A medium-sized company is expanding into a new market.

However, the company does

not have previous experience in that market.
A Project Manager needs to collect requirements.
Which two tools or techniques should the Project Manager use?

A: Prototypes.

B: Expert judgment.

C: Product analysis.

D: Create requirements traceability matrix.

1
 A medium-sized company is expanding into a new market. However, the company does
not have previous experience in that market.
A Project Manager needs to collect requirements.
Which two tools or techniques should the Project Manager use?

A: Prototypes.

B: Expert judgment.

C: Product analysis.

D: Create requirements traceability matrix.

Experts come with many lessons learned. Given the increased risks of a new and potentially complex
market, using expert judgement is recommended. Prototypes are an excellent way to gain a better
understanding of the product and to gather requirements. 2
A client brings a Project Manager into a project during the project's execution stage.
The Project Manager reviews the project scope for cost estimating purposes and
notices that some deliverables were missed in the work breakdown structure (WBS).
Which step should the manager take next?

A: Verify with the stakeholders to see if these missed deliverables should be added.

B: Ask that the project management office (PMO) approve additional funds for this work.

C: Include the work in the WBS, per the 100% rule, and recalculate the total project cost.

D: Determine whether these deliverables are necessary by verifying with

experts in the field.

3
 A client brings a Project Manager into a project during the project's execution stage.
The Project Manager reviews the project scope for cost estimating purposes and
notices that some deliverables were missed in the work breakdown structure (WBS).
Which step should the manager take next?

A: Verify with the stakeholders to see if these missed deliverables should be added.

B: Ask that the project management office (PMO) approve additional funds for this work.

C: Include the work in the WBS, per the 100% rule, and recalculate the total project cost.

D: Determine whether these deliverables are necessary by verifying with

experts in the field.

The 100% rule states that any work package in the WBS should consist of 100% of all work for that work
package. Since the WBS is a work package itself (the project), and since the WBS should contain only
work packages that are in-scope, any missing work packages should be added to the WBS and
recalculated. 4
 Review the following project characteristics:
-A sponsor approves a project.
-The Project Manager invites selected team members, key stakeholders, and the
sponsor to a meeting.
-The primary purpose of the meeting is to create a document that will guide the team
in defining the main project deliverables.
What will be the final output of this meeting?

A: Milestone list.
B: Work breakdown structure (WBS) dictionary.
C: Scope management plan.
D: Requirements management plan.

The scope management plan is a component of the project management plan that describes how the
scope will be defined, developed, monitored, controlled, and validated.
5
 Review the following project characteristics:
-A sponsor approves a project.
-The Project Manager invites selected team members, key stakeholders, and the
sponsor to a meeting.
-The primary purpose of the meeting is to create a document that will guide the team
in defining the main project deliverables.
What will be the final output of this meeting?

A: Milestone list.
B: Work breakdown structure (WBS) dictionary.
C: Scope management plan.
D: Requirements management plan.

The scope management plan is a component of the project management plan that describes how the
scope will be defined, developed, monitored, controlled, and validated.
6
A product deliverable is undergoing acceptance testing.
A senior-level stakeholder raises concern that an essential product feature for
their department was not developed.
The Project Manager wants to avoid this issue in the future.
What is one way to accomplish this goal?

A: Properly manage stakeholder expectations.

B: Prepare a change management plan.
C: Ensure a scope management plan gets approved.
D: Hold a product demo with stakeholders.

7
 A product deliverable is undergoing acceptance testing.
A senior-level stakeholder raises concern that an essential product feature for
their department was not developed.
The Project Manager wants to avoid this issue in the future.
What is one way to accomplish this goal?

A: Properly manage stakeholder expectations.

B: Prepare a change management plan.
C: Ensure a scope management plan gets approved.
D: Hold a product demo with stakeholders.

A scope management plan documents how the project and product scope will be defined, validated,
and controlled.
8
A Project Manager leaves the company and is replaced.
The new Project Manager wants to start guiding the team toward project success.
What should the new Project Manager do first?

