PMP Sure Shot Pass – 9

Q1. During the execution of a complex project, the project manager encounters
numerous change requests from various teams. These changes may result in
the project not meeting its objectives. How should the project manager ensure
that these changes are managed effectively?

Options:

1. Deny the change requests and keep delivering the project as planned.

2. Record the changes using the risk register and continue monitoring.

3. Review priorities with the product owner to include the changes in the
backlog.

4. Review the project and communications management plan with the main
stakeholder.

Domain: Process
Q2. During a project's execution phase, two team members are having
conflicts with other team members within the team on technical and
interpersonal levels. Which two actions should the project manager take first
to address this conflict? (Choose two)

Options:

1. Arrange individual meetings with team members who cannot work

together effectively.

2. Address the conflict during team meetings for the entire team to
participate and find solutions.

3. Plan to resolve the team members' conflicts after the sprint and focus on
achieving the goal.

4. Discuss the conflict early among the affected team members using a
direct, collaborative approach.

Domain: People
 Q3. A project manager is working with team members and customers who are
operating in multiple countries. The team is working on implementing a new
technology that includes ambiguities, uncertainties, and unknowns, both in
technology and of the end-user expectations for this solution. What should
the project manager do to keep the stakeholders engaged?

Options:

1. Use a shared collaboration platform.

2. Use meetings as a communication channel.

3. Use email as a communication channel.

4. Use feedback and decision-making tools.

Domain: People
Q4. A project manager is reviewing a draft of the project charter with key
stakeholders. During the meeting, a conflict occurs between the sponsor and
the product owner. How should the project manager deal with the situation?

Options:

1. Postpone the meeting and ask the project sponsor and product owner to take
their discussion offline.

2. Continue the meeting and use facilitation techniques to improve

communication within the team.

3. Continue the meeting and ask the project sponsor and product owner to take
their discussion offline.

4. Postpone the meeting and invite a subject matter expert (SME)

Domain: People
 Q5. A project stakeholder complained that they did not receive an
important delivery that was stated in the schedule. The team member
responsible for this deliverable explained that they sent an email to the
stakeholder, advising them that the deliverable would not be delivered on
time. What should the project manager have done to avoid this situation?

Options:

1. Communicated with the stakeholder directly regarding the delivery delay.

2. Confirmed that the stakeholder was made aware of the delivery delay.

3. Told the team member to send the unfinished deliverable to the

stakeholder and finalize it later.

4. Ensured that the team member did not communicate directly with the
project stakeholder.

Domain: People
 Q6. Project progress meetings occur via virtual conference calls. In every
project progress meeting, one team member continuously interrupts others
during discussions. Other team members often have no opportunity to talk
or complete their explanations. What should the project manager do?

Options:

1. Speak individually with the team members who do not participate in

conversations.

2. Speak individually with the team member who always disrupts the
conversations.

3. Start the meeting with a review of the ground rules, meeting objectives, and
the agenda.

4. Manage time efficiently using the agenda and ask each participant to
contribute.

Domain: People
Q7. A project is currently in the execution phase Because of the complexity
of the project and the large number of regulatory requirements involved,
the project manager decides to hold a management review with senior
executives to ensure the successful implementation of project deliverables.
What should the project manager review during the management review to
ensure the meeting is effective?

Options:

1. Specialized reports created specifically for the meeting as per directions from
the project sponsor.

2. Metrics and key performance indicators (KPIs)

3. Potential changes to the project's strategy and the feedback from senior
executives.

4. The deliverables that are performing well and those that need more work.

Domain: Process
 Q8. A project requires the procurement of a large amount of equipment that
needs to be on-site before any other activity can begin. The procurement
department has a lengthy approval process. What should the project manager
do?

Options:

1. Ask the project sponsor to expedite the vendor selection process.

2. Use the existing equipment and replace it later with the new equipment.

3. Work with the procurement team to find alternative options.

4. Contact the vendor that supplied similar equipment for a previous project.

Domain: Process
 Q9. A stressful situation has presented some challenges for the team. The
project manager notices stress behavior in same of the team members, and
it is beginning to spread across the group.
The project manager needs to coach the team to change their mindset
in order to be more efficient. What should the project manager do?

Options:

1. Ensure that people care about each other and work effectively together
through effective team management.

2. Meet with the team to discuss the correct, expected behavior in stressful
situations and start practicing it

3. Create an environment of respect and fairness so the team can increase their
project performance in stressful situations.

4. Establish a productive environment where all team members can assist one
another with the workload.

Domain: People
Q10. A project manager has recently been assigned to a new project. When
the project manager first meets the project team, the team tells the project
manager that all of the management plans and documents for the project are
missing. What should the project manager do?

Options:

1. Adapt the project management plans and documents from previous

executed projects in order to save time.

2. Ask the stakeholders to develop all of the project artifacts so the project team
can continue their scheduled activities,

3. Continue working on scheduled tasks to avoid delaying the project and leave
the development of project artifacts for later.

4. Create the project management plans with the project team and share the
documents with the stakeholders.

Domain: Process
Q11. A project manager is attending a progress meeting with a client. The
client requests a design change which might potentially add value to the
project. What action should the project manager take?

Options:

1. Convince the client not to make changes to the project.

2. Consult with team members and allow them to make a decision.

3. Make transactional decisions focusing on the project goals.

4. Accommodate the change request to serve the client's needs.

Domain: Process
Q12. A project manager is transferred to another country to perform a
project within their organization. What should the project manager do first to
ensure collaboration within the team for successful delivery?

Options:

1. Check if resources from headquarters can also be assigned to the project.

2. Mentor the team members to perform project management.

3. Determine a leadership style that is suitable for that location.

4. Assign a local resource to manage communication with the tear.

Domain: People
Q13. Three team members were released from an agile team due to a recent
budget reduction; The customer is still expecting early results for the project.
Which two actions should the project manager take to align customer
expectations? (Choose two)

Options:

1. Send a detailed project management plan to the customer.

2. Review the impediments log with the customer.

3. Ask the agile team to review and update the quality management plan with
the customer.

4. Ask the agile team to review the updated sprint velocity with the customer.

5. Ask the product owner to review the prioritized backlog with the customer.

Domain: Process
Q14. A project manager is working on a complex project and is unsure about
planning, executing, monitoring, and controlling the project. Match the phrase
on the left with the correct statement on the right.

Options:

1. A-1, B-4, C-2, D-3

2. A-3, B-4, C-2, D-1

3. A-3, B-2, C-1, D-4

4. A-2, B-3, C-4, D-1

5. A-4, B-2, C-3, D-1

6. A-4, B-2, C-1, D-3

7. A-2, B-1, C-4, D-2

Domain: Process
Q15. A company is using a predictive approach for the development of a
particular component as defined in the scope management plan. Due to
regularly changing regulatory requirements, the development team has
requested to utilize agile approaches. What should the project manager do
about the development team's request?

Options:

1. Escalate the request for additional financial resources.

2. Ask the project sponsor to obtain approval for implementation of the new
approach.

3. Forward the request to the project management office (PAO)

4. Analyze the requirements that will need to be addressed under the

requested method.

Domain: Process
Q16. A product company is transforming the way it develops and releases
products in the market. Executives believe that this is a high-risk initiative,
and this initiative must be successful. What should the project manager do
in this scenario?

Options:

1. Adopt an iterative rollout approach that delivers the highest business value
earlier.

2. Develop a business case with assumptions for the new model.

3. Develop a communications management plan to inform the employees about

the new business model.

4. Develop a detailed sprint plan with clear deliverables.

Domain: Business Environment

Q17. A new project manager observes that the project deadline is likely to be
missed because there have been some delays on the project due to a lack of
resources. As a project manager, what should you do next?

Options:

1. Review the risk management plan to identify the response strategy.

2. Review the milestone list to determine which tasks can be fast-tracked.

3. Organize a team meeting to discuss the next course of action.

4. Escalate the issue to the sponsor and debrief them about the situation.

Domain: Process
Q18. During the project planning phase, a project manager called a meeting to
discuss the product backlog with multiple stakeholders who represent the
end-users in various capacities. Only one executive manager attended the
meeting. What should the project manager do?

Options:

1. Proceed with the meeting in order to keep the project on track and start
prioritizing the product backlog.

2. Meet with each stakeholder individually to gather input to the product

backlog and begin project planning.

3. Proceed with prioritization of the product backlog based on previous

lessons learned and complete the project planning phase.

4. Reschedule the meeting to ensure the majority of stakeholders are

present for the product backlog discussions.

Domain: People
Q19. In the iteration review of an agile project, the team receives feedback
from the stakeholders that could result in a change in the product. What two
actions should the project manager take? (Choose two)

Options:

1. Ask the product owner to review the product backlog.

2. Ask the stakeholders about the priority of this change.

3. Ask the team members to analyze the impact of this change.

4. Ask the sponsor to approve the change request.

5. Ask the team members to include the change in the next iteration.

Domain: Process
Q20. You are a project manager for an important project. due to a technical
issue with the sub-supplier, there is a potential delay in delivery. To stay on
schedule, the vendor proposed replacing the sub- supplier's component
with a similar part that is different from the one that is stipulated in the
project specifications. As a project manager, what should you do next?

Options:

1. Consult with a subject matter expert (SME).

2. Instruct the vendor to use the part that is compliant with the project
specifications and update the schedule.

3. Insist on using the component per the project specifications and air
freight the equipment to mitigate the delay.

4. Accept the proposed replacement in order to keep procurement activities on

track.

Domain: Process
Q21. A project team member identified a defect in the initial solution design
for a project. The stakeholders are not sure whether to deploy the system or
not. What should the project manager do?

Options:

1. Develop a mitigation based on the solution design.

2. Revise the projects quality control measurements.

3. Perform risk analysis against the issue.

4. Propose a solution redesign for the project.

Domain: Process
Q22. A project sponsor insists that the project scope for a new product launch
should include two geographical locations.
However, after the project scoping session was done, a project charter was
completed and approved with one location only. What should the project
manager do?

Options:

1. Encourage the sponsor to start another project for the additional location so
that the current project is not impacted.

2. Assess the impact to the scope and submit a change request for approval
of the two locations before including them in the scope of the project.

3. Ask the sponsor to increase the budget and schedule of the project to
accommodate the additional scope.

4. Discuss with the sponsor that the project scope is approved, and it is not
possible to include two locations as it will affect the budget.

Domain: Process
Q23. A human resource (HR) acquisition process for a large project has
recently changed. One major process change includes the approval of the
financial manager and the recruitment manager. This change to the process
implies longer processing.
The project urgently needs new resources. What should the project manager
do?

Options:

1. Ask the financial manager to delay implementation due to potential

project delays and penalties.

2. Adapt the resource management plan and ask for financial approval
before sending it to the customer.

3. Assess the impact of the change and review the project management plan
for the next steps.

4. Review the project schedule to determine which technique will reduce the
impact on project duration.

Domain: Process
Q24. A project sponsor commonly asks the project manager to skip project
retrospectives due to time constraints. However, the project manager persists
in running this critical ceremony by reducing the time for preparation and for
discussion. What are two issues that these actions by the project manager
could cause? (Choose two)

Options:

1. Lessons learned from other teams to not be considered.

2. A lot of discussions that yield no results or possibly too many results.

3. A lack of direction and motivation for the team in the workshop.

4. Time management plan for the retrospective workshop to not be updated.

Domain: People
Q25. An agile team is in the early phases of the development cycle for a
project; however, they have already begun to deliver functionality to the
customer. The team has identified risks to the project and are working on
developing the mitigation strategy.
What should the project manager do next?

Options:

1. Determine if any of the new risks have any financial impact.

2. Incorporate and prioritize the risks in the risk register according to impact.

3. Implement the risk mitigation strategy according to the highest impact.

4. Escalate the risk to the project sponsor and steering committee.

Domain: Process
Q26. A customer's technical lead discussed a new feature with the project
manager. The project manager believes the new feature will boost
performance significantly and adds it as a high priority item in the sprint
backlog. At the end of the sprint, all of the planned stories were not
completed because the new feature took more time. What should the project
manager do next?

