? (Choose two)
Answer choices
A. Identify the extent to which the complexity will impact the rest of the project.
B. Delegate prototype development to a more experienced team member.
C. Allocate additional funding to the development budget to expedite delivery.
D. Assign additional resources to prototype development and proceed as planned.
E. Prioritize the requirements and concentrate on the most important ones.
Answer explanation
A and E.
A. Identify the extent to which the complexity will impact the rest of the project.
E. Prioritize the requirements and concentrate on the most important ones.
Though complexity cannot be controlled, project teams can modify their activities to address impacts that occur as a result of
complexity. In this scenario, the project manager should work to identify the impact of the complexity on the overall project and
prioritize the requirements that the team can deliver. Additional impacts can cause serious implications down the road, so the
project manager should assess the impacts of this issue. Prototypes are designed to obtain early feedback on the expected
product before actually building it, so the project manager should prioritize the most important features in order to deliver the
prototype.
The issue is that the timeline is unattainable due to complexity, so delegating development activities, assigning additional
resources, or
The other options are incorrect.
Delegating prototype development to a more experienced team member, assigning additional resources, or allocating
additional funding to the development budget may not be possible and may not address the root cause of the issue.
This question and rationale were developed in reference to:
Identifying and Managing Project Risk (No Date) Tom Kendrick//6/ [Item]
PMBOK Guide Seventh Edition (2022) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN]
| The Agile Practice Guide (No Date) PMI/PMI/3.1.9/28 [Item]
 4 Hours Mock Test

126. Multiple Choice

During the first few days of executing a six-week project, an impediment is discovered by the project team. The project
manager worked with the team to develop and implement a strategy to resolve the issue. Afterwards, the project manager
discovers that, as a result, the project can now be completed in only three weeks.
What should the project manager do?
Answer choices
A. Work with stakeholders to determine the best course of action.
B. Change the project scope to include additional deliverables.
C. Maintain the original six-week timeline and milestone schedule.
D. Reallocate the team to other projects to maximize efficiency.
Answer explanation
A. Work with stakeholders to determine the best course of action.
It is important to maintain alignment between the project and stakeholders. The project manager should be transparent about
this new discovery by informing stakeholders and working with them to determine the best way to proceed. This will provide
stakeholders with the information they need to make decisions and determine the best course of action.
The other options are incorrect.
Changing the project scope or reallocating the team may introduce risks and should only be considered after discussing the
situation with stakeholders.
Maintaining the original schedule fails to acknowledge the potential benefits of the schedule reduction and may be a waste of
resources.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
 4 Hours Mock Test

127. Multiple Choice

A project team is unexpectedly audited. Several nonconformances were identified during the audit. Which three actions could
the project manager have taken to prevent this situation? (Choose three)
Answer choices
A. Monitored conformance and quality standards.
B. Anticipated potential nonconformance items.
C. Asked that the team remain ready for an audit.
D. Ensured that the auditors were experienced.
E. Rejected the unexpected audit request.
Answer explanation
A, B, and C.
A. Monitored conformance and quality standards.
B. Anticipated potential nonconformance items.
C. Asked that the team remain ready for an audit.
Audits are a part of the process. The team is expected to be in compliance and maintain products and deliverables as per
project standards. Monitoring conformance and quality standards and asking the team to remain prepared for an audit can
help to identify and address any potential nonconformances before they become a problem. The project manager should also
try to anticipate potential nonconformances and take steps to mitigate them.
The other answer choices are incorrect. They are outside of the project manager's authority and influence.
This question and rationale were developed in reference to:
The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//67/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.3 QUALITY]
 4 Hours Mock Test

128. Multiple Choice

A project manager realizes that some newly hired team members have not been as productive as expected. The project has a
very rigid timeline, and the lower-than-expected productivity issue is putting the project at risk.
What should the project manager do to address this issue?
Answer choices
A. Provide additional training to the new team members.
B. Conduct job shadowing within the project team.
C. Institute project milestone completion incentives.
D. Notify the team that productivity must improve.
Answer explanation
B. Conduct job shadowing within the project team.
The project manager should conduct job shadowing within the project team to help the newly hired team members become
more productive. Conducting job shadowing activities will help the new team members learn from experienced team members
and get up to speed on the project quickly. Job shadowing can help ensure that knowledge is shared by connecting the people
who need the knowledge with people who have the knowledge.
The other options are incorrect.
Providing additional training is not the best option in this scenario. The project manager needs to address the issue quickly,
and additional training can take time to develop and implement. The team may not require additional training, they may just
have trouble adjusting to the new environment, procedures, and team dynamic. Training is important, but the project is at risk
and must adhere to a rigid timeline, therefore an immediate and practical response is necessary.
Instituting project milestone completion incentives does not directly address the issue of low productivity and offers no
proactive solutions.
Notifying the team that productivity must improve does not take any steps to rectify the productivity issue.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/18/ [Item]
 4 Hours Mock Test

129. Multiple Choice

A project team has complete access to all project-related data, including visual data and information like the Gantt chart,
prioritization matrix, story map, and other inputs. However, a project team member repeatedly requests more granular details
on a work package than the Gantt chart indicates. The Gantt chart is confirmed to be comprehensive and current, and the
other project team members feel that the current Gantt chart is sufficiently detailed.
What should a project manager do to address this situation?
Answer choices
A. Create a new communication channel with granular updates.
B. Ensure that the team member understands the granular information retrieval process.
C. Remind the project team member that the Gantt chart was the agreed format.
D. Continue to ignore the project team members' requests.
Answer explanation
B. Ensure that the team member understands the granular information retrieval process.
Visual data and information are artifacts that organize and present data and information in a visual format, such as charts,
graphs, matrices, and diagrams. Visualizing data makes it easier to absorb data and turn it into information. Visualization
artifacts are often produced after data have been collected and analyzed. A Gantt chart is a bar chart that provides schedule
information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are
shown as horizontal bars placed according to start and finish dates.
The project manager should ensure that the team member understands how to retrieve the granular update from the data as
the member can self-serve. The team member should be empowered to get the level of information that they are authorized to
get.
The other answer choices are incorrect. Since it is only the specific project team member who wishes for more granular
updates, creating a whole new communication channel for an individual may be a waste of resources. Ignoring the requests or
reminding them that the team had agreed on the current reporting format of the Gantt chart would not address the situation. It
may worsen the conflict with the team member who has an expectation gap not met.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.4.5.1/65 [Item Leadership styles]
| The Agile Practice Guide (No Date) PMI/PMI//34 [Item]
PMBOK Guide Seventh Edition (2022) /// [4.6.6 VISUAL DATA AND INFORMATION]
 4 Hours Mock Test

130. Multiple Choice

The project teams are having difficulties coordinating their tasks due to several constraints and dependencies. The project
management office (PMO) suggests a monthly project report be distributed to stakeholders. However, the customer is
concerned about not knowing the progress and what is holding up the project.
What three solutions can the project manager use to resolve this situation? (Choose three)
Answer choices
A. Add a daily meeting to review project status and impediments.
B. Share missing performance information in the monthly status meeting.
C. Add a daily or weekly project status report that includes dependencies.
D. Adapt a project status report to include missing information.
E. Ask vendors to provide a monthly status report for the customer.
Answer explanation
A, C, and D.
A. Add a daily meeting to review project status and impediments.
C. Add a daily or weekly project status report that includes dependencies.
D. Adapt a project status report to include missing information.
These are the three best choices because with this information the customer will have visibility on the project progress and
what are the blockers holding the progress. Customers should not wait for a month to receive updates, it will be better to have
more frequent communications with customers and team, as well as adapting the standard PMO report to the requirements of
the current stakeholders.
The other options do not directly address the need for more frequent and detailed communication to keep the customer
informed about the project's progress and issues.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//6/ [Item]
 4 Hours Mock Test

131. Multiple Choice

A project is halfway complete, and despite a good schedule performance index (SPI), the customer has identified several
minor issues. Most of the issues could be resolved quickly and easily if the customer could directly communicate with the
development team. The project manager agrees, but some team members feel unsure about their ability to adequately engage
the customer.
How can the project manager support successful customer engagement?
Answer choices
A. Assess members' communication styles and provide feedback as needed to mentor the team.
B. Ensure that all project team members understand their specific roles and responsibilities.
C. Assess the project team's technical skills and provide additional product development training.
D. Update the schedule performance index (SPI) and review all project team communications.
Answer explanation
A. Assess members' communication styles and provide feedback as needed to mentor the team.
The project manager should assess members' communication styles and provide feedback as needed to mentor the team for
successful customer engagement. This can help to ensure that team members can effectively engage with customers and
address any issues that may arise. Providing feedback on communication skills will help the team identify areas where they
can improve and help them develop more effective communication strategies for engaging with customers.
The other options are incorrect.
Assessing the team's technical skills and ensuring that all team members understand their roles and responsibilities is
important, but does not address the issue in this situation. There are issues, but there is no evidence that the team is lacking
technical skills or understanding. The issues can be addressed quickly and easily if the team can effectively communicate with
the customer. The best way to address the apprehension of the team is to mentor the team for successful customer
engagement.
Updating the SPI may not be necessary and does not directly relate to the issue of customer engagement proficiency.
This question and rationale were developed in reference to:
Developing Strengths-Based Project Teams (No Date) /Martha Buelt and Connie Plowman/6/Project team members individual
strengths-based development [Item]
| O'Reilly Platform (No Date) //4/ [Item Diversity at Work: The Practice of Inclusion]
 4 Hours Mock Test