A: Look over the project charter to identify goals and deliverables.

B: Review the project diary and look for notes made by the former Project Manager.

C: Modify the project schedule, adding a new activity related to the knowledge transfer
process.
D: Revisit the project budget to determine if extra time is required.

9
 A Project Manager leaves the company and is replaced.
The new Project Manager wants to start guiding the team toward project success.
What should the new Project Manager do first?

A: Look over the project charter to identify goals and deliverables.

B: Review the project diary and look for notes made by the former Project Manager.

C: Modify the project schedule, adding a new activity related to the knowledge transfer
process.
D: Revisit the project budget to determine if extra time is required.

The Project Charter is one of the most important project documents. It defines many aspects of the
project which are critical to the new Project Manager's understanding of the project strategy, as well as
the tactical execution. Any other actions before reading the official project charter will be made with a
bias. 10
A planned task in a sprint does not get completed due to an issue that appeared three
days ago but did not get resolved. The Project Manager wants to prevent this type of
situation in the future. What should the Project Manager do?

A: During the retrospective, examine the issue.

B: In the demo, address the issue.

C: During the next iteration planning meeting, discuss the issue.

D: In the next daily standup meeting, review the issue.

11
 A planned task in a sprint does not get completed due to an issue that appeared three
days ago but did not get resolved. The Project Manager wants to prevent this type of
situation in the future. What should the Project Manager do?

A: During the retrospective, examine the issue.

B: In the demo, address the issue.

C: During the next iteration planning meeting, discuss the issue.

D: In the next daily standup meeting, review the issue.

A retrospective is a great opportunity to talk about what went right, what went wrong, lessons learned
and what to improve for next time.
12
There are three deliverables in the Project Manager's IT transformation project:
Deliverable 2 have strictly scheduled milestones, with no expected variation in the timeline.
The Project Manager expects that Deliverables 1 & 3 will see quickly changing requirements
during development. Which lifecycle model should be used to meet the project's
requirements?
A: Select a fully agile project model, with a common user story and three-week sprints.
B: Select a waterfall project model for deliverables, with firm milestones and change
control procedures.
C: Select a hybrid project model, where Deliverable 2 is positioned as single agile sprint
embedded in an overall waterfall project.
D: Select a hybrid project model, where Deliverable 2 is positioned as a single
waterfall phase embedded in an overall agile project.

13
 There are three deliverables in the Project Manager's IT transformation project:
Deliverable 2 have strictly scheduled milestones, with no expected variation in the timeline.
The Project Manager expects that Deliverables 1 & 3 will see quickly changing requirements
during development. Which lifecycle model should be used to meet the project's
requirements?
A: Select a fully agile project model, with a common user story and three-week sprints.
B: Select a waterfall project model for deliverables, with firm milestones and change
control procedures.
C: Select a hybrid project model, where Deliverable 2 is positioned as single agile sprint
embedded in an overall waterfall project.
D: Select a hybrid project model, where Deliverable 2 is positioned as a single
waterfall phase embedded in an overall agile project.

In this project two deliverables have unknown durations or changing requirement sets appropriate for
Agile. Deliverable 2 requires tight schedule control and external dependencies appropriate for
waterfall. 14
During an agile iteration, Task 1 cannot be completed on time due to unexpected
challenges. Another team within the project is depending on timely completion of Task 1 in
order to fulfill their part of the project.
How should the Project Manager resolve this issue?
A: Meet with both teams separately, and ask them to figure out a way to meet the
required deadlines and complete the project on time.
B: Meet with the product owner to reprioritize the iteration backlog, so that it does
not impact other teams or obligations.
C: Increase the number of team members for the project team and increase the
iteration length, ensuring that the work will be completed according to schedule.
D: Let team members know you want them to do their best under difficult
circumstances, and make sure to note the iteration's challenges in lessons learned.