Options:

1. Receive an agreement from the product owner and add the new story to the
product backlog.

2. Obtain approval from the project team and add the new story to the
product backlog.

3. Agree with the project team to modify and delete some of the stories in the
current sprint backlog.

4. Negotiate with the scrum master before adding the new story to the sprint
backlog.

Domain: Process
Q27. A company recently adapted agile to develop Innovation projects. The
project manager is experiencing problems with some team members who
consider some agile ceremonies to be unnecessary. What should the project
manager have done before the beginning of the project?

Options:

1. Conducted a survey to determine if the team was willing to adopt agile

ceremonies on the current project.

2. Discussed with the product owner and requested assistance by requiring the
adoption of agile ceremonies.

3. Discussed with the project sponsor about convincing the team to adopt the
agile ceremonies as part of their routine.

4. Prepared an inception deck and clearly explained the purpose of agile

ceremonies and their benefits to the project.

Domain: People
Q28. A project has completed design activities ahead of schedule Suddenly,
the project manager is informed by a vendor that a deliverable may not meet
the agreed delivery time frame due to a resource shortage. The internal team
asked if they should continue to deliver as per the schedule, What should the
project manager do?

Options:

1. Inform the project team that they may proceed at a more relaxed pace.

2. Discuss with the team the need for longer hours to minimize the impact.

3. Discuss with the project team alternative options to deliver as planned.

4. Inform the project team that some of them will work for the vendor.

Domain: Process
Q29. Project stakeholders are engaged in a discussion on how to achieve the
best user experience in the design of a new application. The agile team is
divided on the approach. The conflict is more of a collective disagreement than
an outright conflict. What should the project manager do next?

Options:

1. Allow the team to work through it on their own unless help is needed.

2. Apply appropriate conflict resolution techniques to solve the issue.

3. Engage in individual conversation with each team member.

4. Call a team meeting to have a formal discussion of the issue.

Domain: People
Q30. An organization is using a hybrid delivery approach for a business
project. The product owner, the person who was also managing the project,
was promoted to a more senior role. A new project lead has joined the
project. Which artifact should the project lead use to ensure that the project
benefits have been identified?

Options:

1. Pareto chart

2. Statement of work (SOW)

3. Product backlog

4. Business case

Domain: Business Environment

Q31. A project manager is using an agile approach. During the sprint
planning meeting, the product owner flagged a backlog item as high
business value and easy to implement. however, the other learn members
identified a high dependency between this item and another item that is
flagged as low business value and high complexity. What should the project
manager do to support the backlog prioritization?

Options:

1. Support the team to move both items to the next sprint when the team will
know more.

2. Prioritize the item flagged as high business value and low complexity for this
sprint.

3. Facilitate the discussion until the team reaches an agreement about the two
items.

4. Prioritize the item flagged as a dependency with low business value and high
complexity.

Domain: People
Q32. A project manager is working an a unique project that is dissimilar to the
project nature of the organization. The project manager is tailoring the artifacts
for this new project. Who should determine which artifacts should be used in
the project?

Options:

1. The project stakeholders should meet and determine the project artifacts to be
used by the project manager and the project management team.

2. The project sponsor should select the project artifacts that the project
manager and project management team should use in the project.

3. The project manager and project management team should use the
standard project artifacts from the database.

4. The project manager and the project management team should select the
appropriate artifacts for use in the specific project.

Domain: Process
Q33. A project manager is leading a hybrid project and is collaborating with
the client to develop the project contract. Some delays have been
experienced due to unforeseen technical difficulties and new dependencies.
However, the project manager is optimistic about recovering the delays in
the upcoming sprints. A key stakeholder asked the project manager if the
contract deadlines can be met. What should the project manager do first?

Options:

1. Ask the stakeholder to remain calm and confirm that they are
participating in all team meetings.

2. Submit a request for extra time and budget related to the dependencies and
technical difficulties.

3. Study the contract terms and deadlines to ensure they are not under risk and
confirm them with the stakeholder.

4. Clarify the current work progress, causes for delays, existing risks, and
planned corrective actions.

Domain: Process
Q34. A project manager is assigned to a new project. The project is for a new
product that the company wants to bunch as soon as possible to test market
read) nest. The project is part of a large business transformation, and the
objective is to open delivery channels for the new product. Which delivery
approach should the project manager recommend?

Options:

1. A predictive approach with clear acceptance criteria.

2. An adaptive approach with loosely defined large epics.

3. An adaptive approach with clearly defined user stories.

4. A predictive approach with an experienced project team.

Domain: Business Environment

Q35. A project team member identified a procurement risk and sent an email
to the project sponsor highlighting the risk. The sponsor forwarded the email
to the project manager asking for further details. After speaking with the
sponsor, the project manager decided to take preventive action. Which
document should the project manager review with their team?

Options:

1. Procurement management plan

2. Risk management plan

3. Communications management plan

4. Quality management plan

Domain: Process
Q36. A project manager is assigned to a global project with dispersed team
members. Previously, when working with remote teams, the project
manager observed that team members do not tend to produce quality
work. What should the project manager do to ensure the project is
completed on time with quality?

Options:

1. Introduce the use of time sheets and ask team members to review and
submit them regularly.

2. Meet with the team together and in one-on-one meetings to set clear,
shared targets.

3. Encourage the team to participate in a peer evaluation activity by the end of

the project.

4. Arrange regular team meetings for the team to update one another on the
progress of their assigned tasks.

Domain: People
Q37. A government agency is developing a new connectivity policy. The
assigned project Manager is a famous economist with international
recognition. The team is eager to work with the project manager but feels
intimidated. The project manager realizes that a junior economist, whose
tasks are behind schedule, is especially intimidated by the situation. What
should the project manager do first?

Options:

1. Evaluate the performance of the junior economist in the upcoming

months.

2. Consider organizing paired work sessions for the junior and senior
economists.

3. Reassign some of the junior economist's tasks to other economists.

4. Request to replace the junior economist with a more experienced

economist.

Domain: People
Q38. A project manager has received feedback from stakeholders regarding
poor communication about project progress. Weekly status reports were
provided to the project management office (PMO), and the standard
communications management plan was followed. What should the project
manager do?

Options:

1. Perform a root cause analysis (RCA)

2. Distribute hard copies of status reports and confirm that messages were read.

3. Create a change request for implementing an online collaboration tool.

4. Ensure that all of the complaining stakeholders are on the distribution list.

Domain: Process
Q39. A project manager is leading a small project with a low budget and a
short, tight schedule. Many of the stakeholders are within the organization
and have varying levels of interest. Which approach should the project
manager use with the stakeholders?

Options:

1. Provide daily reports to maximize stakeholder communication.

2. Minimize communication until project completion as it will be finished

quickly.

3. Share all relevant project information with the stakeholders.

4. Schedule one-on-one meetings with stakeholders to provide project

updates.

Domain: Process
Q40. A project manager is working on an enterprise resource planning (ERP)
implementation project that spans divisions within and outside the country.
The project manager understands the importance of gate reviews and
periodic checks. Which of the following should the project manager leverage?

Options:

1. Project management plan

2. Governance framework

3. Integration plan

4. Project management office (PMO)

Domain: Business Environment

Q41. A project manager is working with the product owner and customer
stakeholders on prioritizing the product backlog and planning the product
delivery dates. The customer stakeholders are asking to include several
deliverables as high priority. The product manager also has technical tasks
that should be added as high priority. What should the project manager do?

Options:

1. Allow the customer stakeholders to define the project priorities and set the
delivery dates.

2. Work with the team to estimate tasks and delivery dates, and then create a
project roadmap.

3. Lead the team to identity the product objectives at every delivery iteration and
clarify priorities.

4. Create a sprint board to allow all customer stakeholders to be aware of the

task status and impediments.

Domain: Process
Q42. A project has been successfully completed. The project was ahead of
schedule, under budget, and delivered the expected benefits. The project
sponsor was satisfied and distributed recognition certificates to key project
team members. However, the project sponsor accidentally forgot to issue a
certificate to a key team member. How should the project manager treat
the missed key team member to avoid disappointment and demotivation?

Options:

1. Invite the team member to lunch with the business leader and project
sponsor.

2. Explain the situation to the team member and follow up with a reward and
recognition for them.

3. Thank the team member in a public meeting for their significant

contributions to the project.

4. Request an additional recognition certificate for the missed team member from
the project sponsor.

Domain: People
Q43. A customized module is being implemented into an off-the- shelf
enterprise resource planning (ERP) solution. The project scope has been
clearly defined by the sponsor, and the project manager is close to starting
user acceptance testing. However, the newly elected government introduced
a significant package of taxation reforms. What should the project manager
do?

Options:

1. Contact the finance team and ask for advice.

2. Put the project on hold and wait for information.

3. Assess the potential impact with the project team.

4. Continue with user testing as planned.

Domain: Business Environment

Q44. A company operates on a 2-year budgeting cycle. The project manager
has been assigned a high-visibility project to deliver a brand new,
innovative capability. While the requirements for the new capability are
defined, the solution design is only beginning. The project manager's boss is
concerned that the final solution will exceed the budget for the project.
What should the project manager do next to anticipate the budget impacts
of the solution?

Options:
1. Apply earned value techniques that compare planned to actual value
delivered at key points in the project.

2. Develop a work breakdown structure (WBS)

3. Perform scenario planning on each of the solution designs and

incorporate estimates into the next budgeting cycle.

4. Consult colleagues at other companies and use historical information to

predict the final cost.

Domain: Process
Q45. As part of a company's planning effort for team capacity building, the
project manager was asked to provide management with a list of required
trainings for the project team. What should the project manager do?

Options:

1. Review the gaps found during project execution, prepare a list of

recommended trainings, and discuss it during a team meeting.

2. Review the project schedule and the team members' performance and
decide on soft skills and related trainings needed for the team.

3. Review the project pipeline, identify gaps in competencies for execution, and
decide on the needed trainings.

4. Review the team members' latest performance, identify gaps in

competencies, and decide on the needed trainings.

Domain: People
Q46. In a software development project, some of the deliverables do not meet
specific performance requirements. What action should the project manager
take?

Options:

1. Review the issues with the project team to address the issues.

2. Review the requirements traceability matrix at the next meeting.

3. Report issues to key stakeholders and discuss follow up actions.

4. Ensure compliance with the quality management plan.

Domain: Process
Q47. An experienced, high-performing team has two new team members.
After several iterations with the new team members, the project manager
noticed that the team's performance has decreased. What should the project
manager do?

Options:

1. Evaluate the two new team members.

2. Replace the two new team members.

3. Provide the team with a coaching session.

4. Allow the teams to organize themselves.

Domain: People
Q48. User testing on the last product release revealed low user interest in
certain features that required a significant effort to develop. The team feels
demoralized, and they want to make sure their future efforts are worthwhile.
Success in the next iteration is critical as the competitor product is gaining
market share.
How should the team respond?

Options:

1. Team can brainstorm how to better understand the product vision.

2. Scrum master can coach the product owner on prioritizing the desired end-user
features and engaging stakeholders.

3. Team lead can arrange a training session for everyone to learn about the benefits
of a growth mindset.

4. Team lead can perform stakeholder analysis to find subject matter experts (SMEs)
who can guide the backlog value ranking process.

Domain: People
Q49. A product owner has created a lot of epics and has started breaking them
down into user stories. These high-priority user stories fulfill the definition of
ready. At the iteration planning meeting, the product owner leaves after 2
hours.
What should happen next?
Options:

1. The team lead should draft the remaining acceptance criteria before starting the
iteration.

2. The iteration planning ends after the estimate and team commitment.

3. The product owner should present the committed user stories with the key
stakeholders before the iteration starts.

4. The team should decompose the user stories into tasks.

Domain: People
 Q50. While the team coordinates delivering the latest version of a machine-
learning product, a client stakeholder shows signs of resistance. The team lead
suspects this is because the stakeholder feels their job is threatened by the
automation in the product.
Which approach should the team lead take to effectively reduce the
stakeholder’s resistance?