132. Multiple Choice

A product development project has run into design issues. As a result, the team has decided to change the approach of the
product design phase from a predictive to an iterative approach.
What should the project manager do to ensure a smooth transition between approaches?
Answer choices
A. Schedule a workshop with the team to plan the upcoming iterations.
B. Work with the team to establish a team site and product artefacts.
C. Meet with the product manager to analyze upcoming user stories.
D. Work with the product manager to define the number of iterations.
Answer explanation
A. Schedule a workshop with the team to plan the upcoming iterations.
It is very important that the team understands the advantages of moving to an iterative approach from the existing predictive
approach. Scheduling a workshop with the team to plan the upcoming iterations is the best way to ensure a smooth transition
between approaches.
All other options do not help with the transition between approaches. The activities are appropriate but not at this time of
transition.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //11/166 [Item Book: Choose your WoW]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item Table 5.1]
 4 Hours Mock Test

133. Multiple Choice

During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project.
What should the project manager do?
Answer choices
A. Negotiate with the project sponsor to retain the SME on the project.
B. Ensure there is sufficient knowledge transfer between the SME and their replacement.
C. Indicate to the new SME that the project knowledge base has all needed information.
D. Meet with the project sponsor to explain the conflicts among the project team.
Answer explanation
B. Ensure there is sufficient knowledge transfer between the SME and their replacement
The project manager should ensure sufficient knowledge transfer between the SME and their replacement. Knowledge transfer
is required when there is a change of SMEs. The question explains that the SME is being replaced, so the best option in this
situation would be to ensure sufficient knowledge transfer between the original SME and the replacement.
The other answer choices are incorrect. Relying only on a knowledge base might not be sufficient to transfer all the SME's
project knowledge; meeting with the project sponsor may not always be the right option as it depends on the sponsor's reason
for replacement. Regardless of the reason for replacement, the project manager should ensure sufficient knowledge transfer
between the two team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2.5/70
| Project Managers Portable HandBook, 3rd Ed (No Date) //4/130 [Item 4.2.6]
 4 Hours Mock Test

134. Multiple Choice

A stakeholder complains that a product component is not easy to use. What should be the immediate next step for the project
manager?
Answer choices
A. Check if the component meets the design and performance specifications.
B. Collaborate with the stakeholders to confirm the acceptance criteria for the product.
C. Ask a user experience expert to meet with the stakeholder and explain the component design.
D. Raise a change request according to the stakeholder’s requirement concerns.
Answer explanation
A. Check if the component meets the design and performance specifications.
The immediate next step for the project manager is to check if the component meets the design and performance
specifications. It is important that the project manager discovers the root cause of the problem before moving forward. This will
help the project manager determine if the issue is with the component or a user experience issue.
The other answer options should not be the next immediate step. Without knowing the root cause of the issue, the project
manager can not confidently discern how to address it.
Clarifying the product acceptance criteria or asking a user experience expert to explain the component design to the
stakeholder may not resolve the issue depending on the findings during the initial investigation.
Raising a change request may be necessary if the component does not meet the design and performance specifications, but
is a premature action at this point.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//20/ [Item
Quality Management]
| Quality Management for Projects and Programs (1991) Lewis R. Ireland/PMI// [Item]
 4 Hours Mock Test

135. Multiple Choice

A project manager is required to obtain approval for project requirements before proceeding to the delivery stage. During the
project's execution, the project manager realised that the initial estimates were unrealistic and the project would take much
longer to complete. The project manager will have to obtain approval for more realistic project requirements.
What should the project manager do to mitigate the problem and keep the project on track while waiting for approval?
Answer choices
A. Reprioritize project deliverables to enable phased delivery in increments.
B. Divide the project team into distinct units focusing on different components.
C. Survey the project team to see if anyone can work overtime to meet the deadline.
D. Update the schedule baseline so that it is based on realistic estimates.
Answer explanation
A. Reprioritize project deliverables to enable phased delivery in increments.
Breaking down and reprioritizing project deliverables allows the project to continue progressing while waiting for approval on
more realistic requirements. Reprioritizing project deliverables allows the project manager to identify critical components and
deliver tangible results, even if the overall timeline needs adjustment. This allows the team to focus on delivering high-priority
features first, then gradually adding components or features based on updated, more realistic estimates.
The other options are less suitable for ensuring successful project delivery.
Dividing the team into separate units may not help to keep the project on track and may have an adverse effect and could
complicate communication, coordination, knowledge transfer, and dependencies that could hamper productivity.
Relying on team members working overtime is not a sustainable solution and may lead to burnout, decreased productivity, and
potential quality issues.
Updating the schedule based on more realistic estimates focuses on planning but doesn't provide a strategy for mitigating the
impact of unrealistic initial estimates while keeping the project on track. The project manager will have to obtain approval for
more realistic project requirements before updating the schedule.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN] [2.5.7 MONITORING NEW WORK AND
CHANGES]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-
Brewin/AMACOM/Development lifecycles/Loc 322 [Item]
 4 Hours Mock Test

136. Multiple Choice

A project manager has been engaged by a managing director to transform the project management office (PMO) from a
waterfall structure focused on software development to an agile PMO. The manager of the PMO has been particularly resistant
to the change. Upon investigation, the project manager realizes that the manager's resistance is due to a lack of agile
knowledge may make them seem incompetent.
How should the project manager proceed?
Answer choices
A. Ask the managing director to intervene with the PMO manager to explain why this is necessary.
B. Ask the project team to support the transformation regardless of the PMO manager's negativity.
C. Implement a change management strategy to ensure that the process meets governance requirements.
D. Implement a training program on agile for all staff to ensure there is congruency of learning for everyone.
Answer explanation
D. Implement a training program on agile for all staff to ensure there is congruency of learning for everyone.
Mentoring activities and agile training courses can help people transition to an agile mindset and upgrade their skills. The
project manager should proceed by implementing a training program on agile for all staff, including the manager of the PMO,
to ensure there is congruency of learning for everyone. Developing the manager's skills will help to eliminate their fear of
seeming incompetent and build their support for the change.
The other answer choices are incorrect because they do not address the lack of skills. The focus is to help staff transition from
a waterfall to an agile mindset. It is not good practice to sideline a key stakeholder or defer responsibility by escalating the
issue to the managing director.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/8/ [Developing a team development plan]
The Agile Practice Guide (No Date) PMI/PMI/6/82 [Item Developing personnel through training and mentoring.]
 4 Hours Mock Test

137. Multiple Choice

A company has hired a project manager to implement an adaptive project framework. The project has made some progress,
but the team is frustrated because the client does not provide feedback or participate in defining acceptance criteria.
What could have caused this situation?
Answer choices
A. The development team has no experience in managing an adaptive project.
B. The client plans to implement the project and does not need to participate.
C. The client does not understand the importance of their involvement.
D. The development team has not produced a complete prototype.
Answer explanation
C. The client does not understand the importance of their involvement
The development team needs clear direction from the client regarding project requirements, outcomes, and expectations. In
adaptive project environments, the need for ongoing feedback is greater because the project teams are exploring and
developing product elements within specific increments. In this case, the client is not engaging in a way that aligns with an
adaptive project framework. In an adaptive framework, requirements are often subject to a high level of uncertainty and
volatility and are likely to change throughout the project. It is important that clients and development teams exchange
information in a dynamic, co-creative process in order to facilitate timely, productive discussions and decision-making that
leads to more stakeholder involvement and higher satisfaction.
The other answer choices are incorrect because they do not address the issue of lack of client involvement. Even if the
development team is new to adaptive projects, the client still needs to participate. The development team may not need to
produce a prototype, but the client still needs to define acceptance criteria.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//12/404 [Item]
| O'Reilly Platform (No Date) //Chapter 4: What are the risks of not having an Agile business analyst?/ [Item The Power of the
Agile Business Analyst, second edition - 30 surprising ways a business analyst can add value to your Agile development team]