15
 During an agile iteration, Task 1 cannot be completed on time due to unexpected
challenges. Another team within the project is depending on timely completion of Task 1 in
order to fulfill their part of the project.
How should the Project Manager resolve this issue?
A: Meet with both teams separately, and ask them to figure out a way to meet the
required deadlines and complete the project on time.
B: Meet with the product owner to reprioritize the iteration backlog, so that it does
not impact other teams or obligations.
C: Increase the number of team members for the project team and increase the
iteration length, ensuring that the work will be completed according to schedule.
D: Let team members know you want them to do their best under difficult
circumstances, and make sure to note the iteration's challenges in lessons learned.

The Product Owner and the team should prioritize the tasks they know will or might impact other
teams.
16
A customer is not satisfied with the delivered product, saying that it was not what they
expected. The Project Manager is surprised, because the agile development team delivered
the product several iterations early.
What is one way that the Project Manager could have avoided this result?
A: Required team sign off for each of the constant changes to the requirements.

B: Set aside more resources for product testing after changes are made.

C: Made sure that the customer was aware of the value of demos.

D: Ensured that the team fully participated in developing the project scope.

17
 A customer is not satisfied with the delivered product, saying that it was not what they
expected. The Project Manager is surprised, because the agile development team delivered
the product several iterations early.
What is one way that the Project Manager could have avoided this result?
A: Required team sign off for each of the constant changes to the requirements.

B: Set aside more resources for product testing after changes are made.

C: Made sure that the customer was aware of the value of demos.

D: Ensured that the team fully participated in developing the project scope.

The customer was not engaged enough in the project. The iteration review is the best mechanism for
the team to demonstrate the product and for the customer to give feedback to ensure that their
expectations are met. 18
A Project Manager is working on a data center migration project and is developing the
schedule management plan. Per the project sponsor's request, the schedule must plan for
all tasks as soon as possible. Additionally, the Project Manager is presented with modified
resource availability that should not violate schedule constraints.
The Project Manager needs to select the appropriate leads and lags relationship for this
situation. Which type should the Project Manager choose?
A: Early start is smaller than the late start in all activities.
B: Early start equals the late start in some activities.

C: Early start equals the late start in all activities.

D: Early start is smaller than the late start in some activities.

19
 A Project Manager is working on a data center migration project and is developing the
schedule management plan. Per the project sponsor's request, the schedule must plan for
all tasks as soon as possible. Additionally, the Project Manager is presented with modified
resource availability that should not violate schedule constraints.
The Project Manager needs to select the appropriate leads and lags relationship for this
situation. Which type should the Project Manager choose?
A: Early start is smaller than the late start in all activities.
B: Early start equals the late start in some activities.

C: Early start equals the late start in all activities.

D: Early start is smaller than the late start in some activities.

The time between the Early Start and the Late Start is the amount of float, or "extra time" before the
activity starts where the critical path will not be impacted. Since the sponsor has indicated they want
all tasks to start as soon as possible, there should be no float which will make every task a part of the
critical path. 20
A Project Manager is uncertain about the duration of a new product development project
and consults several groups of subject matter experts (SMEs). The first group advises
that development can be finished in 14 days. The second group identifies some risks that
could make the duration up to 32 days. The third group proposes a new development
method that can shorten the time to 8 days. What is the estimated development
duration for the new product using the Beta estimation technique?

A: 12 Days
B: 16 Days
C: 14 Days
D: 20 Days

21
 A Project Manager is uncertain about the duration of a new product development project
and consults several groups of subject matter experts (SMEs). The first group advises
that development can be finished in 14 days. The second group identifies some risks that
could make the duration up to 32 days. The third group proposes a new development
method that can shorten the time to 8 days. What is the estimated development
duration for the new product using the Beta estimation technique?