Options:

1. Ask the client to replace this stakeholder to avoid project delays.

2. Ask the stakeholder to express their concerns and ensure full transparency.

3. Express empathy directly to the stakeholder to gain cooperation.

4. Tell the stakeholder that their cooperation and patience are appreciated.

Domain: People
Q51. A project is more than halfway finished. The project manager noticed
that the teams have not been conducting retrospectives at the end of every
sprint. Instead, they are conducting them after the release, which is every 6
months. When the project manager addresses this problem during the all-
hands meeting, the team responds that retrospectives are a waste of time
because nothing changes.
What should the project manager do in this situation?

Options:

1. Respect the decision of the self-organized team.

2. Explain to the team that retrospectives are required in agile teams.

3. Encourage the team to conduct retrospectives more frequently than twice a year
because this is a chance to talk about what works and what doesn’t.

4. Agree with the team that there is little benefit in doing retrospectives after every
sprint.

Domain: People
Q52. A collocated agile team is updating the ground rules based on the last
iteration and retrospective.
Which option should be excluded from the new ground rules?
Options:

1. Tell the truth and address any issues to the correct party (at the right time).

2. There shall be no email or surfing the web during team meetings and be present on-
site between 9:00 am and 4:00 pm.

3. Ask for clarification if you are confused and do not interrupt one another.

4. There shall be no swearing during team meetings and participation in chess club on
Monday evenings is mandatory.

Domain: People
Q53. In a product demo meeting, an engineering specialist presents the latest
test-driven development prototype and asks for team feedback. Team
member Y interrupts the demo to protest about the high cost of the
prototype. Members of the engineering team immediately become defensive
and begin answering all at once.
What action should the project leader take in this situation?

Options:

1. Intervene and state that the cost query will be considered but remind everyone that
this demo is for product development feedback.

2. Stop the meeting. Firmly tell everyone to calm down and control the rest of the
meeting.

3. Take the opportunity to address team member Y’s concern during the meeting.

4. Allow the team to work through the disruption and the problem on their own.

Domain: People
Q54. A project team is completing a sprint. This team normally performs well
under time pressure. But this time, something seems different. The
workrooms are quiet, and people are having conversations that seem
secretive. A check of the scrum board shows that work is on schedule and
quality checks are met, yet the team lead feels anxious.
What should the team lead do?

Options:

1. Assume everything is fine and let the team continue working.

2. Think about any other recent changes or reasons that could be the cause of these
anxious feelings.

3. Ask everyone to give a quick report of how they think the sprint is going at the next
standup.

4. Tell the team you are feeling anxious about their work.

Domain: People
Q55. A project team member is having an extremely difficult and busy
personal life. The team is NOT aware. They only see mistakes and missed
deadlines. The team is in the middle of an iteration and this team member’s
latest mistake has caused a major issue.
How should the team lead respond in this situation?

Options:

1. Coach the team member.

2. Replace the team member.

3. Discipline the team member.

4. Consult the team member’s functional manager.

Domain: People
Q56. An agile team has identified several risks during their last retrospective,
including the chance of hiring a contractor to double the speed of a critical
investigation during the next iteration.
How should the team classify this risk?

Options:

1. Emergent

2. Issue

3. Threat

4. Opportunity

Domain: Process
Q57. A production streamlining project is halfway complete. The team is
working well together and optimistic about achieving their goals. The
company is having significant personnel issues and has lost many of their
senior technicians to start-ups that were offering great salaries.
To make matters worse, the VP of manufacturing requests to use the team’s
most senior technical resource for a major new project kicking off next week.
What should the team lead do?

Options:

1. Ask the VP if the resource can be shared until the streamlining project is
complete.

2. Make the case for keeping the resource to ensure project outcomes are
realized.

3. Reallocate the team member to manufacturing and hire two generalists for
streamlining.

4. Outsource that resource's responsibilities on the streamlining team to a

specialist.

Domain: Process
Q58. At a company party, people are having a friendly, open conversation
about which team is the fastest. One person laughs and says that team A has a
velocity of 20, whereas team B has a velocity of 40, so team B members will all
be receiving bonuses.
How should the leader of team A react?

Options:

1. Be embarrassed that team B is more effective than team A.

2. Say nothing. It’s a party.

3. Ask that person how they know this and remind them that it is against company
culture to be so competitive.

4. Say nothing, because each team has its own capacity, and velocity is not used to
compare teams.

Domain: Process
Q59. Enterprise Z has partnered with a company to deliver a certain number of
phone SIM card chips each month. The results are reviewed each month at the
joint steering committee meeting. Enterprise Z has been clear about their
preferences and tolerances in the service-level agreements.
What is the best tool to monitor the delivery of products?

Options:

1. Scatterplot diagram

2. Control chart diagram

3. Affinity diagram

4. Cause and effect diagram

Domain: Process
Q60. An agile team is nearing the end of the project and has been able to
complete all stories and deliver value to the client. However, the coach has
noticed that the coding standards are NOT up to par.
What should the team do?

Options:

1. Update the definition of done.

2. Notify the customer.

3. Add the work to the backlog, prioritized alongside bug fixes.

4. Update the code during the sprint dedicated to ensuring quality.

Domain: Process
Q61. Organization ABC merged with Company XYZ. The project management
office (PMO) creates a team with the required expertise. They decide to
prioritize an evaluation of company processes, then figure out what needs to
be done to create an interim organization that meets the leadership's needs.
Which two techniques should the project team use? (Choose two)
Options:

1. Update the definition of done.

2. Notify the customer.

3. Add the work to the backlog, prioritized alongside bug fixes.

4. Update the code during the sprint dedicated to ensuring quality.

Domain: Process
Q62. A project manager joins a project with the following features:
• Globally distributed team

• Fixed budget

• Very tight deadlines

How can the project manager avoid scope creep and keep the team focused
on delivering a product that meets requirements during planning?

Options:

1. Ask all development team leads to prepare detailed requirements.

2. Hold daily standups with all of the development teams.

3. Put any changes to scope through the formal change request process.

4. Prevent stakeholders from direct interaction with the team leads.

Domain: Process
Q63. A client is making a lot of small, minor change requests, indicating that
they are urgent and critical.
Which action should the project manager take?

Options:

1. Log each change request in the log.

2. Reject the minor changes.

3. Escalate the client's behavior to the sponsor because it is annoying the team.

4. Put the requests into the iteration backlog.

Domain: Process
Q64. An agile team is in dire need of additional resources, so the department
decides to add another agile team. A few teams are possible candidates, so
management decides on using a performance test to decide which team to
add for 10 iterations.
Who should be responsible for hiring the new team?
Options:

1. Existing agile team

2. Team lead

3. Management

4. Product owner

Domain: Process
Q65. An agile team has been asked to update the project artifacts because
new team members are joining soon. Which two of the following should be
updated? (Choose two)
Options:

1. Vision statement

2. Burnup chart

3. Milestone slip chart

4. Information radiator

5. Roadmap

Domain: Process
Q66. A team is developing the human resource (HR) module of an enterprise
resource planning (ERP) system. During a site visit, the client observes
concerning data on the team’s information radiators. The burndown chart
depicts the progress of the current 3-week iteration. The team is one-third of
the way through the iteration, but the actual progress to date reflects the
team is behind the planned progress.
The client expresses concern and asks the team lead to discuss it with the
product owner. How should the team lead respond?

Options:

1. Advise the client that no action is required because the team is in the middle of the
iteration.

2. Ask the product owner to address the performance issue and search for the cause
during the daily standup meeting.

3. Meet with each team member individually to see who is underperforming and find
out what suggestions they may have to get the iteration back on track.

4. Ask the product owner to identify stories that can be pulled out of the current
iteration, so the team can meet the planned story points.

Domain: Process

.
Q67. An experienced software developer is asked to lead a project for a
customized software application for a client they have worked with
previously. About 2 months into the project, the client wants to know how
change is being managed and wants to see the project management plan. The
team lead tells the client that this is an agile project; therefore, there is no
roject management plan! The client escalates this issue to the sponsor.
How should the sponsor respond to the client?

Options:

1. Tell the client that the team lead is in charge and is able to manage the
project however they wish.

2. Tell the client that it is not in the contract to create such a document, and if it
is required, they need to submit a change request.

3. Tell the client that they will address the value and need for a project
management plan with the team lead and ensure that they will have one to
review and approve by a specific date.

4. Ask the client what components of the project management plan are being
requested.

Domain: Process
Q68. A company is merging two similar projects. The extensive business
processes from each project need to be merged. The team wants to optimize
the merged business processes, and they hire a consultant to help them.
How can the team ensure knowledge continuity from both projects?

Options:

1. Instruct the consultant to optimize the processes.

2. Create an archive from the projects so that team members can read it on
their own.

3. Instruct teams to create new templates for processes and begin using and
improving them iteratively.

4. Gather representatives from both teams to explore and define a mutually

agreeable way of working (WoW).

Domain: Process
Q69. A medical charity organization operates in disaster emergency zones
worldwide. At headquarters, the leadership wants to ensure that their
practitioners’ professional licenses are compliant with governing bodies both
in the practitioner’s home and in their working locations. This is a condition
set by their board of directors and the charity’s legal team.
In order to facilitate the new measures, which three actions should be taken?
(Choose three)

Options:

1. Conduct an impact assessment and audit.

2. Create and use an internal standard based on the most common international
compliance standards.

3. Evaluate the existing compliance status of all practitioners.

4. Ensure signoff on compliance requirements from the board of directors and

the legal team.

5. Place the compliance risks in the risk register and mark them as low priority.

Domain: Business Environment

Q70. A product owner receives some confidential security information that needs
to be included in the definition of done or as part of the acceptance criteria.
How should the project leader categorize this requirement?

Options:

1. Top-level management influence

2. Omission from earlier in the process

3. Compliance matter

4. Change of heart

Domain: Business Environment

Q71. During a sprint review, the team identified successful gains on planned
improvements while noting that a lot more development and testing is
required. The product owner wants to report on the business value of the
work.
Which action should the team take to assist the product owner with validating
business value?

Options:

1. Conduct a variance analysis for the budget for the last iteration.

2. Examine customer feedback.

3. Plan to discuss it at the next retrospective.

4. Measure earned value management (EVM).

Domain: Business Environment

Q72. A team was assigned a project to build a new insurance policy
administration system. After 6 months of project work, the project sponsor
expresses concern. A colleague in an unrelated company division claims the
policy administration system has bugs and the team is unable to solve critical
problems.
Which two options should the project manager use to prepare a response to
the project sponsor? (Choose two)

Options:

1. Defect count

2. A risk metric

3. Issue log

4. Changes

5. Technical debt

Domain: Process
Q73. A project team lead has challenged the team to minimize defects and
waste in project teamwork. As an initial step, the team proposes to assess the
relevant quality standards and framework.
How can the team do this?

Options:

1. Review the requirements management plan.

2. Check the ISO.org website.

3. Investigate the project quality metrics.

4. Interview the person who manages quality compliance.

Domain: Process
Q74. A project team lead has challenged the team to minimize defects and
waste in project teamwork. As an initial step, the team proposes to assess the
relevant quality standards and framework.
How can the team do this?

Options:

1. Review the requirements management plan.

2. Check the ISO.org website.

3. Investigate the project quality metrics.

4. Interview the person who manages quality compliance.

Domain: Process
Q75. A project team is set to deliver a project in 12 months. The sponsor
encourages innovation, and the project has a high-risk tolerance. However, 8
months into the project, it is plagued with incomplete and failing prototypes.
The highly capable team is feeling demoralized, and the project manager
worries whether the deliverable will ever meet the stated acceptance criteria.
How would an adaptive life cycle have helped this project?

Options:

1. The project sponsor would have been the product owner.

2. Less paperwork and documentation are required.

3. The desire for innovation and high risk tolerance are ideal for agile practices.

4. Agile does not require acceptance criteria.

Domain: Process
Q76. A newly assembled project team is holding a kickoff meeting over a
weekend. About half of the project team already works together; the other
team members are contractors.
The company already uses lean and agile approaches. However, during the
meeting, the team members openly argued about everything—from project
goals to the smallest details.
Which action will help the team to build a shared understanding?