PMBOK Guide Seventh Edition (2022) ///[2.3 DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN]
 4 Hours Mock Test

138. Multiple Choice

A new program manager checks the status of a project. The forecast shows the project is slightly behind schedule. However,
in reporting, the project manager stated that the project is on track. The program manager asks the project manager to explain
the discrepancy. The project manager explains that the forecast discrepancy is due to a new estimation technique.
What should the project manager have done to avoid this discrepancy?
Answer choices
A. Asked the program manager to use the old forecasting technique
B. Educated the program manager on the new forecasting technique
C. Aligned the project artifacts with the new estimation technique and provided them to the program manager
D. Ensured that the program manager has the necessary knowledge to understand estimation techniques
Answer explanation
C. Aligned the project artifacts with the new estimation technique and provided them to the program manager
In this case, the project manager used a new forecasting technique but did not update the basis of forecasting. Thus the
discrepancy between the project manager's and the new program manager's understanding of the forecast. The project
manager should have aligned the project artifacts with the new estimation technique and provided them to the program
manager. This would have ensured that the program manager had access to the updated project artifacts reflecting the new
estimation technique. This would have provided accurate and consistent information for the program manager to assess the
project's status.
The other answer choices are incorrect. Reverting to the old forecasting technique, educating the program manager on the
new forecasting technique, and ensuring the program manager's knowledge may not address the discrepancy caused by the
use of a new estimation technique.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//13/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/89 [Item The project artifacts ( in this case, the basis of estimate) should be
kept up-to-date and accessible to all stakeholders]
 4 Hours Mock Test

139. Multiple Choice

A project team is creating a stakeholder engagement assessment matrix to govern stakeholder management activities during
project execution. The team learns that a key stakeholder is aware of the project, but is unsupportive of the outcome.
What type of stakeholder is this?
Answer choices
A. Resistant
B. Leading
C. Neutral
D. Supportive
Answer explanation
A. Resistant
The key stakeholder is aware of the project but is unsupportive of the work or outcomes of the project, which makes them a
resistant stakeholder. These stakeholders will be unsupportive of the work or outcomes of the project. The project manager
can use the stakeholder engagement matrix to quickly assess stakeholders, prioritize focus, and develop a plan to address
and improve those relationships.
The other answers are incorrect.
Stakeholders can be classified based on their level of engagement, such as unaware, resistant, neutral, supportive, or leading.
Unaware - Unaware of the project and its potential impacts.
Resistant - Aware of the project and potential impacts but resistant to any changes that may occur as a result of the
work or the outcomes of the project. These stakeholders will be unsupportive of the work of the outcomes of the
project.
Neutral - Aware of the project but neither supportive nor unsupportive.
Supportive - Aware of the project and potential impacts and supportive of the work and its outcomes.
Leading - Aware of the project and potential impacts and actively engaged in ensuring that the project is a success.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Project Stakeholder Management - Ch 4/METHODS FOR STAKEHOLDER ANALYSIS [Item]
Process Groups: A Practice Guide (2022) PMI /// [6.1.0 MANAGE STAKEHOLDER ENGAGMENT]
 4 Hours Mock Test

140. Multiple Choice

A project manager is beginning a new financial software project in a very competitive environment. The regulations for
compliance are clear, but the requirements are not clear. The customer stresses that they need results as soon as possible.
Which implementation approach should the project manager choose for this project?
Answer choices
A. Repeating and refining project phases in multiple iterations.
B. Progressing through a linear sequence of stages.
C. Embracing change and focusing on delivering value.
D. Focusing on delivering the project in multiple increments.
Answer explanation
D. Focusing on delivering the project in multiple increments.
Focusing on delivering the project in multiple increments is correct because it delivers value to the customer before the final
project release. Incremental delivery ensures that the customer gets usable and valuable functionality early in the project. This
aligns with the customer's desire for quick results and allows for their feedback to be incorporated. Since the requirements are
unclear and the environment is competitive, getting feedback from the customer early will reduce rework, promote stakeholder
involvement, and provide an early return on investment.
The other options are incorrect because they are not as well-suited for this project.
Repeating and refining project phases in multiple iterations is incorrect because, although this approach allows for early
deployment of some functionalities of the project, clarifying requirements with the customer before developing any aspect of
the project is more cost effective.
Progressing through a linear sequence of stages is incorrect because it assumes that all requirements can be defined upfront,
which is not the case when requirements are unclear. It does not allow for early deployment and the customer will not have an
opportunity to clarify requirements until after major development work is done.
Embracing change and focusing on delivering value is a valuable mindset but lacks a specific implementation approach
tailored to the challenges of this project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.3.3 DEVELOPMENT APPROACHES]
 4 Hours Mock Test

141. Multiple Choice

A customer is performing a weekly visit to a project site to inspect the final stage of product development. The quality manager
alerts the project manager that the customer has been very unprofessional and reprimanded the team members during
previous weekly visits.
What should the project manager do to address this incident?
Answer choices
A. Draft a letter complaining about the behaviour of the customer inspector.
B. Allow the week to pass by, then send a complaint to the customer.
C. Discuss the matter with the project manager's senior management team.
D. Understand the situation by speaking with the team members and the customer.
Answer explanation
D. Understand the situation by speaking with the team members and the customer
The project manager should attempt to resolve the conflict by defining the problem, collecting facts, analyzing the situation,
and selecting the most appropriate course of action.
The other answer choices are incorrect because they are reactions to an issue that may not be fully understood without the
input of the team and the client.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2.1/348 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4.6/ [Item 5.4.6 - Conflict resolution modes - Problem solving]
 4 Hours Mock Test

142. Multiple Choice

An agile project manager is overseeing a Kanban project and wants to assess task completion roadblocks for an upcoming
major milestone. What should the project manager do?
Answer choices
A. Create a performance metric using the work-in-progress limit.
B. Ask a trusted team member about the issues the team is facing.
C. Review the blocked items with the team during standup meetings.
D. Host a stakeholder meeting to discuss task completion roadblocks.
Answer explanation
C. Review the blocked items with the team during standup meetings.
A kanban board shows work in progress to help identify bottlenecks and overcommitments, thereby allowing the team to
optimize the workflow. The project manager should engage with the team during standup meetings to review progress and
highlight any obstacles encountered or anticipated. Daily standup meetings are helpful in identifying blockers and impediments
that could become threats if they continue to delay progress.
The other answer choices are incorrect because they are not as effective.
Creating a performance metric using the WIP limit will not reveal specific roadblocks or their underlying causes.
Asking an individual team member may not identify all potential roadblocks and excludes input from the rest of the team.
Meeting with stakeholders is less effective than reviewing blocked items with the team. Fact-finding should begin with the team
before involving more stakeholders.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI//Preface [A3.4 KANBAN METHOD] [5.2.4 DAILY STANDUPS]
 4 Hours Mock Test

143. Multiple Choice

Critical project equipment is being produced by an overseas vendor. A quality survey revealed noncompliance with some of
the project specifications.
What should the project manager do next?
Answer choices
A. Assign project personnel to oversee the vendor's facility to ensure compliance with the specifications.
B. Review the production contract to determine if the referenced specifications were included.
C. Schedule a workshop with vendor representatives to provide an overview of the project specifications.
D. Schedule regular meetings with the vendor to personally control this situation.
Answer explanation
B. Review the production contract to determine if the referenced specifications were included.
The project manager should review the production contract to determine if the referenced specifications were included. The
production contract is the legal agreement between the project manager and the vendor, and it should outline all of the project
requirements, including the specifications for the equipment. Checking the contract would be the best starting point because if
the specifications were not included in the contract, the vendor could not be held accountable for compliance.
Assigning project personnel to oversee the vendor's facility is premature without first verifying the contractual obligations.
Scheduling a workshop with vendor representatives doesn't directly address the noncompliance issue.
Scheduling regular meetings with the vendor does not directly address the issue and would not be the initial step.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.6.2 Contracting]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//19.9/ [Item
Contract administration]
 4 Hours Mock Test