A: 12 Days
B: 16 Days
C: 14 Days
D: 20 Days

Using the Beta Estimate = (Optimistic + (4 X Most Likely) + Pessimistic)/6 = (8 + (4*14) + 32)/6 = 96/6 =
16 days
22
A Project Manager is uncertain about the duration of a new product and consults
several groups of subject matter experts (SMEs). The first group advises
that development can be finished in 40 days. The second group identifies some risks
that could make the duration up to 60 days. The third group proposes a new
development method that can shorten the time to 20 days.
What is the estimated development duration for the new product?
A: 28 Days
B: 31 Days

C: 32 Days
D: 36 Days

23
 A Project Manager is uncertain about the duration of a new product and consults
several groups of subject matter experts (SMEs). The first group advises
that development can be finished in 40 days. The second group identifies some risks
that could make the duration up to 60 days. The third group proposes a new
development method that can shorten the time to 20 days.
What is the estimated development duration for the new product?
A: 28 Days
B: 31 Days

C: 32 Days
D: 36 Days

Using a Triangular Estimate = (Optimistic + Most Likely + Pessimistic)/3 = (18 + 29 + 46)/3 = 93/3 = 31
days
24
Several team members frequently spend their time helping operations and
maintenance staff with a project feature that was just commissioned.
The Project Manager needs to ensure that the feature was signed off on and that
ownership was transferred.
Which documents should the Project Manager rely on for this purpose?

A: Procurement agreements, organizational process assets updates, and final report.

B: Procurement agreements, organizational process assets updates, and project
document updates.
C: Stakeholder engagement plan, organizational process assets updates, and
procurement agreements.
D: Project document updates, organizational process assets updates, and final report.

25
 Several team members frequently spend their time helping operations and
maintenance staff with a project feature that was just commissioned.
The Project Manager needs to ensure that the feature was signed off on and that
ownership was transferred.
Which documents should the Project Manager rely on for this purpose?

A: Procurement agreements, organizational process assets updates, and final report.

B: Procurement agreements, organizational process assets updates, and project
document updates.
C: Stakeholder engagement plan, organizational process assets updates, and
procurement agreements.
D: Project document updates, organizational process assets updates, and final report.

Project document updates, organizational process assets updates, and final report are outputs of the
close project or phase process.
26
A new product development project has the following characteristics:
-There are three main tasks.
-Task A must be delivered 4 weeks before task C starts.
-Once task B is finished, task C will start.
What is the relationship between tasks A and B?

A: Finish-to-start (FS)
B: Finish-to-finish (FF)
C: Start-to-start (SS)

D: Start-to-finish (SF)

27
 A new product development project has the following characteristics:
-There are three main tasks.
-Task A must be delivered 4 weeks before task C starts.
-Once task B is finished, task C will start.
What is the relationship between tasks A and B?

A: Finish-to-start (FS)
B: Finish-to-finish (FF)
C: Start-to-start (SS)

D: Start-to-finish (SF)

While there is no DIRECT relationship between A and B, both must be completed before C can start, so,
of the choices, the only response that makes sense is FF
28
During user testing, a client agrees to the final product. One day later the client
indicates that the final product may not be acceptable.
What should be the Project Manager’s first step for resolving this issue?

A: Discuss concerns with the client and consult the project’s acceptance criteria.
B: Review the project's quality management plan.

C: Review the project’s requirements documentation.

D: Refer to the project charter and lessons learned register.

29
 During user testing, a client agrees to the final product. One day later the client
indicates that the final product may not be acceptable.
What should be the Project Manager’s first step for resolving this issue?

A: Discuss concerns with the client and consult the project’s acceptance criteria.
B: Review the project's quality management plan.

C: Review the project’s requirements documentation.

D: Refer to the project charter and lessons learned register.

The client says the final product "may" not be acceptable, so, the Project Manager should review the
acceptance criteria with the client to see if anything was missed and to get an understanding of why
the client thinks the product may not be acceptable. Satisfying all acceptance criteria implies the needs
of the stakeholder have been met. 30
A project has the following need:
900 resource hours must be outsourced.
Because of internal policies, all providers must be given the same information about
the requirements. Which action should the Project Manager take to ensure this?

A: Hold direct negotiations with each provider.

B: Conduct a bidder conference with the providers.

C: Ensure the procurement management plan is sent to each provider.

D: Have each of the providers added to the stakeholder register.

31
 A project has the following need:
900 resource hours must be outsourced.
Because of internal policies, all providers must be given the same information about
the requirements. Which action should the Project Manager take to ensure this?