Options:

1. Create breakout sessions and assign team members to specific work based on
their expertise.

2. Nominate someone to the role of project manager and adopt a hierarchical

team structure.

3. Ask the product owner to lead the session and explain to the team what to
do.

4. The team lead should arrange the team and contractors in working pairs.

Domain: People
Q77. A government is ready to announce a new tax on sugary products to fund
a healthcare program. The team is working on the first set of goals to secure
buy-in from the industry stakeholders and launch a strong public campaign to
support the mandate.
In which three ways can the project build a shared understanding of the
project goals with public stakeholders? (Choose three)
Options:

1. Create partnerships between the government and industry stakeholders so

that the industry is prepared to support the change.

2. Launch a national survey program to anticipate how individuals and

businesses will react.

3. Announce the tax along with an advertising campaign to educate the country
and individuals about the benefit.

4. Inform industry stakeholders that noncompliant businesses will be penalized.

5. Use an incremental approach by taxing products with the highest sugar

content only and explain how this will improve health results over a period of
time.

Domain: People
Q78. During an agile project, key stakeholders are expressing concerns about
their lack of involvement. They feel disconnected from the project. The
product owner agrees with these concerns and wishes to do something
quickly. The iteration is coming to an end.
What would be a good way to engage the key stakeholders at this stage?

Options:

1. Arrange the daily stand-up on video, so all stakeholders can join the meeting.

2. Arrange a meeting with the key stakeholders to discuss the iteration backlog.

3. Invite the key stakeholders to join the next iteration planning meeting and
the retrospective.

4. Invite the key stakeholders to participate in the iteration review.

Domain: Process
Q79. A product team has completed 8 of 10 planned iterations for a
streamlining project. While refining the backlog for iteration nine, the product
owner learns about a massive, company-wide budget change and sends this
email:
Dear streamlining project team,
The budget change announced yesterday will impact our project. I may need
to reprioritize some of our planned work.
How should the team lead respond?
Options:

1. Reply with some recommendations to reduce the scope and still run two
more iterations.

2. Wait for the product owner to reprioritize the backlog.

3. Contact the finance department to find out more about the budget cut.

4. Disband the team, so they have time to find new assignments.

Domain: People
Q80. An agile team welcomes a new team member who is unfamiliar with the
agile approach. At the weekly demo meeting, this team member becomes
visibly nervous when an operations engineer, who often criticized their
previous work, appears unexpectedly and gives very direct feedback about the
prototype. After the meeting, the new team member leaves the room quickly.
How should the team respond?

Options:

1. The product owner should approach the team member later in the day to find
out the history of the problem.

2. Allow the team members to figure out their own relationships since this is a
self-organizing team.

3. Hold a team meeting to find out from the other team members what they
know about this situation.

4. The team lead should reiterate the ground rules at the next retrospective
meeting, especially the engagement protocols and communication standards.

5. Facilitate a face-to-face meeting between the new team member and the
operations engineer.

Domain: People
Q81. A product owner is reviewing notes from the latest stakeholder meeting.
Which two note items should the product owner consider as changes to the
product backlog? (Choose two)

Options:

1. Recommendation from stakeholder M to change a task in the current

iteration.

2. Team member wrote their brilliant new idea on a yellow sticker and put it
on the kanban board.

3. Unprioritized user story—stakeholder B wants new and improved quality

requirements!

4. Issue—but the team has this under control.

5. Bug fixes/technical debt

Domain: People
Q82. A critical project to improve a customer service process has failed. Even
though all the end users were trained on the new service, they rejected the
change and continued using their original process.
Which of the following actions should the team take?

Options:

1. Escalate the lack of cooperation to the end users' functional manager.

2. Take note of the risks associated with the new implementation.

3. Engage the end user community and try to understand their concerns.

4. Repackage and execute the original plan.

Domain: Process
Q83. A team lead receives an email from the product owner asking for a more
precise view of actual time spent on tasks to apply more accurate business
value estimates in the product backlog. The team is extremely busy, and
deadlines are tight.
How should the team lead answer this request?

Options:

1. Make sure the team is updating the burndown chart daily, so the product
owner has an accurate view of the work completed.

2. Ask the product owner to supply the team with more specific and detailed
user stories so they can understand the customer value desired better.

3. Explain that flexible estimating units enable the team to accelerate delivery of
business value.

4. State that the team is extremely busy and can’t help right now.

Domain: Process
Q84. The agile team has identified a lot of risks and issues, but the notes seem
to be a bit unclear. Which two of the following are risks? (Choose two)
Options:

1. The burndown chart is unclear; it has not been updated.

2. The new DevOps toolchain may be ready during this iteration.

3. The vision statement is misunderstood, resulting in flawed requirements.

4. The tech lead for the project has resigned from the company.

5. A senior VP has indicated that there are additional requirements.

Domain: Process
Q85. A project manager shifts to an agile approach for a project with an
aggressive go-to-market timeline. The project manager needs to revise the
stakeholder engagement plan so that it follows agile principles.
Which action should the project manager take?

Options:

1. Increase the number of formal training workshops to cover all relevant

issues for all stakeholders, including the project sponsor and client.

2. Increase the number of stakeholder communication channels.

3. Make standup meetings mandatory for all key stakeholders.

4. Update the stakeholder engagement matrix.

Domain: Process
Q86. A project manager is working on a data center migration project and is
developing the schedule management plan. The project was planned to last 40
days and the project sponsor wants it done in 35.
Which action should the project manager take to amend this schedule for the
new requirement?
Options:

1. Crash activities that are NOT on the critical path.

2. Increase duration of the critical path.

3. Use leads.

4. Use lags.

Domain: Process
Q87. A new product is released by a company. When a customer identifies
performance issues with the product, the project manager investigates and
realizes that the cost of quality (COQ) methodology should have been used to
estimate this cost.
Assuming the customer has identified an issue, which category of COQ should
the project manager be referring to?

Options:

1. Prevention costs

2. External costs

3. Appraisal costs

4. Cost-benefit analysis

Domain: Process
Q88. A product owner is collaborating with the team lead to refine the
product backlog. They need a better way to prioritize the backlog because the
current stakeholders could not agree while using the MoSCoW technique. The
product owner decides to create a matrix and identified "value" as the first
axis.
Which two items could work for the second axis? (Choose two)

Options:

1. Risk

2. Effort

3. Quality

4. Time

5. Impact

Domain: Process
Q89. An organization’s policy states any change requested on a project that
exceeds a certain amount and/or complexity must adhere to the
organizational policy and procedures.
The project manager just received an urgent change request (CR) from the
customer, and they want it added to the change control board (CCB) agenda
scheduled for tomorrow. However, the CR is incomplete.
What should the project manager do?

Options:

1. Begin additional analysis of the CR.

2. Put it on the CCB agenda for tomorrow and address it there.

3. Return the CR to the customer because it is incomplete.

4. Approve the change request.

Domain: Process
Q90. A construction project to build a luxury skyscraper is coming to an end. In
advance of the handoff, the management team has been trained to take
charge of all aspects of maintaining the building. The lead engineer from the
development team expresses concern. During construction, substantial new
technologies were introduced, and the engineering team learned new skills.
What is the best way for the team to handle knowledge transfer in this case?
Options:

1. Set up a contract for the engineering team to continue as consultants.

2. Require the engineering team to record their knowledge and make this
available to the management team.

3. Set up additional training for the management team and include the
engineering development team as key stakeholders.

4. Conduct root-cause analysis (RCA) to determine the problem and set action
items to resolve them.

Domain: Process
Q91. A key team member has been offered a new opportunity and will be
leaving the project team. The team is looking for a replacement but is unable
to find anyone with the same level of skill. This team member has been with
the project since it began, which was over 1 year ago, and has a lot of
knowledge and skills that other team members lack.
Which two actions should the team take to ensure project continuity? (Choose
two)

Options:

1. Create a new work item in the product backlog to interview the departing
team member and record the sessions.

2. Discuss the risk of a key dependency’s resignation in the next team

retrospective.

3. Inform the team member’s manager that unless they find someone soon, it
could be detrimental to the project.

4. Schedule knowledge transfer sessions with the departing team member.

5. Ask the departing team member to nominate existing team members who
seem to have the best skills for certain tasks.

Domain: Process
Q92. Company H is completing a merger and has acquired several valuable
assets from company Z that require specialist care, including intellectual
property rights and museum artifacts. The team is conflicted about what to
do, but the product owner has identified knowledge transfer—to ensure the
new organization can maintain the collections properly—as one of the highest
priorities for the merger.
Which two of the following actions should the team take? (Choose two)

Options:

1. Pair leaders from each of the critical business elements in both companies for
collaboration.

2. Hold daily standup meetings to discuss the new roadmap.

3. Post updates in the monthly status report.

4. Hire specialists in intellectual property rights and museum management to

lead a formal transfer.

5. Create a backlog item to insure the artifacts and property that are most
valuable.

Domain: Process
Q93. A global organization is headquartered in a country that has just passed a
law making it illegal for employers to contact employees outside of office
hours. Because 85% of the employees live in this country, and the leadership
team launched an initiative in employee wellness, the company has adopted
the policy across the whole organization.
However, just this weekend, the director of marketing sent an urgent email to
the entire team demanding that they correct a mistake on the project
prototype, ASAP! Two team members sent messages with a tone of panic to
the team lead’s personal phone.

Options:

1. Remind the director that the team is not required to work outside of office
hours.

2. Contact human resources (HR) and escalate this matter. They are all
violating the new law and company policy.

3. Do nothing until Monday.

4. Assure the director that the team will address the problem next week and
tell the team members who messaged to have a nice weekend.

Domain: Business Environment

Q94. A highly engaged agile team is forced to halt business operations when a
major crisis occurs, closing offices and requiring employees to work remotely.
Many team members who were high-performing contributors before the crisis
are missing daily standups or attending meetings but turning their cameras off
and not participating. Because of poor attendance, the project is not meeting
sprint goals. Consequently, the project is not performing well.
Which action is the most effective way to motivate the team?

Options:

1. Skip the retrospectives to give people more time to work.

2. Award the consistent top contributors with a gift card at the next meeting to
incentivize the others.

3. Send emails to absent team members requiring a written response on

progress and give them negative feedback during their performance
reviews.

4. Keep your camera on to lead by example and use an agenda that actively
involves people in the meeting.

Domain: Business Environment

Q95. A project team member is consistently missing deadlines, creating
bottlenecks for the rest of the team.
Which action should the team take to support the team member?

Options:

1. Enroll the team member in time management training.

2. Ask the team member to speak first at standups.

3. Release the team member.

4. Pair the team member with a more experienced member of the team.

Domain: People
Q96. A project manager is assessing the risks to a hybrid project in the
execution stage. At the end of each iteration, the team has only reported
normal issues such as equipment malfunctions. However, the team has
recently alerted the project manager to a developing problem that signal
regulatory noncompliance for the product.
Which artifact should the project manager review and update?

Options:

1. Risk register

2. Probability/impact matrix

3. Risk management plan

4. Product technical documentation

Domain: Process
Q97. A PMO in a large manufacturing company has been working diligently to
retrain project managers and standardize software and templates across all
projects, so that every project in the company will produce compliant
artifacts. Which type of PMO is being described?
Options:

1. Supporting

2. Controlling

3. Directive

4. Agile Center of Excellence

Domain: Process
Q98. Two project managers are chatting in an airport lounge, on their way to a
conference. They have never met and work in different companies. Project
manager A tells a story about the last project, in which the team was given
strict deadlines for updating artifacts and were audited to ensure risk registers
and issue logs were updated at least once per week. Project manager B is
shocked by project manager A’s story because their project team is allowed to
work independently, with very little reporting required.
Which statement is true?

Options:

1. Project manager B’s PMO has no project governance.

2. Project manager B’s company does not have a PMO.

3. Project manager B’s company uses adaptive development approaches that

projects adhere to and the PMO ensures compliance.