144. Multiple Choice

A group of agile team members have just completed in-person training for several critical and complex organizational
processes. The next day, several team members voiced concerns and said they were having trouble remembering what they
learned. Another training session is available next week, but the team is already behind schedule on some critical tasks, and
the training takes a full workday.
What should the project manager do to address this concern?
Answer choices
A. Ask team members to partner with one another to share the information they learned.
B. Create an information radiator with the key takeaways from the training.
C. Invite team members to reattend the training if they need a refresher.
D. Refer team members to training review notes to find the information they need.
Answer explanation
B. Create an information radiator with the key takeaways from the training.
Creating an information radiator with the key takeaways from the training is the most effective and time-sensitive solution.
Information radiators, also known as big visible charts (BVCs), are visible, physical displays that provide information, enabling
timely knowledge sharing. They are posted where people can easily see the information, allowing everyone to review key
information at a glance and reinforcing learning. An information radiator provides a more visible and easily accessible solution,
which is often preferred in agile contexts.
The other options are incorrect because they are not the most reliable or efficient ways to address the team's concerns given
the time constraints.
Asking the team to partner with one another and share information may not be efficient and could lead to inconsistent
information sharing and does not address the problem of information recall. The information each team member retained could
be incomplete, incorrect, or misinterpreted.
Reattending the training is not an optimal solution when the team is already behind schedule and can't afford to spend another
full workday on training. This would further delay the completion of critical tasks and could negatively impact the project.
While creating review notes might be helpful, an information radiator is a better solution in this agile environment. The main
reason is that information radiators are always visible, making it easy for team members to quickly refer to the information
when needed. Review notes might not be as readily accessible or visible.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7.3.2 Information Radiators]
 4 Hours Mock Test

145. Multiple Choice

A key member of a project team publicly declares that another team member has been speaking negatively about them. The
team member threatens to quit their job if the project manager does not take immediate action to address the conflict.
What should the project manager do first?
Answer choices
A. Call a team meeting because the project is in jeopardy without the key team member.
B. Meet with the accused team member to understand their point of view.
C. Schedule a meeting in the future to allow the issue to diffuse over time.
D. Decide to remove one of the two members of the team to address the conflict.
Answer explanation
B. Meet with the accused team member to understand their point of view
The project manager should meet with the accused team member to understand more about the situation first before
attempting to start resolving this conflict.
The other answer choices are incorrect. Calling a team meeting is not effective as the other team members are not involved in
the conflict between the two members; the option to remove one of the members will jeopardize the work delivery without
resolving the conflict; and scheduling a meeting in the future does not address the current issue and conflicts should be
addressed immediately.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//349 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4/ [Item Managing conflicts in projects]
 4 Hours Mock Test

146. Multiple Choice

The project manager needs to survey the necessary parties to reach a consensus and build a common vision for the project.
To achieve better results, who should be engaged in the development of a common vision strategy?
Answer choices
A. The client and the delivery team
B. The delivery team and the project sponsor
C. The project team and the stakeholders
D. The project owner and the client
Answer explanation
C. The project team and the stakeholders
The project manager should engage the project team and the stakeholders when developing a common vision strategy
because the team members must carry out the tasks that impact the stakeholders. The project manager must balance the
conflicting and competing goals of the project stakeholders in order to achieve consensus. In this context, consensus means
that the relevant stakeholders support the project decisions and actions taken by the team members.
Also, involving stakeholders during initiation creates a shared understanding of success criteria. It also increases the likelihood
of accepting the deliverables of the project.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//13/203 [Item]
| O'Reilly Platform (No Date) //Research Approach/ [Item Rethink! Project Stakeholder Management]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3.3.2/ [Item 3.3.2 THE PROJECT]
 4 Hours Mock Test

147. Multiple Choice

A dispersed project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, a new member
of the team interrupts and asks everyone to explain their roles and what they are planning on working on for the next sprint.
What should the project manager do?
Answer choices
A. Address the situation immediately and answer the new team member directly.
B. Inform the team members that this would be best handled in another meeting.
C. Ask each team member to explain their role and what they will work on for the next sprint.
D. Set up one-on-one meetings with each team member and the new team member.
Answer explanation
B. Inform the team member that this would be best handled in another meeting.
The project manager should politely tell the new team member that a retrospective meeting is not the best time to discuss the
roles of other team members. This helps maintain the effectiveness and efficiency of the retrospective meeting and ensures
that the team's time is used wisely. Retrospective meetings provide an opportunity for the project team to review their work
and results and suggest changes to improve processes and efficiency.
The other answer choices are incorrect as they suggest that the project manager should accommodate the new team
member's question at an inappropriate time. The project manager should provide time for the new team member to
understand the team dynamics and provide them with the information they need without disrupting the flow of the
retrospective.
Addressing the question immediately or asking each team member to explain their roles in the retrospective meeting may lead
to an extended off-topic conversation and potentially side-track the retrospective, making it less effective.
A one-on-one meeting with each team member would be time-consuming and inefficient.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology//68 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//52 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [4.4.3 MEETINGS AND EVENTS]
 4 Hours Mock Test

148. Multiple Choice

While gathering requirements for the project scope, the project manager realizes that some of the stakeholder requirements
have a conflict.
What should the project manager do to define a clear scope?
Answer choices
A. Assist affected stakeholders in reaching a consensus.
B. Follow the recommendation of the technical consultant.
C. Escalate to the project sponsor to make a decision.
D. Conduct a meeting with the disagreeing parties only.
Answer explanation
A. Assist affected stakeholders in reaching a consensus
The project manager has to be proactive to reach a consensus between the project team and stakeholders. All parties should
be involved so that a consensus can be reached. The project manager must use all necessary communication techniques to
gather and ensure requirements are clear.
The other options are incorrect. They do not involve all parties to resolve the conflict.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//2/ [Item What is project
management? ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3.2.2/527 [Item]
 4 Hours Mock Test

149. Multiple Choice

During the execution phase of a project, the project manager is reassigned to another project. A new project manager takes
over and quickly realizes that the project is facing issues with the quality and scheduling of some deliverables.
Which of the following should the new project manager do first?
Answer choices
A. Update the project plan to reflect the new schedule and quality requirements.
B. Review the project schedule and focus on delivering the project on time and within budget.
C. Meet with the project team to assess the situation and develop a plan to address the issues.
D. Evaluate the project team's skills and ask the project sponsor for additional resources.
Answer explanation
C. Meet with the project team to assess the situation and develop a plan to address the issues.
The project team is responsible for the execution of the project and has the most knowledge about the issues that are being
faced. By meeting with the team, the new project manager can gain a better understanding of the issues and work with the
team to develop a plan to address them.
The project manager should not make any decisions without a clear understanding of the problems. The other options should
only be considered after the new project manager has assessed the situation and developed a plan to address the root cause
of the issues. Updating the project plan or requesting additional resources may not be necessary. Reviewing the project
schedule and focusing on delivering the project on time and within budget does not directly address the issues with the quality
and scheduling of some deliverables.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//23.12/ [Item
Managing stakeholder relations]
 4 Hours Mock Test

150. Multiple Choice

The night before a standup meeting, a project manager realizes that they will be unable to attend the daily standup meeting in
person but will join via phone. The project manager sent an email to the project team letting them know. One of the team
members is upset that, despite having the longest commute, they are expected to attend the meeting in person.
How should the project manager address this situation?
Answer choices
A. Amend the current attendance policy to allow all team members to attend standup meetings remotely.
B. Rotate the location of the standup meetings to ensure that everyone has an equal opportunity to attend in person.
C. Review the guidelines for meeting attendance including when remote attendance is allowed and under what
circumstances.
D. Communicate the reasons for attending standup meetings in person and the benefits of doing so.
Answer explanation
C. Review the guidelines for meeting attendance including when remote attendance is allowed and under what
circumstances.
By reviewing guidelines and expectations, the project manager can address the team member's concerns and ensure that
everyone feels valued and included in the project. This will help ensure that everyone is aware of the expectations and
guidelines for attending meetings, and can help prevent misunderstandings or hurt feelings.
The other options are incorrect.
Amending the attendance policy to allow all team members to attend standup meetings remotely or rotating the location of
meetings may not be feasible or practical, and may not address the underlying issue.
Communicating the reasons for attending standup meetings in person may help team members understand the importance of
attending in person but it should be done by reviewing meeting guidelines and expectations.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//22/ [Item Essential Scrum,
Chapter 22, Teams should have established ground rules]
The Agile Practice Guide (No Date) PMI/PMI//35 [Item '"...a facilitator encourages collaboration through interactive meetings,
informal dialog, and knowledge sharing. Servant leaders do this by becoming impartial bridge-builders and coaches, rather
than by making decisions for which others should be responsible."]
 4 Hours Mock Test