A: Hold direct negotiations with each provider.

B: Conduct a bidder conference with the providers.

C: Ensure the procurement management plan is sent to each provider.

D: Have each of the providers added to the stakeholder register.

A bidder conference is a meeting between the buyer and prospective sellers prior to proposal
submittal. They are used to ensure that all prospective bidders have a clear and common
understanding of the procurement and no bidders receive preferential treatment. 32
After realizing that there are insufficient resources on a project that has an
increasingly high workload, management outsources some major tasks to keep the
project on schedule.
What should the Project Manager do in this scenario?

A: Review the communications management plan.

B: Revise the procurement management plan.

C: Escalate to the project sponsor.

D: Prepare an organizational chart.

33
 After realizing that there are insufficient resources on a project that has an
increasingly high workload, management outsources some major tasks to keep the
project on schedule.
What should the Project Manager do in this scenario?

A: Review the communications management plan.

B: Revise the procurement management plan.

C: Escalate to the project sponsor.

D: Prepare an organizational chart.

The Procurement Management Plan is where the process of documenting project procurement
decisions, specifying the approach and identifying potential sellers is captured. The key benefit of this
process is that it determines whether to acquire goods and services from outside the project and, if so,
what to acquire as well as how and when to acquire it. 34
Several team members have been transferred to another project, so the Project
Manager needs additional resource support from a new supplier. The Project Manager
is concerned about the cost risk of using a new supplier at this stage of the project.
Now, the Project Manager needs to work with the procurement team to establish
specifications and type of contract to be used.
What should be done?

A: Recommend a time and material (TM) contract.

B: Recommend a fixed price incentive fee (FPIF) contract.

C: Recommend a cost plus incentive fee (CPIF) contract.

D: Recommend a firm fixed price (FFP) contract.

35
 Several team members have been transferred to another project, so the Project
Manager needs additional resource support from a new supplier. The Project Manager
is concerned about the cost risk of using a new supplier at this stage of the project.
Now, the Project Manager needs to work with the procurement team to establish
specifications and type of contract to be used.
What should be done?

A: Recommend a time and material (TM) contract.

B: Recommend a fixed price incentive fee (FPIF) contract.

C: Recommend a cost plus incentive fee (CPIF) contract.

D: Recommend a firm fixed price (FFP) contract.

A Fixed Price Incentive Fee Contract (FPIF) is a type of contract where the buyer pays the seller a set
amount (as defined by the contract), and the seller can earn an additional amount if the seller meets
defined performance criteria. 36
A deliverable does not meet the agreed-upon quality specifications and is rejected by
the customer. After investigation, the project team finds that there is a fault with the
vendor-provided parts, and this fault caused the issue.
The vendor says that they cannot correct the situation.

What should be reviewed before deciding on next steps?

A: The service level agreement (SLA) established with the vendor.

B: The procurement management plan and contract agreements.

C: The internal quality assurance reports.

D: The resource management plan.

37
 A deliverable does not meet the agreed-upon quality specifications and is rejected by
the customer. After investigation, the project team finds that there is a fault with the
vendor-provided parts, and this fault caused the issue.
The vendor says that they cannot correct the situation.

What should be reviewed before deciding on next steps?

A: The service level agreement (SLA) established with the vendor.

B: The procurement management plan and contract agreements.

C: The internal quality assurance reports.

D: The resource management plan.

A contract is a mutually binding agreement that obligates the seller to provide the specified products,
services, or results; obligates the buyer to compensate the seller; and represents a legal relationship
that is subject to remedy in the courts. 38
There are concerns about the cost risk of adding an external supplier at the mid-point
of a project. Still, several team members have been transferred to another project,
and the Project Manager requires resource support from an external supplier.
The Project Manager needs to work with the procurement team to establish
specifications and type of contract to be used.
What should be done?

A: Suggest a fixed price incentive fee (FPIF) contract.

B: Recommend a time and material (TM) contract.

C: Suggest a cost plus incentive fee (CPIF) contract.