4. Project manager B’s company has a supportive PMO which only provides a
peripheral role.

Domain: Process
Q99. The CEO of a global furniture chain authorizes a project to retrofit 35% of
the company’s factories with new technology in 2 years, at a maximum cost of
$US48 million. The competition in this market is high and the CEO needs to
see a return on the investment within 3 years.
Which development approach should this project take and why?

Options:

1. A predictive development approach, because the scope, budget and

schedule are set.

2. A hybrid development approach that uses a predictive scheduling process

and incremental development of the factories to ensure the value-based
expenditure of the budget and resources.

3. A hybrid development approach that uses time-boxed, iterative scheduling

with incremental budget releases over the 2-year period; this will ensure the
project does not run out of money.

4. A hybrid development approach with a flexible scope, in case anything

changes, and the company can pivot

Domain: Process
Q100. An international bank is performing a merger as part of a major
program change and hired a consulting company to perform an advisory role
during the merger. The consultants recommend using agile to ensure the best
chance of success.
What do the consultants mean by this?

Options:

1. They need to work quickly.

2. Use of agile practices to complete financial mergers is a best practice.

3. Adopting the agile mindset helps organizations navigate complexity.

4. The merger should be completed in increments.

Domain: Process
Q101. A virtual team member has recently joined a collocated team. Despite being
highly qualified, the team member’s performance is constantly questioned and
ridiculed by the collocated team members.
Which approach should the team lead take?

Options:

1. Use the team charter to address collaboration and team goals

2. Cancel the virtual team member’s contract; clearly, the team is not
cohesive.

3. Organize a weekly virtual coworking session led by a facilitator.

4. Monitor the situation and intervene only if the virtual team member makes
a report to HR.

Domain: People
Q102. In an organization, some people work longer days in a 4-day week,
while others work standard days 5 days per week. On one project, a mix of
these schedules has caused some scheduling problems, particularly for
standups and iteration demos.
Which approach should the team take?

Options:

1. Require the team members who work 4-day weeks to attend the standups
on day five.

2. Self-organize and solve its scheduling problem.

3. Suggest that everyone on the team use the same work week during this
project.

4. Ask the PMO for advice.

Domain: Process
Q103. A team member has reported a project manager to HR for shouting
during meetings. Other team members validate the complaint, but when the
PMO asked the project manager about this, their answer was they were only
trying to motivate the team.
What is the problem here?

Options:

1. The team members are too sensitive.

2. The project manager needs to be a servant leader.

3. The team charter lacks details about polite conduct.

4. The project manager is unqualified.

Domain: People
Q104. A project manager meets frequently with a company’s diversity, equity
and inclusion (DE&I) coordinator, because several members of the project
team wear t-shirts on Fridays that others in the organization consider
controversial. They are allowed to wear the shirts, but there are numerous
complaints from around the company.
What should the project manager do first?

Options:

1. Caution the team members about wearing the t-shirts to work.

2. Coach the team members on self-awareness.

3. Continue meeting with the DE&I coordinator.

4. Find out why they are wearing the t-shirts.

Domain: People
Q105. A virtual project team has been working together for a month. During
this time, they have bonded a little, and then at an in-person team-building
day, they finally meet each other. At this meeting, the team decides they
would like to make a change to the weekly status meeting ground rules and
include a little time for socializing. They think it will help to ease the feelings
of isolation many of them express. The current team charter states that status
team meetings are to be used for work purposes only.
What should the project manager do first?

Options:

1. Allow the team to schedule a separate meeting during work hours for
socializing.

2. Change the ground rules to allow socializing during the first 10 minutes only
of weekly status meetings.

3. Schedule another collocated team-building event soon.

4. Poll team members to measure support for changing the ground rules.

Domain: People
Q106. A project team is brainstorming a complex issue with the prototype in
development. They have consulted numerous experts in the field and
together, have narrowed down the choice of possible actions to two.
How should the team decide which action to take?

Options:

1. Empower the team lead to choose.

2. Choose based on lower cost.

3. Use the Delphi technique.

4. Review the project management plan.

Domain: People
Q107. A racing team has just finished a season and is preparing for next
season. The owners think they should change the way the business works to
make the company more efficient and have better control over outcomes and
budget. The team engineers want to continue researching and running highly
experimental design and technology developments. The racing team has hired
a project manager for consultation.
What should the project manager recommend?

Options:

1. Ask the owners to adopt a “fail fast” mindset to follow the lead of the
engineers.

2. Ask the project team to identify areas for potential efficiencies using
methods like Monte Carlo simulation.

3. Suggest the adoption of a company-wide cultural transformation based on

the agile mindset that will foster holistic improvements.

4. Suggest initiation of a project based on achieving the business departments’

objectives and key results (OKRs).

Domain: Process
Q108. An agile project team is working in an environment that is experiencing
significant and disruptive upheaval. Team members are not performing well
due to the stress, but work must continue.
What should the team do?

Options:

1. Rely on the agile coach to focus the team on desired outcomes.

2. Ask the product owner to add time to the schedule.

3. Continue working as normal.

4. Examine project closure or cancellation options.

Domain: People
Q109. A project team is working in a remote location, and its operability is
threatened due to severe supply chain disruption. This risk was listed in the
risk register, but the severity of the disruption was not accounted for, so
guidance on the response is minimal.
What should the team do first?

Options:

1. Seek expert judgment on the matter and revise the risk response.

2. Focus on maintaining team coherence.

3. Cancel the project.

4. Escalate to an organizational resource that can help.

Domain: Process
Q110. A project team relies on work with an overseas contractor. For years,
this contractor accepted payment in the team’s currency, but have now
notified the team’s company that after next month, future payments must be
made in the contractor’s local currency.
How can the team deal with this problem with the least disruption to the
team?

Options:

1. Do the work themselves.

2. Suggest using a fixed price with economic price adjustments contract.

3. Switch vendors.

4. Renegotiate the contract rate, including a percentage contingency for

fluctuating exchange rates.

Domain: Process
Q111. An agile team is deployed to create a workable solution for helping a
region with contaminated water supply. They are working with the
government, contractors, and local residents to find the right technology to
solve the problem. The product owner is trying to determine the urgency of
the problem.
How can the team help the product owner?

Options:

1. Research the market and make a list of available technologies.

2. Work with the local stakeholders to find out how much they are affected.

3. Determine the cost of a few solutions.

4. Find out how many people are affected.

Domain: Process
Q112. A project in a university to create a seed bank is complete. It was the
first project used in the organization to use an agile approach. The
deliverables were identified by the product owner. Some of the stakeholders
are concerned about quality and have not signed off on the deliverables.
What is the best way to collect feedback on the definition of done (DoD)?

Options:

1. Create a temporary wiki site for stakeholders to provide anonymous

feedback.

2. Review all the lessons learned to evaluate strategic alignment.

3. Send a satisfaction survey and then set up a focus group.

4. Conduct a product review meeting with the concerned stakeholders.

Domain: Business Environment

Q113. A project team has just successfully completed development of an
underwater exploration device, which has cost more than $US3 billion to
deliver. The company immediately orders five more units to be delivered, but
with a budget of $US1 billion. The stakeholders' reason for the reduced
budget was since the technology has been developed, the project can be
funded for building costs primarily, with a small amount for troubleshooting
or development work. The stakeholders’ priority is to recoup some financial
value from the first project.
How should the team and the product owner approach this situation?

Options:

1. Research the risk associated with the low budget for this work and present
this to the stakeholders.

2. Explore with the stakeholders less risky ways to gain financial value from the
first project.

3. Create a story map for the proposed development with the risks clearly
accounted for in the work items.

4. Include a feature that addresses the risk approach to this work.

Domain: Process
Q114. A project team has just successfully completed development of an
underwater exploration device, which has cost more than $US3 billion to
deliver. The company immediately orders five more units to be delivered, but
with a budget of $US1 billion. The stakeholders' reason for the reduced
budget was since the technology has been developed, the project can be
funded for building costs primarily, with a small amount for troubleshooting
or development work. The stakeholders’ priority is to recoup some financial
value from the first project.
How should the team and the product owner approach this situation?

Options:

1. Research the risk associated with the low budget for this work and present
this to the stakeholders.

2. Explore with the stakeholders less risky ways to gain financial value from the
first project.

3. Create a story map for the proposed development with the risks clearly
accounted for in the work items.

4. Include a feature that addresses the risk approach to this work.

Domain: Process
Q115. A project team is worried about product packaging and presentation.
They receive a lot of negative feedback about this during iteration demos.
How can the team improve their chances of customer acceptance?

Options:

1. Look through the customer’s social media accounts and perform a

qualitative analysis of customer attitudes towards packaging.

2. Investigate changes in the external business environment related to

consumer attitudes about packaging.

3. Revise the definition of done (DoD) with the customer.

4. Find better options for packaging.

Domain: Business Environment

Q116. A company executive who is not a key project stakeholder of a project
has expressed continued interest and opinions directly to the project team.
The key stakeholders are becoming annoyed and perceive the executive to be
interfering and causing unwanted noise, but the project team finds the
executive’s inputs helpful.
What should the team do first?

Options:

1. Ask the product owner to intervene in the conflict.

2. Add this executive to the team as a key stakeholder.

3. Discuss what should happen at the next retrospective.

4. Use Speed B Leas conflict management techniques.

Domain: People
Q117. An executive in the company who is not a key project stakeholder of a
project has expressed continued interest in the project and frequently gives
their opinions directly to the project team. The key stakeholders are becoming
annoyed and perceive the executive to be interfering, but the project team
finds the executive’s inputs helpful.
Which two options are present in this situation? (Choose two)

Options:

1. An intractable/war situation, in the Leas conflict model

2. A potential conflict

3. Escalation required

4. An opportunity

5. An impediment

Domain: Process
Q118. The executives, managers and coaches of a professional sports team
often disagree. On a current project to create a VIP perks program, the
product owner gets wildly conflicting inputs from the stakeholders ––9
executives, managers and coaches. The product owner who is new to the
organization asks the team for help on making decisions to create the initial
product backlog.
What should the team do?

Options:

1. Meet with the stakeholders to brainstorm, allow stakeholders to give their

opinions and use active listening and expert judgment to note areas of
agreement for use in creating user stories.

2. Interview the stakeholders separately and then the team and product owner
can make the decisions.

3. Hold a kickoff meeting with all stakeholders, present the conflicting points
of view and take notes on the whiteboard. These will become user stories.

4. Since the stakeholders can’t agree, send them individual surveys to collect
data, then write user stories and use voting techniques to prioritize them.

Domain: People
Q119. An agile project team is working on improvements to the user
experience (UX) for an online newspaper. The team thinks this is a fairly low-
risk project, so they forgo a risk assessment and start working. The product
owner disagrees and commissions a risk assessment.
Which statement is correct about this scenario?

Options:

1. Project risk is everyone’s responsibility, and the team should not have
skipped the risk assessment.

2. The risk assessment will be completed, so everything is fine.

3. If the team is correct, the product owner is wasting time and resources.

4. Risk assessment is the product owner’s responsibility.

Domain: Process
Q120. A company initiates a project to replace aging infrastructure by
adopting an emerging green technology. The team is forming and having initial
conversations about how to approach the project.
Which three of the following will be helpful to the team? (Choose three)

Options:

1. Benefits management plan

2. Business case

3. Initial risk assessment

4. Benefit-cost analysis

5. Team charter

Domain: Process
Q121. A tech startup has four projects authorized and running:
1. Customer experience (CX) app development with executive stakeholders.
2. Third-party app development with new vendors.
3. Project with global team members who speak six languages.
4. Game development using experimental technology.

Which statement about risk and quality is correct?

Options:

1. All of these projects contain the same risk and are subject to the same
quality standards because they are in the same organization.

2. These projects all contain inherent risk and require unique quality metrics.

3. The project using experimental technology has the highest level of risk and
quality standards.

4. The quality requirements for technology depend on external regulations.

So, the multilingual project team presents the lowest risk.

Domain: Process
Q122. A project manager for a major annual international sporting event is
reviewing data collected after the second of six planned project phases and
sees that the team is performing poorly. The project uses a hybrid
management model, with a project manager and decentralized decision-
making at the team level. The project manager learns that several critical
elements are behind schedule, and some delivered services are not operating
correctly, resulting in rework and more delays. Also, team members might be
enjoying working with the sports teams and being in the media spotlight a bit
too much.
What should the project manager do?