151. Multiple Choice

A company is transitioning from a predictive to an agile project management approach. The project manager has noticed that
team members have valuable ideas on how to improve productivity.
How can the project manager leverage these ideas?
Answer choices
A. Make use of project retrospective sessions for discussions and learning.
B. Use iteration planning to discuss and adopt new ways of working.
C. Develop and share guidelines for team training and mentoring.
D. Engage with the product owner to facilitate fast-racking of the transition.
Answer explanation
A. Make use of project retrospective sessions for discussions and learning.
Project retrospective sessions are a key tool for continuous improvement in agile project management. They provide an
opportunity for the team to reflect on the previous sprint, identify areas for improvement, and develop a plan to address those
areas in the next sprint. In this case, the project manager can use the retrospectives to collect ideas from the team on how to
improve productivity in the new agile environment. The project manager can then work with the team to develop and
implement a plan to implement these ideas.
The other answer choices are not as relevant or effective. Iteration planning is not the best forum for discussing and adopting
new ways of working; it is meant for planning for the work to be completed in the upcoming iteration. Developing and sharing
guidelines for team training and mentoring is not the best way to leverage the team's ideas in the immediate term. The product
owner is responsible for prioritizing the product backlog and ensuring that the team is working on the most important
requirements. It is not the product owner's responsibility to facilitate the transition to agile. Also, fast-tracking the transition
does not guarantee the team members have learned how best to work in the new agile environment.
This question and rationale were developed in reference to:
PMBOK 7th Edition (page 127, 180)
Agile Approaches on Large Projects in Large Organizations (No Date) Brian Hobbs and Yvan Petit/// [Item Section 4. The
transition from traditional methods to agile methods:]
| The Agile Practice Guide (No Date) PMI/PMI/6/72 to 82 [Item Some of the challenges associated with agile change
management and how do we circumvent them ]
 4 Hours Mock Test

152. Multiple Choice

The execution of a construction project in a remote area requires team members to live together in corporate dormitories when
they are required to be on-site. Several team members approach the project manager to complain about the way one team
member behaves after work. They have expressed concerns that the behaviour is negatively impacting team morale and
cohesion.
What should the project manager do to address this issue?
Answer choices
A. Call a meeting to discuss the problem with the team.
B. Plan a team-building session to discuss the problem.
C. Move the team member in question to a new dormitory.
D. Review the team norms and discuss this with the team.
Answer explanation
D. Review the team norms and discuss this with the team.
Team agreements represent a set of behavioral parameters and working norms established by the project team and upheld
through individual and project team commitment. After-work behavior can still affect the team and the project, especially if
team members are required to live together in corporate dormitories. Even though the behavior takes place after work hours, it
can impact the project if other team members see it as a problem. The project manager can set clear expectations for
behavior and collaboration by reviewing and discussing team norms with the entire team, the project manager can set clear
expectations for behavior and collaboration.
Calling a meeting to discuss the problem with the team discussing complaints rather than proactively managing behavior
A team-building session is an indirect way to address the problem and may not effectively resolve the situation.
Moving the team member to a new dormitory does not address the core issue and may not resolve the morale and cohesion
issues.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
| The Agile Practice Guide (No Date) PMI/PMI/5/49 [Item]
 4 Hours Mock Test

153. Multiple Choice

During initial project planning, a project manager was informed that a team member had been exclusively allocated to the
project. Halfway through the project, the team member was assigned to another project.
What should the project manager do?
Answer choices
A. Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action.
B. Register this as a risk in the risk register and implement the appropriate response.
C. Ensure that team members are cross-trained on all project tasks to increase the potential value of the project outcome.
D. Escalate this issue to the project sponsor to develop an appropriate course of action.
Answer explanation
A. Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action.
The impact of resource reallocation/reassignment should first be discussed with the functional manager. The project manager
should meet with the functional manager to discuss the reasoning behind reassigning the team member to another project, the
impacts associated with the change, and potential solutions. There is no way of knowing why the team member was
transferred or how to proceed. It is possible that the functional manager mistakenly thought that the team member was no
longer necessary, or it could be a response to a larger issue. Without a meeting to discuss this, there is no clear way to
address the issue.
The other options are incorrect because they are not the most immediate or effective actions.
Adding this issue to the risk register is not an appropriate action at this point and does not resolve the issue.
It may not be possible or necessary to ensure that all team members are cross-trained to work on all project tasks.
Escalating the issue to the project sponsor may not be necessary, so the project manager should first gain a better
understanding of the issue before taking action.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W
Ambler and Mark Lines//25/357 [Item Address Risk ]
| Mastering Project Human Resource Management (No Date) Harjit Singh/// [Item Section 3 - Developing and managing
(executing) stage]
 4 Hours Mock Test

154. Multiple Choice

What should the priority order be in the risk-adjusted product backlog?
Answer choices
A. Requirement 3, Requirement 1, Requirement 2, Risk 3
B. Risk 3, Risk 1, Risk 2, Requirement 3, Requirement 1, Requirement 2
C. Requirement 3, Risk 3, Requirement 1, Requirement 2, Risk 2
D. Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
Answer explanation
D. Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
The expected monetary value (EMV) after risk analysis is:
EMV = P*I
Risk 1 = 3750
Risk 2 = 2000
Risk 3 = 9000
The requirements based on the return on investment (ROI) are:
Requirement 1 = 10,000
Requirement 2 = 8,000
Requirement 3 = 25,000
Prioritizing based on monetary value, the order of risk-adjusted backlog becomes:
Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Agile for Project Managers - Ch 10/Agile Risk Management [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/435 [Item]
 4 Hours Mock Test

155. Multiple Choice

A large transformation project has moved its project management office (PMO) to a virtual environment. There have been
performance issues with the PMO team regarding the daily tasks they perform, which are now affecting the project.
Which three actions should the project manager take to improve the performance of the PMO team? (Choose three)
Answer choices
A. Nurture confidence among the PMO team members by providing them with the required training on project management
tools.
B. Hire a new senior manager for the virtual teams to improve collaboration between departments.
C. Suggest that management dissolve the virtual team or move the PMO to a colocated area.
D. Build a collaborative environment by having regular connections among the PMO team members.
E. Provide access to communication tools to help the virtual teams connect better with the stakeholders.
Answer explanation
A, D and E. Nurture confidence among the PMO team members by providing them with the required training on project
management tools, Build a collaborative environment by having regular connections among the PMO team members and
Provide access to communication tools to help the virtual teams connect better with the stakeholders
The project manager is interested in improving the performance of the virtual PMO team. Providing the team with training that
nurtures their confidence, building a collaborative environment through regular connections among the team members and
providing access to communication tools towards better team connection will help towards achieving this.
The other answer choices are incorrect. Dissolving the virtual team however does not help improve the PMO in its current
environment and hiring a senior manager to improve collaboration between departments does not address issues of
performance within the PMO virtual team.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/311 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//8.10/Table
8.8 [Item]
 4 Hours Mock Test

156. Multiple Choice

An organization is adopting an agile approach to fulfil its customer's requirements. Before that, the organization worked with
specialized resources and project managers who were assigned to the project for a fixed amount of time.
What should the organization change to better adopt the agile approach for resource planning?
Answer choices
A. The product owner should request specialists to be assigned to the team only when they are required.
B. The team should consist of generalists and specialists capable of adapting to changing requirements.
C. The agile team should decide on which customer requirements will be developed and delivered.
D. Customer involvement should be reduced in order to avoid disruptions and confusion.
Answer explanation
B. The team should consist of generalists and specialists capable of adapting to changing requirements.
An agile team is intended to work together and constantly improve. The organization should ensure that the agile team has an
agreed mix of generalists and specialists for the duration of the project. This aligns with the agile philosophy of cross-
functional teams and adaptability to evolving needs.
The other answer choices are incorrect and do not align with the principles of agile development.
Requesting for specialists only when required is inefficient and can lead to disruptions and delays.
Customer involvement is important in agile, as it helps to ensure that the team is developing the right features and meeting the
customer's needs.
This question and rationale were developed in reference to:
The Agile Practice Guide (2017) PMI/PMI/4.3.1/40 [Item]
 4 Hours Mock Test

157. Multiple Choice

A project manager has been assigned to an important project with stakeholders who have different expectations for the
project. Some stakeholders also have a high degree of influence on the project.
How should the project manager handle this situation?
Answer choices
A. Control the degree of stakeholder influence to better align with the project objectives.
B. Include the influential stakeholders' requirements and ensure other stakeholders are aligned with the project goals.
C. Elicit and negotiate stakeholder requirements according to each stakeholder's influence.
D. Manage the stakeholders carefully and apply stakeholder expectations without impacting the project objectives.
Answer explanation
C. Elicit and negotiate stakeholder requirements according to each stakeholder's influence
The project manager will first need to understand each stakeholder's influence and interest in the project thoroughly. Based on
these two factors, the project manager can then negotiate and align each stakeholder's needs with the project goals. Thus,
eliciting and negotiating stakeholder requirements according to each stakeholder's influence is the correct answer.
The other answer choices are incorrect. It is not possible for the project manager to control the degree of stakeholder
influence; include influential stakeholder's requests and make other stakeholders align with the project goals; or be able to
manage stakeholder expectations and apply their expectations without accessing each one of the stakeholder's influence in
the project.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//8/ [Item Negotiation]
| O'Reilly Platform (No Date) //4 (Section 4.2 The Nature of Negotiation)/ [Item Book: Project Management: A Managerial
Approach, 8th Edition by Jack R. Meredith and Samuel J. Mantel Jr. ]
 4 Hours Mock Test