D: Recommend a firm fixed price (FFP) contract.

39
 There are concerns about the cost risk of adding an external supplier at the mid-point
of a project. Still, several team members have been transferred to another project,
and the Project Manager requires resource support from an external supplier.
The Project Manager needs to work with the procurement team to establish
specifications and type of contract to be used.
What should be done?

A: Suggest a fixed price incentive fee (FPIF) contract.

B: Recommend a time and material (TM) contract.

C: Suggest a cost plus incentive fee (CPIF) contract.

D: Recommend a firm fixed price (FFP) contract.

A Fixed Price Incentive Fee Contract (FPIF) is a type of contract where the buyer pays the seller a set
amount (as defined by the contract), and the seller can earn an additional amount if the seller meets
defined performance criteria. FPIF contracts are the most risk averse. 40
Review the following steps.
1. A project has been successfully delivered.
2. The project manager is executing formal closure.
3. ______________________________________.

What is Step 3?

A: The Project Manager should update the bid documents.

B: The Project Manager should obtain stakeholder acceptance.

C: The Project Manager should reassign the project team.

D: The Project Manager should reallocate the unused funds.

41
 Review the following steps.
1. A project has been successfully delivered.
2. The project manager is executing formal closure.
3. ______________________________________.

What is Step 3?

A: The Project Manager should update the bid documents.

B: The Project Manager should obtain stakeholder acceptance.

C: The Project Manager should reassign the project team.

D: The Project Manager should reallocate the unused funds.

Accepted deliverables that were formally signed off by the customer or sponsor in Validate scope are
then forwarded to the Close project or phase process. Formal documentation is then signed by the
customer or sponsor acknowledging final acceptance of the project’s deliverables. 42
A Project Manager is attending a periodic review with stakeholders.
The project sponsor asks the project manager how deliverables will be verified for
accuracy and accepted.

In which project document is this information found?

A: Scope management plan.

B: Requirements management plan.

C: Quality management plan.

D: Work performance reports.

43
 A Project Manager is attending a periodic review with stakeholders.
The project sponsor asks the project manager how deliverables will be verified for
accuracy and accepted.

In which project document is this information found?

A: Scope management plan.

B: Requirements management plan.

C: Quality management plan.

D: Work performance reports.

The quality management plan identifies the quality requirements and/or standards for the project and
its deliverables, and documenting how the project will demonstrate compliance with quality
requirements and/ or standards. 44
A new product is released.
When a customer identifies performance issues with this product, the Project
Manager realizes that cost of quality (COQ) should have been used to estimate this
cost. Which category of COQ should the Project Manager have used?

A: Prevention costs.
B: External failure costs.

C: Appraisal costs.

D: Cost-benefit analysis.

45
A new product is released.
When a customer identifies performance issues with this product, the Project
Manager realizes that cost of quality (COQ) should have been used to estimate this
cost. Which category of COQ should the Project Manager have used?

A: Prevention costs.
B: External failure costs.

C: Appraisal costs.

D: Cost-benefit analysis.

External Failure Costs are those failures found by the customer.

46
A skincare company reports that customers are increasingly complaining that a
product is underweight.
A Project Manager needs to determine if something needs to be changed in the
production line.

Which tool or technique can the Project Manager use for this task?

A: Scatter diagram

B: Affinity diagram

C: Control chart

D: Histogram

47
A skincare company reports that customers are increasingly complaining that a
product is underweight.
A Project Manager needs to determine if something needs to be changed in the
production line.

Which tool or technique can the Project Manager use for this task?

A: Scatter diagram

B: Affinity diagram

C: Control chart

D: Histogram

Control charts are used to determine whether or not a process is stable or has predictable
performance.
48
A Project Manager works for a company that is preparing to develop a new product.
The new product will require currently unavailable skills.
To initiate this project, what should the Project Manager do?

A: Develop detailed project requirements.

B: Focus on quality control.

C: Document the risk in the project charter.

D: Develop a competitor analysis.

49
 A Project Manager works for a company that is preparing to develop a new product.
The new product will require currently unavailable skills.
To initiate this project, what should the Project Manager do?