Options:

1. Continue to allow the team to make decisions and self-organize around

work.

2. Review performance data and reinforce project goals with the team at the
soonest opportunity.

3. Log the performance issues in the issue log and assign team members to
identify and execute solutions.

4. Coach team members about prioritizing work over having fun.

Domain: Process
Q123. A large project team for a major annual event is reforming with all the
same team members. To prepare for the preliminary meeting with the team,
the newly assigned project manager reviews the lessons learned repository
and sees this highlighted comment: “Team members were distracted at the
live matches. The team leads were ineffective at redirecting team member
effort.”
How should the project manager approach this situation?

Options:

1. Replace the team leads from the previous year with stronger,
experienced team leads.

2. Coach the team members from the previous year about professionalism
at the live matches.

3. Establish clearer ground rules with the team and team leads, including
disciplinary actions for breaches.

4. Implement appropriate behavior guidelines and penalties for team

members at live matches.

Domain: People
Q124. A large project team for a major annual event is reforming with all the
same team members. To prepare for the preliminary meeting with the team,
the newly assigned project manager reviews the lessons learned repository
and sees this highlighted comment: “Team members were distracted at the
live matches. The team leads were ineffective at redirecting team member
effort.”
How should the project manager approach this situation?

Options:

1. Replace the team leads from the previous year with stronger,
experienced team leads.

2. Coach the team members from the previous year about professionalism
at the live matches.

3. Establish clearer ground rules with the team and team leads, including
disciplinary actions for breaches.

4. Implement appropriate behavior guidelines and penalties for team

members at live matches.

Domain: Process
Q125. To prepare for this year’s major international sporting event which will
be broadcasted live on every continent, the project manager arranges
professional media training for key members of the project team and
stakeholders. Stakeholder A, who is outspoken and extremely active in the
media, is not taking the training class seriously. The facilitator reports the
issue by email, stating “I can’t work with this trainee anymore!”
What should the project manager do?

Options:

1. Continue the training and log the issue with stakeholder A.

2. Attend the next session to confirm the facilitator’s reported issue.

3. Coach stakeholder A about their attitude and redo their training.

4. Meet with stakeholder A to determine how to better meet their training

needs.

Domain: People
Q126. A project to build houses is halfway complete and is meeting projected
budget and schedule metrics for phase 1. The project manager receives news
that the project will only receive 40% of the funding committed for phase 2,
but all the houses must be completed. In collaboration with stakeholders, the
project manager develops three possible ways forward, which are summarized
as follows:
• Stakeholder A: Revise the scope because the financial situation could worsen.

• Stakeholder B: Use to an incremental development approach to complete the

foundation work on the remaining units and seek new finance options. I have a
few leads already! We can add this work as a new phase 3.

• Stakeholder C: We should choose the least risky option.

Using the given stakeholder power/influence grid and the summaries, which
action should the project manager take?
Options:

1. Follow stakeholder B’s suggestion because this is the most important

stakeholder.

2. Follow stakeholder A’s suggestion because it is the least risky.

3. Examine the options given by stakeholders B and C alongside the

business’s strategic goals and value needs.

4. Conduct a risk analysis of the options given by stakeholders A and B.

Domain: Process
Q127. A pen manufacturing company needs to deliver 90,000 customized units
to a valued customer in 8 weeks. The vendor that will perform the
customization is new, but they have agreed to a 2-week time line for their
work. The project manager tailors the schedule of this project as follows:

In which two ways could the project manager tailor this project to reduce risk
and ensure prompt delivery of the units? (Choose two)
Options:

1. Add a schedule contingency of 1 week and notify the customer.

2. Prepare to crash the schedule in case phase 2 runs past the projected
duration.

3. Monitor closely and add a checkpoint during phase 2 to check whether

the vendor is progressing on time.

4. Add a penalty for late delivery to the new vendor’s contract.

5. Agree on acceptance criteria for work in each of the four phases.

Domain: Process
Q128. Owners of a small luxury travel magazine want to expand their services
to provide bookings for readers’ dream holidays. They commit 15% of the
company’s annual profit over 3 years to develop and launch the service. The
company creates a high-level vision statement and objectives and key results
(OKRs), which they hand over to a consulting company.
Which approach and initial scope decision is suitable for this project to begin
work?

Options:

1. The company should use the OKRs to define the scope statement and the
consultants can create a product roadmap.

2. The company should decide on a fixed project scope and timeline for
delivery and then inform the consultants.

3. The consultants should create a project management plan with a defined

scope and scope baseline using the information provided by the company.

4. The consultants should create an initial flexible scope and use progressive
elaboration based on an agreed timeline.

Domain: Process
Q129. A project management office (PMO) is meeting about the next set of
internal projects in the company. A facilitator writes the list on the whiteboard
and the group makes some notes.

Which project is most suitable for predictive development?

Options:

1. Improve order processing and delivery times.

2. Enhance the customer service program.

3. Improve safety and workflow in the factory.

4. Redesign the employee benefits program.

Domain: Process
Q130. A government agency is concerned about the continuity of their projects.
Many senior staff members who started the agency are retiring in the next 5 to
10 years. Their knowledge and experience as project managers of past and
current projects will be critical to the agency’s future success.
A project manager is engaged to steer the effort. Which two options are the
best ways of ensuring knowledge transfer for continuity of the agency’s
projects? (Choose two)

Options:

1. Create objectives for a mentorship program of junior staff by senior staff

and build a knowledge base.

2. Capture and archive senior staff member knowledge and establish a

community of practice for project management.

3. Prioritize building an organizational culture that values mentoring and a

growth mindset.

4. Review the agency’s continuous improvement plan and ensure it is

adequate and understood by everyone.

5. Digitize the lessons learned repository from past projects.

Domain: Process
Q131. A company designs robotic vacuum cleaners. Sales are declining, so the
company wants to pursue a business opportunity in a growing market: to adapt
their machinery with artificial intelligence (AI) for use as home companions. A
senior business analyst completes a feasibility study and examines the
opportunity, delivering three main points:
• Partner with another company to provide AI technology instead of in-house
capability development.
• Success could triple the company’s growth over the next 5 years!
• Expand existing sales channels.

The stakeholders authorize the project unanimously and appoint a project

manager to start work. Which two actions should the project manager perform
first? (Choose two)

Options:

1. Determine the contingencies for project risks.

2. Request data about the growing market from the senior business analyst.

3. Identify the project stakeholders.

4. Draft a high-level scope.

5. Determine resource needs, including personnel and infrastructure

changes.

Domain: Process
Q132. An agile project team previously attempted to launch a new version of
streaming fitness videos in an increasingly competitive market. By the end of
the last project, competitors had already launched similar products.
Stakeholders were disappointed about the loss of value.
Which two actions should the team leadership have taken or done differently
to avoid stakeholder dissatisfaction? (Choose two)

Options:

1. Increased the pace of work by adding more human resources.

2. Eliminated errors in the workflow and found efficiencies.

3. Conducted more market research before beginning the project.

4. Used shorter cadences to enable better analysis and response to market

changes.

5. Collaborated more closely with stakeholders.

Domain: Process
Q133. A project team working in a city’s transportation agency is planning the
launch of a 24-hour subway service for the first time in its 120-year history. One
month before the launch, a terrible electrical accident shuts down service for
the whole city, causing injuries and millions of dollars of damage to the
infrastructure.
What should the project manager do?

Options:

1. Close the project.

2. Consult the communications management plan.

3. Review the risk register.

4. Contact the project sponsor.

Domain: Process
Q134. A project to train kitchen personnel in process efficiencies for a
restaurant franchise has a small project team of four people. It is essential that
this team has a broad understanding of the franchise's business processes so
they can create training that delivers the efficiencies required across the
business.
Which team member already has T-shaped skills that would be beneficial to this
project?
A. Project manager with 30 years of experience leading business development
projects
B. Training specialist with 10 years of experience in menu development
C. Team member with 5 years of experience leading teams, who also is scrum
master
D. Team lead for finance and operations, who was once the owner/operator of a
franchise

Options:

A. Team member A

B. Team member B

C. Team member C

D. Team member D

Domain: People
Q135. At the beginning of a customer service improvement project, two
stakeholders are noted as “resistant” on the stakeholder engagement
assessment matrix (SEAM):
• A finance executive who says the cost of the project is too high.
• The customer care team that wants better salaries and working
conditions.
All other stakeholders support the project.
After months of difficult negotiations, the customer care stakeholder group is
now noted as “neutral,” though final agreements must be signed; this is
ongoing and will take significant time and effort. The finance executive
continues to state that the cost of the project is too high.
What should the project manager do?

Options:

A. Use personal influence to gain agreement with the finance executive while
negotiations with the customer care stakeholders continue.

B. Focus on negotiating the final agreements for the customer care

stakeholder group at a cost that also satisfies the finance executive.

C. Ask the supportive stakeholders to explain or justify the cost of the salary
increases to the finance executive.

D. Send an email to all stakeholders, stating the problem and urging them to
find a solution.

Domain: People
Q136. An agile team member has an extremely varied skill set and performs
their work well on projects. This team member has been allocated to many
different roles during their work history at the company. For this reason, the
team member states, "I feel like I am put on projects randomly. I am not getting
anywhere, and the company does not value my work."
What should the team lead do?

Options:

1. Coach the team member and help them to find a suitable mentor for career
development.

2. Reassure the team member about their value as a T-shaped team member.

3. Encourage the team member to become more emotionally intelligent.

4. Urge the team member to get as many certifications as possible.

Domain: People
Q137. An established farm is struggling to maintain profitability and plans to
integrate an agro-tourism project to expand the business. They hire project
manager and personnel and initiate a project. The new team members will be
shared resources for both the farm and the playground project. The farm needs
to continue generating cash flow to support operations until the project is
integrated--in 8 months.
By the second month, the project manager learns that farm production
performance has decreased drastically because the project takes up a lot of the
team's time. Which two approaches should the project manager consider to
provide the best chance for the business to succeed and produce the desired
outcomes? (Choose two)

Options:

1. Establish clear role delineations for the team members.

2. Create roadmaps for farm production and the playground project, with
clear value delivery goals for each.

3. Focus on the farm operations first to stabilize processes because this is

the main revenue earner.

4. Create a project management plan that combines the farm and the
playground.

5. Decide between the farm or the playground business option.

Domain: Process
Q138. A company is undergoing a global enterprise-level transformation. In 3
years, they will end 85 years of publishing books and instead offer tutored,
virtual learning communities.
The first big project is to refit the factories and warehouses as film studios. The
project management office (PMO) authorizes a project using a predictive life
cycle, and that work begins. However, the learning community designers (key
stakeholders) keep requesting design changes, which has caused delays and
costly rework. With 18 months left, the team is getting nervous.
How should the project manager respond?

Options:

1. Continue to process the designers’ changes using the change control

process.

2. Suspend the project until the designers finalize their decisions and then
restart work.

3. Limit the changes to critical ones only and initiate another project
afterwards to retrofit the studios with further changes.

4. Pivot to an iterative development approach to capture designer feedback

at set intervals during construction.

Domain: Business Environment

Q139. During a busy period of organizational change, team members on project
L are allocated as follows:
• 60% of working hours – project L
• 20% of working hours – company-wide organizational change project
• 20% of working hours – functional role

Project L is progressing according to schedule and budget, but a few minor

quality factors are being neglected. The project manager is prioritizing on-time
delivery, and the very dedicated team asks about working overtime to improve
quality.
How should the project manager respond?

Options:

1. Avoid granting the overtime request; instead, ask the functional managers
if the project can borrow them for a few weeks.

2. Avoid granting the overtime request; instead, ask the organizational

change project leader to do without them for a few weeks.

3. Collaborate with the managers and the organizational change project

leader to compromise on how team members can spend more time on
project L.