158. Multiple Choice

While reviewing progress in the middle of an iteration, the scrum master points out a major risk due to a user story
dependency.
What should the project manager do next?
Answer choices
A. Update the product backlog.
B. Update the project charter.
C. Update the risk register.
D. Update the issue log.
Answer explanation
C. Update the risk register.
The project manager should update the risk register next, upon learning about the major risk.
The other answer choices are incorrect. Updating the product backlog is not the best option because it does not address the
immediate risk. Updating the project charter is not the best option because the project charter is a high-level document that
does not typically include details about risks. Updating the issue log should not be done before the project manager has
updated the risk register.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//13 MANAGERS/238 [Item
TABLE 13.3
https://learning.oreilly.com/library/view/Essential+Scrum:+A+Practical+Guide+to+the+Most+Popular+Agile+Process/97803217
00407/ch13.html#page_238]
| O'Reilly Platform (No Date) //Chapter 24 : Daily Standup/ [Item https://learning.oreilly.com/library/view/great-big-
agile/9781484242063/html/470826_1_En_24_Chapter.xhtml Topic : Desired Behaviors — 5c]
 4 Hours Mock Test

159. Multiple Choice

A project team member suddenly approaches the project manager and asks to resign from the project. The team member is
upset because of poor treatment and consistent complaints from the technical leader. The team member explains that they are
no longer willing to tolerate this treatment from the technical leader. The project manager has never had quality issues with the
team members.
How should the project manager handle this situation?
Answer choices
A. Allow the team member to resign and replace them since there are additional resources available.
B. Discuss the situation with the team members to determine why the technical leader is treating them poorly.
C. Talk to the technical leader to determine how the team member is poorly performing.
D. Speak with the team member and technical leader to analyze the conflict and resolve it through mediation.
Answer explanation
D. Speak with the team member and technical leader to analyze the conflict and resolve it through mediation.
The project manager should mediate between the technical leader and team member to ensure conflict resolution and
collaboration. It is important to discuss with both parties to analyze and truly understand the issues they are facing.
The other answer choices are incorrect. They propose a one-sided approach to conflict resolution, and allowing the team
member to resign without assessing the issue with the technical leader may result in future issues between the technical
leader and other team members.
This question and rationale were developed in reference to:
How to Manage Conflict in the Organization, 2nd Edition (No Date) Gregg L Carter//1. Conflict in organizations/ [Item
Collaborating]
Mastering Project Human Resource Management (No Date) Harjit Singh//3.7/ [Item Team Conflict Management]
 4 Hours Mock Test

160. Multiple Choice

A company is expanding its product manufacturing to a new country. The date the company will start operating is set and
broadly communicated, but the project team is not sure if there is enough time to get all the product features implemented.

What should the project manager do to ensure there is enough time to implement the critical features on the committed date?
Answer choices
A. Add resources to the project team, as this will increase the velocity and enable the team to deliver more value.
B. Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.
C. Cut operations documentation because this can be completed after product delivery and operation starts.
D. Escalate the concern to the executive level and request a new and feasible project due date.
Answer explanation
B. Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.
This is a risk issue relating to scope and time. The project manager should work with the project team to evaluate the
effort/size required to get the MVP features and functionality completed. This will provide the input for the next steps.
The other options are not as effective at ensuring that the critical features are implemented on the committed date.
Adding resources may not be feasible, is not guaranteed to solve the issue, and could introduce its own complexities.
Cutting operations documentation will lead to insufficient documentation.
Escalating the concern to the executive level should be a last resort.
This question and rationale were developed in reference to:
Agile Project Management: Creating Innovative Products, 2nd Edition (No Date) Jim Highsmith//8/ [Item Advanced Release
Planning - Value Point Analysis]
| O'Reilly Platform (No Date) /// [Item https://learning.oreilly.com/library/view/agile-practice-
guide/9781628253993/chapter05.xhtml]
 4 Hours Mock Test

161. Multiple Choice

Due to economic implications, a company announces imminent layoffs. A project is nearing delivery, and the team is worried
about losing their jobs. Team morale is very low, and the project manager is experiencing increased delivery delays from the
team.
What should the project manager do to address team morale?
Answer choices
A. Replace team members who are not delivering optimally to improve overall productivity.
B. Provide regular updates on the layoff situation and discuss its impact on the team and the project.
C. Keep all information about the layoffs confidential to avoid causing further anxiety.
D. Meet with the project team to assure them that they will not be laid off and their jobs are safe.
Answer explanation
B. Provide regular updates on the layoff situation and discuss its impact on the team and the project.
The project manager should address the team's concerns by being transparent and supportive. Support can be demonstrated
by providing encouragement, showing empathy, and engaging in active listening. Even if the team members are not laid off,
the way they were treated during a time of high anxiety will continue to impact their morale and motivation. Addressing the
situation inappropriately can lead to dissatisfaction, lack of trust, and reduced morale and motivation.
The other opinions are potentially misleading, inappropriate, and unethical.
Replacing team members may not be possible, is irresponsible, and will likely lead to increased anxiety and worsening morale.
Keeping all information about layoffs confidential is not transparent and may lead to mistrust and increased apprehension.
The project manager may not know who will be laid off and should not make assurances that are unfounded.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
| The Agile Practice Guide (No Date) PMI/PMI/Chapter 4 Implementing Agile/35 [Item 4.2.1.1 Servant Leaders Facilitate]
 4 Hours Mock Test

162. Multiple Choice

After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not
completely comfortable with some of the agile processes followed in the project. When should the project manager talk about
this and make adjustments?
Answer choices
A. At the next daily standup meeting.
B. At the lessons learned workshop.
C. At the next retrospective meeting.
D. At the next iteration planning meeting.
Answer explanation
C. At the next retrospective meeting.
Sharing observations and agreeing on adjustments for improvement to the way of working should be done at the retrospective
meeting. Retrospective meetings provide an opportunity for the project team to review the way in which it works and to suggest
changes to improve processes and efficiency.
At a planning meeting for the next iteration is incorrect because that is not the nature of those meetings. Daily standup
meetings are brief collaboration meetings during which the project team reviews its progress from the previous day, declares
intentions for the current day, and highlights any obstacles encountered or anticipated.
At a daily standup meeting is incorrect because that is not the nature of those meetings. An iteration planning meeting is used
to clarify the details of the backlog items, acceptance criteria, and work effort required to meet an upcoming iteration
commitment.
At a lessons learned meeting at the end of the project is incorrect because that is not the nature of those meetings. A lessons
learned meeting is used to identify and share the knowledge gained during a project with a focus on improving project team
performance. This meeting can address situations that could have been handled better in addition to good practices and
situations that produced very favorable outcomes. Raising it at the next retrospective meeting is preferred over the final
lessons learned meeting since the adjusted behavior will increase value in the remaining iterations of the project.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//2/27 [Item]
| O'Reilly Platform (No Date) //1/ [Item Improving Agile Retrospectives: Helping Teams Become More Efficient, 1/e]
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [4.4.3 MEETINGS AND EVENTS]
 4 Hours Mock Test

163. Multiple Choice

During a multidisciplinary project, a project manager learns that there are many conflicts about design among team members
from different disciplines. What should the project manager do to ensure the smooth delivery of the project?
Answer choices
A. Identify the matter as a risk and check available budget reserves.
B. Ensure that the project sponsor is aware of the current situation.
C. Escalate to functional managers and seek resolution.
D. Facilitate team discussions to achieve the desired results.
Answer explanation
D. Facilitate team discussions to achieve the desired results
The project manager must be proactive and facilitate the resolution of any conflict within the multi-disciplinary project team.
The project manager should work to achieve a consistent view of the project vision and its expected results, and use this to
bridge any differences and bring the team together. A common goal that everyone understands and considers meaningful is
essential to a smoothly working team.
The other answer choices are incorrect. Identifying the matter as a risk or notifying the sponsor does not solve the problem;
escalating the matter to functional managers is not correct, as it is the project manager's responsibility to facilitate problem-
solving among team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13/505 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/26/ [Item
Work to achieve a consistent view of the project vision and its expected results...]
 4 Hours Mock Test