A: Develop detailed project requirements.

B: Focus on quality control.

C: Document the risk in the project charter.

D: Develop a competitor analysis.

If you plan to deliver a product and do not possess the skills required, this is a risk. The risk should be
documented in the project charter so it's impact can be analyzed before project initiation.
50
A Project Manager is preparing the charter for a project.
The project aims to automate 30 percent of product testing. The project sponsor
advises the Project Manager to assign senior test engineers to identify the tests that
can be automated. The test department manager, however, is uncooperative because
they believe that the project will lead to downsizing in their department.
What should the Project Manager do first?

A: Have a meeting with the test department manager to review

the statement of work (SOW).
B: Request for the project sponsor to provide a rationale for test automation.
C: Present data-driven, cost-benefit evidence of test automation to the test
department manager.
D: Raise the risk that the senior testing engineers will be unavailable for the testing.

51
 A Project Manager is preparing the charter for a project.
The project aims to automate 30 percent of product testing. The project sponsor
advises the Project Manager to assign senior test engineers to identify the tests that
can be automated. The test department manager, however, is uncooperative because
they believe that the project will lead to downsizing in their department.
What should the Project Manager do first?

A: Have a meeting with the test department manager to review

the statement of work (SOW).
B: Request for the project sponsor to provide a rationale for test automation.
C: Present data-driven, cost-benefit evidence of test automation to the test
department manager.
D: Raise the risk that the senior testing engineers will be unavailable for the testing.

The FIRST thing the PM need to do is to make sure the project goals are clearly understood by the
stakeholders.
52
A project is being implemented.
The research and development department communicates to the Project Manager that
the product's requirements have changed. These changes were not anticipated, may
significantly influence potential sales numbers, and could impact project scope.
What is the appropriate action for the Project Manager to take?

A: Update the risk register accordingly and identify risk responses.

B: Use forecasting methods.

C: Plan to use the contingency reserve and update the risk mitigation plan.

D: Utilize methods such as earned value management (EVM).

53
 A project is being implemented.
The research and development department communicates to the Project Manager that
the product's requirements have changed. These changes were not anticipated, may
significantly influence potential sales numbers, and could impact project scope.
What is the appropriate action for the Project Manager to take?

A: Update the risk register accordingly and identify risk responses.

B: Use forecasting methods.

C: Plan to use the contingency reserve and update the risk mitigation plan.

D: Utilize methods such as earned value management (EVM).

These new requirements may pose additional risks. These risks need to be documented and
appropriate responses need to be identified.
54
A planned task in a sprint does not get completed due to an issue that appeared three
days ago but did not get resolved. The Project Manager wants to prevent this type of
situation in the future.
What should the Project Manager do?

A: During the retrospective, examine the issue.

B: In the demo, address the issue.

C: During the next iteration planning meeting, discuss the issue.

D: In the next daily standup meeting, review the issue.

55
 A planned task in a sprint does not get completed due to an issue that appeared three
days ago but did not get resolved. The Project Manager wants to prevent this type of
situation in the future.
What should the Project Manager do?

A: During the retrospective, examine the issue.

B: In the demo, address the issue.

C: During the next iteration planning meeting, discuss the issue.

D: In the next daily standup meeting, review the issue.

A retrospective is a great opportunity to talk about what went right, what went wrong, lessons learned
and what to improve for next time.
56
A project sponsor is risk averse and is therefore concerned about negative impacts on the
project. To help with this concern, the project team identifies four project risks and then
evaluates both the probability of occurrence and the impact of the risk if it occurs. The
team uses a 1-5 scale, 1 being the lowest and 5 being the highest.
Based on the table, in what order should the project manager rank these risks
for risk management purposes?
A: B, A, D, C
Risk Probability Impact
B: B, C, A, D
A 1 5 C: B, A, C, D
B 4 4 D: C, D, A, B
C 2 5
D 2 2 E: C, D, B, A