4. Grant the overtime request for the team members and find a way to pay
for it with the existing project budget.

Domain: Business Environment

Q140. A hotel chain wants to improve the customer loyalty program by
increasing the number of returning guests by 35%. The project manager finds
two strong opinions:
• Stakeholder J suggests that the sales teams focus on the top 10 corporate
clients and incentivize them toward exclusive use of this hotel chain.
• Stakeholder M suggests improving the quality of their airport sites, which
already have a large number of repeat guests. Stakeholder M also insists
the chain cannot compete in larger markets, so the strategy stakeholder J
suggests will fail.
In a dramatic escalation, stakeholder M sends an email to the project manager
and the entire leadership team accusing stakeholder J of having a bias.
What should the project manager do first?

Options:

1. Mediate between the two stakeholders and determine an initial scope

that satisfies both.

2. Coach stakeholder M about professional behavior and ask them to

apologize to stakeholder J.

3. Escalate this as an issue to human resources.

4. Remove stakeholder M from the project for violation of ethical standards.

Domain: Business Environment

Q141. At the start of a project, stakeholders agreed to expedite approval of the
project charter and project management plan to get the project started on
time. But after the first sample batch is sent to the customer, a serious problem
is discovered:
Customer: “Samples sent over for approval are inferior, with failure rate of 27%.
. . thought we agreed 15% as maximum failure rate.”
The project manager checks the project management plan and discovers that
“good quality” was noted as the acceptance criteria instead of the usual
number range for failure rate. The other stakeholders are willing to approve the
batch with a 20-25% failure rate, but the customer rejects this idea.
What should the project manager do, and which artifact should be updated?

Options:

1. Update the project management plan with the required 15% failure rate
and seek approval to deliver the goods incrementally, with some past the
original due date.

2. Persuade the customer to accept the loss in quality in exchange for on-
time delivery and update the issue log and lessons learned.

3. Collaborate with all the stakeholders to agree on the quality standard and
acceptance criteria, then update the quality policy for the project before
continuing the work.

4. Resolve the quality problem, per the customer’s acceptance criteria and
update the issue log and project management plan.

Domain: Business Environment

Q142. A project that is in progress requires a resource with a specialized skill.
Because of time limitations, the agile team has two options: either borrow a
team member from another department who can work part-time or use an
independent contractor. The eight team members discuss the options, but they
are unable to reach an agreement. The vote is 50/50, and both options have
positive benefits as well as risks.
What should the team do?

Options:

1. Use Roman voting.

2. Empower the team lead to make a decision based on multicriteria

analysis.

3. Wait until the next retrospective and ask again.

4. Ask the product owner to decide.

Domain: Business Environment

Q143. A project will create digital keys for 18,500 employees at an airport. The
project management plan states that security clearance data for employees
must be verified and updated in a digital security file every 6 months. This is
part of the acceptance criteria. In month 3, the project manager discovers that
the company hired to maintain the digital security files has filed for bankruptcy.
Which statement describes the status of this project?

Options:

1. This project will fail.

2. This project has an issue.

3. This project is noncompliant.

4. This project is high risk.

Domain: Process
Q144. A pharmaceutical company has manufactured its best-selling product for
more than 50 years. Production has steadily increased, and the company is
ready to make a significant investment to expand the business.
Leadership asks the project management team to carefully assess the risk of
this expansion. What should the team focus on?

Options:

1. Stakeholder profiles

2. Last year’s annual budget

3. Product roadmap

4. Company’s mission statement

Domain: Process
Q145. A financial services project will be executed by a team of three teams.
Each team has unique objectives for the first phase and then will merge efforts
for the second phase to deliver the product. The product owner wants it done
as soon as possible. In the initial draft of the schedule, team A finishes their
work in a 9-week timeline, but teams B and C need 14 weeks to complete their
work.
The scrum master suggests allocating resources from team A to teams B and C
during weeks 10-12, to shorten the total timeline. Teams B and C agree and
would like the added resources. However, team A says “no” because they need
to prepare the transition plan and train staff on the product during weeks 10-
14.
Which two actions should happen? (Choose two)

Options:

1. The product owner should reprioritize the backlog.

2. The teams should decide their own schedules.

3. The teams should hold a scrum of scrums to decide the schedule.

4. The scrum master should facilitate a planning retrospective.

5. The product owner should add the transition requirements to the

backlog.

Domain: Process
Q146. A project manager in a luggage manufacturing company is asked to
explore new business opportunities and deliver three proofs of concepts (POCs)
to the executive team. Sales are declining rapidly and the company’s future is at
risk. The 15 project team members are stakeholders from all over the
organization, chosen for their independent thinking. They have very different
points of view about which opportunities are best, and arguments are erupting
openly and often.
Because of the varied points of view, the project manager adopts an agile
approach to quickly build shared understanding about the work and find the
best solutions to present to the executive team. Which two approaches should
the project manager consider? (Choose two)

Options:

1. Train stakeholders on how to create user stories and story map of their
ideas to share these with the whole group and vote for the three best to
create the POCs.

2. Supervise the work but empower three agile teams of five people each to
self-organize and ideate new business concepts as user stories to be
reviewed at retrospectives and then developed iteratively.

3. Send a survey to the 15 stakeholders asking for new business ideas and
concepts; share all the answers anonymously and then vote on the three
best.

4. Prioritize the executive or senior stakeholders’ ideas; empower them as

team leads of self-organizing agile teams that deliver POCs to the
company incrementally.

5. Ask each stakeholder to create a vision statement and use an Extreme

Programming (XP) metaphor to explain their best idea; all stakeholders
vote for the three best and develop them as POCs.

Domain: People
Q147. A virtual team will travel to a work site and work as a collocated team for
6 weeks in Q3 of next year to transition their project to the customer. One team
member, whose role is critical to the transition, is getting married during Q3 but
has not told anyone until now. This team member requested 3 weeks of holiday
right before the planned team travel.
What should the project manager do?

Options:

1. Ask another team member to job shadow this team member as a

contingency.

2. Reject the request because this team member's role is critical.

3. Plan for the risk of a delayed transition because of this team member’s
absence.

4. Replace the team member now to avoid disruption next year.

Domain: People
Q148. An agile project team is using scrum methods. A previously unidentified
risk has occurred and threatens the current release.
What should the scrum master do?

Options:

1. Stop project work until the risk is assessed and analyzed.

2. Bring the issue up during the next standup meeting.

3. Engage the team to facilitate a workaround.

4. Collaborate with stakeholders and the project team to develop a risk

response.

Domain: Process
Q149. A project team is reviewing a budget early in a project and is surprised at
the great cost variances. At the next retrospective, the team focuses on the
budget problem and determines the current funding will be insufficient because
all vendors have significantly increased their prices.
What should the project team do next?

Options:

1. Activate and spend the contingency amount in the overall budget.

2. Approach management for the release of management reserves.

3. Determine estimate at completion (EAC) and seek approval.

4. Issue a new request for proposal (RFP) that includes a cost limitation.

Domain: Business Environment

Q150. A project to upgrade a company’s human resources (HR) application is
being planned. Since the work is a custom-designed application, the project
team wants to use an agile approach. The product owner selects a go-live date
which the project team believes is unreasonable without overtime work.
What should the project team do?

Options:

1. Assess how they can motivate themselves to perform the extra work to meet
project goals.

2. Agree to the go-live date but insist that management allow exception-based
team rewards in return.

3. Collaborate with the product owner to decide on a go-live date based on

realistic estimates and available resources.

4. Seek approval for an increase to the project cost baseline that will include
budget for estimated overtime work.

Domain: People
Q151. Tragedy strikes on a project to restore a bus terminal and modernize the
service. An unexpected natural disaster has damaged the site and surrounding
city. The project team, watching from a safe location 250 kilometers away, is in
emergency response mode.
What should the project team do next?

Options:

1. Use the contingency budget.

2. Activate the management reserve.

3. Update the risk register.

4. Engage stakeholders to develop a risk response.

Domain: Process
Q152. A company that manufactures and sells plastic containers is working on
their latest product catalog. To comply with European laws, the photographs in
the children's products sections should not consist of more than 20% images of
candy and processed foods and should consist of at least 80% images of fruits
and vegetables. As the project team reviews the photographs before the final
printing, they identify one photograph that clearly does not comply with the
law.
Which activity was the project team performing during the catalog review and
which activities should they perform in the future to avoid this issue from
repeating?

Options:

1. Data gathering and discovery; audits.

2. Decision-making and voting; testing.

3. Problem-solving and troubleshooting; inspection.

4. Inspection and auditing; quality improvement methods.

Domain: Process
Q153. An agile coach is facilitating a discussion about servant leadership in the
retrospective. During the session, the team members ask many questions.
Which one of these questions will the agile coach answer with "yes"?

Options:

1. Should servant leaders prioritize strategic thinking instead of daily work?

2. Can anyone be a servant leader?

3. Are there fixed guidelines for being a servant leader?

4. Will my performance as a servant leader be assessed?

Domain: Process
Q154. A project team is moving a large sculpture from one part of a city to
another. Since this is the first time the team has performed this kind of work,
hazard specialists were contracted to oversee risk and compliance planning and
advise the project team during the project.
Which three actions should the project manager take to lead this combined
team successfully? (Choose 3)

Options:

1. Create a detailed roles chart with clear reporting guidelines.

2. Create ground rules for the specialists.

3. Hold separate retrospectives with the internal project team.

4. Provide specialists with access to organizational resources.

5. Hold daily standup meetings.

Domain: People
Q155. A project team has deprioritized capturing lessons learned for two sprints
now and just continues working. What should the project manager do first?

Options:

1. Remind the project team about the importance of lessons learned.

2. Engage the project team to understand the reasons lessons learned were
deprioritized.

3. Ensure lessons learned are discussed at the next iteration retrospective.

4. Update the next iteration retrospective agenda to add a review of the team
charter and ground rules.

Domain: People
Q156. A project stakeholder thinks they are being helpful by sharing a lot of
negative customer feedback emails. This feedback is often difficult to
understand and written in raw, verbatim form or without any context. After 2
weeks of receiving these emails almost every day, one project team member is
frustrated and becomes angry and vocal at work.
Which three actions should the project team take? (Choose 3)

Options:

1. The project team should tell the stakeholder to stop sharing this kind of
feedback.

2. At the next retrospective, the project team should discuss and circulate
guidelines for receiving and processing customer feedback.

3. The project team member should be referred to human resources (HR) for
stress management.

4. The project team should communicate any frustration with the product
owner, who can coach the stakeholder towards a better solution.

5. The project team should process any relevant team lessons or

improvement opportunities.

Domain: People
Q157. A project is undergoing major restructuring, which includes recruiting a
new project manager. Halfway through the restructuring, the project sponsor
has approved the assessment report and confirmed the short-term actions and
scope of changes required to address the many project issues.
What should the new project manager do next?

Options:

1. Update the project organization chart, risks, communications, and stakeholder

engagement plans.

2. Present the details of the project assessment report and key action items to the
project team and stakeholders to ensure their support.

3. Do nothing, because the team members were part of the project assessment
report and should be aware of the upcoming changes.

4. Wait for the project sponsor to decide how to communicate the actions and
project key changes.

Domain: People
Q158. A large utility company is using a hybrid approach to update their
customer service software platform. The project has entered the testing phase,
and the project team has identified several defects in the system. An expert
joins the project to troubleshoot the defects. An investigation finds that
incomplete requirements gathering and poor communication between project
team members and stakeholders have caused the defects.
What should this project team record as lessons learned from this situation?

Options:

1. Ensure all requirements are gathered before beginning the project.

2. Assigning a dedicated team for requirements gathering will help ensure

requirements are complete.

3. Regular communication with stakeholders throughout the project ensures

that requirements and scope are valid.

4. Hold stakeholders accountable for incomplete requirements.

Domain: People
Q159. A large construction project to renovate a landmark building in a highly
populated area has received significant media attention due to its potential
impact on the local community. Several stakeholders, including community
leaders, local politicians, and environmental groups, have expressed concerns
about the project's potential impact.
Which approach should the project manager take to complete this project
successfully?

Options:

1. Focus on meeting the project goals to the highest quality standards so

stakeholders will be reassured.