164. Multiple Choice

A construction company is implementing a new strategic project with a fixed budget. While monitoring the project, it was
discovered that the overall project cost was increasing. The project manager learns that this is because the team is using
more materials than detailed in the original scope. The cause of this discrepancy is that two of the team members are new to
the organization and have not been reporting the acquisition of new materials.
What should the project manager have done to prevent this situation?
Answer choices
A. Documented the risk of a materials cost deviation in the project's risk matrix.
B. Provided training on the material acquisition process and reporting requirements.
C. Created a contingency reserve to cover cost overages associated with materials.
D. Avoided the inclusion of new engineers on a strategic project with a fixed budget.
Answer explanation
B. Provided training on the material acquisition process and reporting requirements.
To prevent the team from using more materials than detailed in the original scope, the project manager should have provided
training on the material acquisition process and reporting requirements. This would ensure that all team members understand
the process for acquiring new materials and help prevent discrepancies or issues with the project's budget. In this situation,
the problem is that the new team members are not reporting material acquisitions, indicating that they lack sufficient
awareness and understanding of the proper procedures.
The other answer choices are incorrect.
Documenting the risk of a materials cost deviation and creating a contingency reserve are good ideas in general, but do not
prevent this situation from occurring.
Avoiding the inclusion of new engineers is not a practical solution, as new team members can bring valuable skills and
perspectives to the project.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
| Project Managers Portable HandBook, 3rd Ed (No Date) //2/60 [Item 2.1.9 Roles of the Project Manager.]
 4 Hours Mock Test

165. Multiple Choice

A project manager is preparing for an organization-wide software system replacement project that will have a significant
impact on business operations. It is crucial to provide training to ensure that everyone within the organization can effectively
use the new software system, but training resources are limited. What is the most effective action the project manager should
take to ensure successful training for all organization members?
Answer choices
A. Incorporate a detailed training and coaching component as a project deliverable.
B. Determine the specific needs and requirements of different user functions.
C. Recruit additional trainers to ensure adequate training coverage throughout the organization.
D. Prioritize training efforts by identifying which features are most essential.
Answer explanation
A. Incorporate a detailed training and coaching component as a project deliverable.
Incorporating a comprehensive training and coaching component into the project's scope directly addresses the need for
training despite limited training resources and is a strategic approach to ensuring everyone can use the new software system
effectively. This means that training is not an afterthought, but an integral part of the project plan. By including training and
coaching as project deliverables, the project manager ensures that it is a well-defined and prioritized aspect of the project. The
new software system is the output of the project, but the system itself does not enable the productivity outcome that is
intended. In this case, adding a new deliverable of training and coaching on the use of the software can enable a better
productivity outcome. If the project’s output fails to enable higher productivity, stakeholders may feel that the project has failed.
While the other options are not the most effective actions for the project manager to take.
Determining the specific needs and requirements of different user functions is an important step in the training process, but it
is not the most effective standalone action because it doesn't ensure that training will be delivered effectively.
Recruiting additional trainers can be resource-intensive and may not be the most efficient solution, especially if resources are
already limited. Additionally, there is no evidence that the organization would need additional trainers beyond the initial
introduction of the new system.
Prioritizing training efforts based on essential features does not provide a solution for how training will be delivered effectively;
it only addresses what to prioritize in training.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //Mini Cases/Case 1 [Item Project Stakeholder Management
by Pernille Eskerod; Anna Lund Jepsen]
PMBOK Guide Seventh Edition (2022) /// [2.3.6 ALIGNING OF DELIVERY CADENCE, DEVELOPMENT APPROACH, AND
LIFE CYCLE] [3.4 FOCUS ON VALUE]
 4 Hours Mock Test

166. Multiple Choice

During the last five daily standups, one team member on a hybrid (predictive-agile) project has been vague about what they
have accomplished and what they are planning to accomplish.
What should the project manager do?
Answer choices
A. Meet with the team member to ensure that they have a clear understanding of what is expected of them.
B. Review the issue in the next retrospective meeting and determine what corrective action should be implemented.
C. Raise the issue of task accountability with the team and stakeholders at the next iteration review meeting.
D. Facilitate a meeting with the entire team and stakeholders to review the risks and impediments faced by the project.
Answer explanation
A. Meet with the team member to ensure that they have a clear understanding of what is expected of them.
In this case, the team member has been consistently vague, so the project manager needs to address this issue directly with
the team member. Meeting with the team member can help clarify expectations, enforce the importance of clear
communication, and expose any obstacles or challenges the team member might be facing. The meeting can also be an
opportunity for the project manager to provide coaching and support to the team member.
The other options are incorrect because they are not the most appropriate and effective approaches.
Waiting until the retrospective allows the issue to continue for too long and it could get worse. It is important to address this
issue early on before it becomes a major problem for the team and the project. Direct communication at an early stage is
essential in agile methodologies.
Raising the issue in a meeting with the team and stakeholders might seem confrontational and could create an uncomfortable
environment. It is important to keep a safe environment where the team member does not feel singled out or embarrassed.
Direct communication with the team member involved is a better approach.
Reviewing the risks and impediments faced by the project is incorrect because this issue isn't necessarily about risks faced by
the project but rather about an individual team member's engagement and accountability.
This question and rationale were developed in reference to:
| O'Reilly Platform (No Date) //Chapter 3 - Teams over tasks/subsection Insist on Accountability [Item Jim Highsmith (2009)
Agile Project Management: Creating Innovative Products, 2e.]
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS]
 4 Hours Mock Test

167. Multiple Choice

During project execution, a project manager is informed that some resources will soon be removed from the project. What
should the project manager do to address this situation?
Answer choices
A. Schedule a meeting to keep the stakeholders informed.
B. Inform the stakeholders at the next scheduled review meeting.
C. Update the risk register with this risk to project resources.
D. Request resource leveling.
Answer explanation
D. Request resource leveling.
Resource leveling is the process of adjusting the project schedule to ensure that resources are available when needed and
that resource utilization is optimized. When resources are removed from a project, resource leveling can help the project
manager identify alternative resources or adjust the project schedule to minimize the impact on the project. By requesting
resource leveling, the project manager can proactively address the situation and ensure that the project stays on track and
aligned with the organization's goals.
The other answer choices are not as relevant or effective. Scheduling a meeting or waiting until the next scheduled review
meeting to inform stakeholders may not be necessary and could delay the project or cause confusion. Updating the risk
register may be premature without more information and does not directly address the issue of resource availability.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//362 [Item]
 4 Hours Mock Test

168. Multiple Choice

A project manager notices that a critical team member has lost interest in the project. The team member's lack of interest has
led to decreased productivity.
How should the project manager address this issue?
Answer choices
A. Escalate this issue to the human resources (HR) manager.
B. Replace the team member with a more interested team member.
C. Schedule a meeting with the team member to identify the cause.
D. Increase the team member's salary and bonus opportunities.
Answer explanation
C. Schedule a meeting with the team member to identify the cause.
It is important for the project manager to address disinterest among team members as soon as possible to prevent it from
impacting the project's success. The project manager should schedule a meeting with the team member to identify and
discuss the cause of their disinterest in the project. This will help the project manager understand the root cause of the issue
and develop a plan to address it.
The other answer choices are incorrect because they suggest the project manager take action without assessing the situation
first. There are many reasons why team members may lose interest in a project. The project manager cannot effectively
address the underlying issues and re-engage the team member without first identifying the source of demotivation.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5.3 MAINTAINING PROJECT TEAM FOCUS] [2.2.4 LEADERSHIP SKILLS]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4/ [Item]
 4 Hours Mock Test

169. Multiple Choice

A project team member informs the project manager that all items are complete and the team is ready to move on to the next
iteration. The project manager reviews the iteration board and notices incomplete items. The iteration ends today, and the
missed items will not be completed on time.
What should the project manager have done to ensure that all of the iteration backlog items were completed on time?
Answer choices
A. Validated iteration backlog items using the definition of done (DoD).
B. Scheduled longer delivery timelines for project iteration cycles.
C. Requested that the team reports progress during daily standups.
D. Asked team members to demo their work as soon as it was ready.
Answer explanation
A. Validated the iteration backlog items using the definition of done (DoD).
Validating the iteration backlog items using the definition of done (DoD) is the best way to ensure that all of the iteration
backlog items are completed on time. A DoD checklist lists all the criteria that are required for a deliverable to be considered
ready for customer use. The team should regularly validate the iteration backlog items using the DoD established previously to
avoid delays before the iteration ends. Before considering the iteration complete, the project manager should seek to confirm
that all criteria are met.
The other options are incorrect.
Scheduling longer delivery timelines may not be feasible or practical, and asking the team to demo their work may not address
the issue of incomplete items.
Asking the team to report daily progress should be part of the process, but does not remove the need to validate the backlog
items using the DoD. The team believes that they have completed all of the necessary items, suggesting that there is a
disconnect between the DoD and the team's belief that all work has been completed.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Using Tools, Templates, and
Processes to scope a project/104 [Item]
| O'Reilly Platform (No Date) ///133 [Item The Age of agile.Stephen DenningPage 133 Continuously Monitor Progress]
 4 Hours Mock Test

170. Multiple Choice

A project manager is working on a new healthcare management application. One of the team members will be leaving the
organization and a new team member is taking over their tasks. The new team member is concerned that several parts of the
new application cannot be tested yet, despite sign-off by the outgoing team member. How should the project manager address
this situation?
Answer choices
A. Trust the sign-off from the outgoing team member and proceed with the project as planned.
B. Conduct a thorough review of the untested parts of the application before proceeding.
C. Inform the new team member that testing will happen in a later phase of the project.
D. Ensure that the outgoing team member creates a knowledge transfer document for the new team member.
Answer explanation
D. Ensure that the outgoing team member creates a knowledge transfer document for the new team member.
Ensuring that the outgoing team member creates a knowledge transfer document is the most comprehensive and reliable way
to ensure that the new team member has all the information they need to understand and test the untested parts of the
application. By doing this, the project manager ensures that the new team member has all the necessary information to
understand the current state of the project and can make informed decisions about whether further testing or review is
needed. It also helps mitigate risks associated with relying solely on the sign-off from the outgoing team member without a
proper handover of knowledge.
The other options are incorrect because they are not as reliable.
Trusting the sign-off from the outgoing team member is a risky option, as it could lead to problems if the untested parts of the
application are not working properly.
Conducting a thorough review of the untested parts of the application before proceeding could delay the project.
Informing the new team member that testing will happen in a later phase of the project is not an acceptable option, as it would
put the project at risk.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.8 LEARNING THROUGHOUT THE PROJECT]
 4 Hours Mock Test

171. Multiple Choice

During the course of a project, the team has to address unexpected issues that may impact the schedule and budget. Many of
the issues require immediate resolution before other interdependent issues can be addressed. The communication
management plan indicates that the client and key internal stakeholders only require monthly reports.
How should the project manager communicate the impact of these issues?
Answer choices
A. Update the project issue log to ensure the communication issues are captured internally.
B. Maintain monthly client and internal stakeholder reports as indicated in the communications management plan.
C. Increase communication with the client and stakeholders as necessary to manage the issues and their impact.
D. Revise the communications management plan and request approval of the revised plan.
Answer explanation
C. Increase communication with the client and stakeholders as necessary to manage the issues and their impact.
Issues impacting cost and schedule should be communicated as soon as they are identified, regardless of the stipulations of
the communications plan. The project manager must adjust communications to ensure that the appropriate parties are
appraised of the situation and can address the issues as soon as possible. This is especially important in this situation
because many of the issues require immediate resolution before other interdependent issues can be addressed.
The other options are incorrect.
Recording the issue with the communications plan internally is not helpful because it does not resolve the issue. Further, if the
information is recorded internally, the client will not be appraised of the situation.
Maintaining only monthly communications with the client and internal stakeholders does not address the situation
appropriately because the issues need to be resolved immediately. The client and stakeholders should be notified as soon as
possible to ensure timely resolution of the issues.
Revising the communications management plan and awaiting approval is incorrect because these issues require immediate
attention, so timely communication should be the primary objective. While the communications management plan may
ultimately require revision, it may not. Once the issues are resolved, the client and stakeholders may prefer to resume the
monthly reporting.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//8/ [Item]
| O'Reilly Platform (No Date) //1/Section 1 [Item Project Communication from Start to Finish, 2019, Geraldine E. Hynes]
PMBOK Guide Seventh Edition (2022) /// [3.9 NAVIGATE COMPLEXITY] [3.11 EMBRACE ADAPTABILITY AND RESILIENCY]
 4 Hours Mock Test

172. Multiple Choice

Halfway through implementation, the project co-sponsor, who is contributing a significant amount of capital to the project,
informs the project team of an additional feature to the project deliverable.
What should the project manager do?
Answer choices
A. Assess the impact of the new requirement and update the risk register.
B. Complete the current project as planned and update it later with the new requirements.
C. Collect the co-sponsor's requirements and perform the integrated change control process.
D. Convince the co-sponsor to maintain the current scope and complete the project as planned.
Answer explanation
C. Collect the co-sponsor's requirements and perform the integrated change control process.
The co-sponsor is a key stakeholder in the project and their requirements should be prioritized. The project manager should
collect the requirements and perform the integrated change control process.
The other answer choices are incorrect. Updating the risk register happens after the change has been approved; completing
the current project without the client's approval or convincing the client that their requirements are not worthwhile negatively
impacts project success.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki
The Standard for Project Management (2021) /// [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
 4 Hours Mock Test

173. Multiple Choice

Which two actions should the project manager take? (Choose two)
Answer choices
A. Explain to the business that the team will need ten sprints to deliver the features.
B. Inform the business that the team that will be doing the work needs to estimate the feature sizes.
C. Set up a meeting between both project teams to understand how their estimation of story sizes works.
D. Explain to the team that the sizing was already done and they will need to deliver the project in ten sprints.
E. Discuss the business request with the team and determine a solution to plan for a five-sprint schedule.
Answer explanation
B and C
B. Inform the business that the team that will be doing the work needs to estimate the feature sizes.
C. Set up a meeting between both project teams to understand how their estimation of story sizes works
The number of story points a team can complete in a given time is unique to the team. Story point estimating involves project
team members assigning abstract, but relative, points of effort required to implement a user story. It tells the project team
about the difficulty of the story considering the complexity, risks, and effort involved. Each team’s capacity is different so it is
important that both teams are aligned on estimation techniques. Teams consider their story size, so they do not try to commit
to more stories than there is team capacity to complete. The product owner will refine the stories based on what stories are
remaining.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//7.3.2/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/66 [Item Each team has its own capacity. When a team uses story points, be
aware that the number of story points a team can
complete in a given time is unique to that team.]
 4 Hours Mock Test

174. Multiple Choice

A project can gain downstream marketing benefits if additional equipment is included in the project scope. However, this
equipment is still in an early development phase and will not be ready to meet the project timelines. A member of the project
steering committee is in favour of its inclusion.
How should the project manager proceed?
Answer choices
A. Prepare a scope change request to include the additional equipment because it is beneficial to the marketing team.
B. Provide a clear rationale for its exclusion based on the business case and its impact on the project timelines.
C. Conduct a survey among steering committee members to assess their individual project requirements for a consensus
decision.
D. Request the project sponsor to escalate the issue to the steering committee member to avoid delaying project approval.
Answer explanation
C. Conduct a survey among steering committee members to assess their individual project requirements for a consensus
decision.
The project manager should proceed by conducting a survey among steering committee members to assess their individual
project requirements for a consensus decision. The steering committee is there to provide direction and support for the project
team and make decisions outside the project team’s authority. Since the project is overseen by a steering committee, it is
necessary to have a consensus of the committee before proceeding. By surveying the steering committee the project manager
can also identify potential conflicts, address concerns, and identify potential impacts associated with introducing the new
equipment.
The other answer choices are incorrect. Consensus has not been achieved therefore preparing a scope change request,
providing a clear rationale for its exclusion, or escalating to the project sponsor is not appropriate at this time.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //34/81 [Item The Project Management Toolkit: 100 Tips and Techniques for Getting the Job Done
Right]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
 4 Hours Mock Test

175. Multiple Choice

A project manager oversees an agile project with an experienced project team. The project manager does not typically attend
the daily stand-up meetings, but they sit in on them from time to time. After attending one particular meeting, the project
manager noticed that the meeting was not productive.
What should the project manager do to improve the situation?
Answer choices
A. Analyze the dynamics of these meetings, remove impediments, and provide feedback.
B. Ask the team to send meeting minutes to the project manager after each daily meeting.
C. Start attending daily meetings to promote a better collaboration effort with the team.
D. Delegate the responsibility to the product owner to facilitate future daily review meetings.
Answer explanation
A. Analyze the dynamics of these meetings, remove impediments, and provide feedback.
Agile teams run their own standups. They use standups to microcommit to each other, uncover problems, and ensure that
work flows smoothly through the team. Agile times thrive with servant leadership. The project manager should act as a servant
leader by analyzing the dynamics of the daily stand-up meetings, removing impediments, and providing feedback, to help the
team improve the productivity of their meetings.
The other answer choices are incorrect because the project manager should first try to understand why the daily stand-up
meetings are not productive. It might undermine the team's autonomy and self-organization if the project manager starts
attending daily meetings without first understanding the root causes of the problem. In agile teams, the project manager
encourages team members to facilitate the standup instead of themselves to ensure that it does not turn into a status meeting
and is used as a time for the team to self-organize and make commitments to each other.
This question and rationale were developed in reference to:
O'Reilly Platform (No Date) //8/ [Item Book title: Agile Foundation - Principles, practices and frameworks common agile
practices]
The Agile Practice Guide (2017) /// [5.2.4 DAILY STANDUPS]