2. Develop a stakeholder engagement plan and communicate regularly with

stakeholders.

3. Follow stakeholders’ social media, attend all their meetings, be respectful

and empathetic, and use active listening.

4. Track stakeholder concerns but address them only when they become an
obstacle to the project's progress.

Domain: People
Q160. A project manager has subcontracted some technically challenging work
to a vendor. The vendor has delivered the subcontracted work as per the
technical specifications mentioned in the contract. Still, the project manager is
not satisfied with the deliverables produced because they are not exactly what
was required.
Which two actions should the project manager take first? (Choose 2)

Options:

1. Withhold payment until the dispute is resolved.

2. Take legal action.

3. Accept the deliverables.

4. Negotiate a new or amended contract.

5. Terminate the contract.

Domain: Process
Q161. A project manager is ready to kick off a new construction project. The
stakeholders are all enthusiastic about the project, but their varied opinions
about the project are causing some problems. Most stakeholders want to use
the reliable milestone-based predictive approach the company has always used,
whereas others want to try an agile approach to move work along faster.
What should the project manager do?

Options:

1. Escalate this to the project sponsor and let them decide on the approach.

2. Discuss the options with the customer and let them decide.

3. Decide based on the value gained by each of the delivery options.

4. Recommend a hybrid approach as it would satisfy most stakeholders.

Domain: Process
Q162. A project manager is responsible for a software development project,
and the project team has been using a predictive approach. However, due to
changing requirements and customer needs, the project team has decided to
adopt an agile approach.
Which three actions should the project manager take to ensure a smooth
transition from a predictive to an agile approach and that the team adapts
well? (Choose 3)

Options:

1. Train the team on the agile mindset.

2. Create a detailed plan for the transition.

3. Engage the team in a discussion on the transition.

4. Implement agile practices and inform the team.

5. Request an agile coach to help the team.

Domain: Process
Q163. An oil and gas company is redesigning their oil storage tanks to meet
updated international industry standards. A vendor is contracted to perform
the work. During the latest inspection, a critical flaw is detected in the tank
venting systems.
The vendor states this is a design flaw and they notified the team lead 3 weeks
ago to inspect the tanks, but they did not perform the inspection. The vendor
kept working, using the designs they were given, to meet the next milestone.
The team lead says the inspection was not on the schedule.
What should the project manager do first?

Options:

1. Consult the responsible, accountable, consulted, and informed (RACI)

chart to find out who is responsible and accountable for the inspections.

2. Consult the project schedule to verify the inspection dates.

3. Escalate to operations and log the problem in the issue log.

4. Schedule a quality assessment to fix the problem as soon as possible.

Domain: Process
Q164. A project sponsor announces their retirement and informs the project
manager that they will be replaced by two company managers. The project
sponsor says: “These two managers work together closely, so the transition
should be seamless.”
What should the project manager do next?

Options:

1. Continue working exactly as before.

2. Update the stakeholder engagement plan to accommodate the two new

managers.

3. Redo the whole communications strategy and communications

management plan.

4. Update the project management plan and the stakeholder engagement

assessment matrix.

Domain: Process
Q165. Midway through a project in a large organization, a project sponsor has
left and been replaced by a senior department manager who is already a
project stakeholder. The project manager is concerned because the department
manager is not answering emails in a timely manner.
How should the project manager respond?

Options:

1. Consult with the former project sponsor about how to work better with
the new manager.

2. Increase the number of communication channels in the communications

strategy and communications management plan.

3. Engage the stakeholder properly and learn their communication needs.

4. Update the stakeholder’s status from “neutral” to “leading” in the

stakeholder engagement assessment matrix.

Domain: Process
Q166. A business-critical project is in danger of missing a deadline in 15 days
and failing. The team lead escalates the issue to management and is given the
option of adding an unknown resource for the next 2 weeks or reprioritizing the
backlog. The project team asks the product owner to reprioritize the backlog.
Why is this the best choice?

Options:

1. Adding a new resource at this point is too risky.

2. Shifting the resource might require many approvals.

3. The extra resource will cost too much money.

4. Delivering something inadequate is better than failing.

Domain: Process
Q167. A new project manager begins work on a project started last year to
renovate a busy airport terminal. Even though the project uses a hybrid
development approach—making incremental updates to the terminal—it has
encountered many issues, especially creating conflicts with airport operations.
The new project manager asks the project team about how they typically
handle problems and risks, but no one has a clear answer.
What should the project manager do first?

Options:

1. Switch to a predictive approach for better risk management.

2. Modify the risk register.

3. Start to identify potential risks.

4. Update the risk management plan.

Domain: Process
Q168. During the risk management planning process for a software
development project, a project team identifies a high-risk item related to the
integration of a new third-party tool into the system. The team has identified a
contingency plan but it is expensive and may impact the project budget.
What should the project manager do next?

Options:

1. Implement the contingency plan immediately to avoid any potential risks.

2. Evaluate the cost-benefit analysis of the contingency plan before

implementing it.

3. Wait and see if the risk materializes before taking any action.

4. Ignore the high-risk item since there is a contingency plan in place.

Domain: Process
Q169. A company is considering a project to improve its IT infrastructure. The
project team wants to identify the assumptions, constraints, risks, and issues.
Categorize the assumption, constraint, risk, and issue correctly.

A. The unique server used by the team is out of service from 8:00 a.m. this
morning.
B. Negotiations conducted last week by the management team with our partner
resulted in an agreement to register a budget of US$50,000 in the next quarter
for IT infrastructure upgrades to avoid this type of server failure.
C. The project may be delayed due to possible loss of data due to sudden
shutdown of the server during its failure.
D. Development work on the main project deliverable is struggling to move
forward due to the limited capacity of the current development infrastructure.

Options:

1. A is an issue; B is a constraint; C is a risk; and D is an assumption.

2. A is a risk; B is an assumption; C is an issue; and D is a constraint.
3. A is an issue; B is an assumption; C is a risk; and D is a constraint.
4. A is a risk; B is a constraint; C is an issue; and D is an assumption.

Domain: Process
Q170. A project manager is replaced during the execution stage of a project.
During a handover meeting, the departing project manager introduces the new
project manager to the project sponsor and the project team. The new project
manager asks who the supportive stakeholders are, but no one knows the
answer.
What should the new project manager do?

Options:

1. Interview the project sponsor again—they should have some idea.

2. Look through the project documents to find the names of the stakeholders.

3. Prepare a questionnaire for the team about desired stakeholder

participation.

4. Consult the lessons learned repository, which has a lot of information.

Domain: Process
Q171. Three project team members request long leaves of absence. Two team
members are studying for a major exam and the other has a family emergency.
Their project roles are very similar, and the project is critical to the business.
What should the project manager do?

Options:

1. Prioritize the leave requests based on seniority and company policy.

2. Approve all the requests because they will return to the project with positive
energy.

3. Assess how approving the leave requests could affect the project.

4. Compress the project schedule and approve shorter leave times for all.

Domain: Process
Q172. Every year, from May to October, a ski resort closes to undertake a
project to inspect the surrounding mountain trails and repair the ski lifts before
reopening. The date is now 15 September. The project manager wants to know
how much more money to allocate to the project budget to meet the
completion date of 31 October.
Which method or metric should the project manager use?

Options:

1. Cost performance index (CPI)

2. Estimate to complete (ETC)

3. Estimate at completion (EAC)

4. Parabolic estimation

Domain: Process
Q173. A project was discontinued because of severe resource limitations 3
years ago. Now the project sponsor insists that it should be restarted and offers
a budget but no staff. The other stakeholders agree the business needs the
work to be done but cannot allocate any of their staff members to do the work.
Despite this, a project manager has been assigned to the project. The project
manager is given 3 weeks to review the original project artifacts and report on
recommendations to the project management office (PMO) so the project can
be prioritized within the business portfolio.
In which two ways should the project manager approach this situation? (Choose
2)

Options:

1. Propose using automation or artificial intelligence (AI) to assist in completing

the work.

2. Engage the stakeholders and force them to release the resources per the
project sponsor’s mandate.

3. Try to convince the project sponsor to wait until the needed staff members
are free to begin the project.

4. Circulate the project charter and discuss resource requirements with the
stakeholders.

5. Request more funding to hire contractors to perform the work.

Domain: Process
Q174. A project to build a large resort-style swimming pool is in the execution
stage. The project manager notices that team members are using different units
of measurement to monitor project progress: some report completion of work
in hours, some in days, and others note the percent complete. This is causing
confusion.
What should the project manager do to prevent this from happening again?

Options:

1. Direct the team to use a single measurement unit.

2. Refer the team to the guidelines in the schedule management plan.

3. Design a unit conversion tool to convert different units to a common unit.

4. Consult the project management office (PMO) to decide on actions.

Domain: Process
Q175. A project team is developing a new e-commerce website for an IT
project. The project is facing several technical issues that are affecting progress,
including multiple code corrections caused by poor quality of coding. The
deliverables have been negatively impacted.
In which three ways should the project team address these issues? (Choose 3)

Options:

1. Escalate the issues to senior management for a solution.

2. Work with the product owner to create a new user story to address the
quality and technical issues.

3. Update the iteration backlog.

4. Collaborate with the stakeholders to resolve the issues.

5. Schedule an iteration H to solve the quality defects.

Domain: Process
Q176. A software development project using a hybrid development approach
has a fixed budget of US$500,000. During the execution phase, a project team
lead has been tracking the costs and posting the actual cost (AC) and planned
cost (PC) amounts on an information radiator. The project team notices that
this trend has continued for the last 3 months, with the variance growing
steeper during the last month. They plan to discuss the budget at the next
retrospective.
What should the project team do?

Options:

1. Reduce quality to a minimum viable metric while maintaining scope.

2. Estimate the additional cost for the remaining scope and request a budget
increase.

3. Renegotiate project contracts with vendors to reduce costs.

4. Review the project scope and make necessary adjustments to align with the
remaining budget.

Domain: Process
Q177. A project to catalog a knowledge base has been rejected several times.
The work is now unavoidable, but the company has limited resources to
complete it. A project manager has recorded a long list of quality defects of
varying degrees of importance and criticality, which cause the stakeholders to
be concerned.
Which tool or technique should the project manager use to approach the task
of dealing with the defects?

Options:

1. Pareto chart

2. Control chart

3. Strengths, weaknesses, opportunities, and threats (SWOT) analysis

4. Cause-and-effect diagram

Domain: Process
Q178. A new project manager is asked to help a project sponsor create a project
charter for the first time. After looking through the project documents provided
by the project sponsor and the business stakeholders, the project manager
creates a draft and is nearly ready to share it with the stakeholders and the
project team.
Which additional step should the project manager take to ensure the project
charter is ready?

Options:

1. Conduct a peer review of the document.

2. Ensure all talent and resource contracts are fully executed.

3. Provide a link to the project team’s virtual workspace.

4. Include the acceptance criteria for deliverables.

Domain: Process
Q179. A newly appointed project manager is reviewing documents and realizes
the business case contains incomplete information. What should the project
manager do next?

Options:

1. Process a change request.

2. Ask the project sponsor to update the business case.

3. Update the business case.

4. Determine what information is needed.

Domain: Process
Q180. Ten years ago, a family inherited a 140-acre estate but since then have
only argued about what to do with it. Now, they must act within 24 months to
avoid financial penalties for dereliction. The estate lawyer engages a
development company with a project manager to find a solution. The project
manager hosts a discovery and fact-finding meeting and hears the following
viewpoints:

• Stakeholder F wants to restore the derelict building to preserve historical

value.
• Stakeholders P and Q want to demolish the building, then build and sell
houses.
• Stakeholder B wants to split the property among the family.
• The lawyer reemphasizes the timeline.

Which two steps should the project manager take first? (Choose 2)

Options:

1. Discuss the scope options with the development team and ask them to
develop a proof of concept (POC) for each.

2. Examine the value gained by each of the options.

3. Give the group a deadline to decide what they want among themselves and
then advise the project team.

4. Continue discussing the various options with the stakeholders and listen
actively to their concerns.

5. Estimate the schedule and cost of each option.

Domain: Business Environment