57
 A project sponsor is risk averse and is therefore concerned about negative impacts on the
project. To help with this concern, the project team identifies four project risks and then
evaluates both the probability of occurrence and the impact of the risk if it occurs. The
team uses a 1-5 scale, 1 being the lowest and 5 being the highest.
Based on the table, in what order should the project manager rank these risks
for risk management purposes?
A: B, A, D, C
Risk Probability Impact
B: B, C, A, D
A 1 5 C: B, A, C, D
B 4 4 D: C, D, A, B
C 2 5
D 2 2 E: C, D, B, A

Risk severity is calculated by multiplying probability and impact. For example, Risk A has a probability
of 1 and an impact of 5: 1 x 5 = 5. The higher the value, the higher the risk is rated.
58
On a project, three critical risks with a high-impact are identified.
The Project Manager must find a solution to address these risks immediately.
Three specific resources are required to address the risks; however, they are already
committed to another project with critical deliverables.
Which action should the Project Manager take?

A: 1. Check with the functional manager regarding the resources' availability.

2. Negotiate task crashing or rescheduling with the functional manager.
B: 1. Hire outside resources.
2. Assign these resources to handle the tasks.
C: 1. Assume the risks.
2. Control these risks often to reduce potential impact.
D: 1. Generate a contingency reserve to solve the potential schedule delay.
2. Mitigate the possible impact.

59
 On a project, three critical risks with a high-impact are identified.
The Project Manager must find a solution to address these risks immediately.
Three specific resources are required to address the risks; however, they are already
committed to another project with critical deliverables.
Which action should the Project Manager take?

A: 1. Check with the functional manager regarding the resources' availability.

2. Negotiate task crashing or rescheduling with the functional manager.
B: 1. Hire outside resources.
2. Assign these resources to handle the tasks.
C: 1. Assume the risks.
2. Control these risks often to reduce potential impact.
D: 1. Generate a contingency reserve to solve the potential schedule delay.
2. Mitigate the possible impact.

The functional manager is the person who will be able to reschedule, reassign or replace resources.
60
A week prior to the project kick-off call, a Project Manager meets with a key project
resource to gain a deeper understanding of how complex the project deliverables are.
The resource expresses concern and worry regarding the deliverables.
What should the Project Manager do to ensure that the deliverables are realistic?

A: Perform a feasibility study, and then assess the results.

B: Discuss the resource's concerns with the sponsor, and modify the project charter.
C: Note the concerns in the issue log to review at a later date.

D: Identify threats and preventive actions by conducting a risk assessment.

61
 A week prior to the project kick-off call, a Project Manager meets with a key project
resource to gain a deeper understanding of how complex the project deliverables are.
The resource expresses concern and worry regarding the deliverables.
What should the Project Manager do to ensure that the deliverables are realistic?

A: Perform a feasibility study, and then assess the results.

B: Discuss the resource's concerns with the sponsor, and modify the project charter.
C: Note the concerns in the issue log to review at a later date.

D: Identify threats and preventive actions by conducting a risk assessment.

To ensure that the deliverable are realistic, the Project Manager needs to conduct a feasibility study
and then evaluate the results. None of the other choices will ensure this.
62
Although the sponsor and project team say that the new project has an adequate
budget and realistic schedule, the Project Manager worries that unplanned events
could threaten the project’s success.
What should the Project Manager do first?

A: Engage in identification of project risks, then assess those risks.

B: Ask the project sponsor for additional funding to cover project planning.
C: Schedule a meeting with the functional manager to address the potential
impact of unplanned risks.
D: Execute the project as planned, recognizing that additional project funds
must be requested at a later point in the project.

63
 Although the sponsor and project team say that the new project has an adequate
budget and realistic schedule, the Project Manager worries that unplanned events
could threaten the project’s success.
What should the Project Manager do first?

A: Engage in identification of project risks, then assess those risks.

B: Ask the project sponsor for additional funding to cover project planning.
C: Schedule a meeting with the functional manager to address the potential
impact of unplanned risks.
D: Execute the project as planned, recognizing that additional project funds
must be requested at a later point in the project.

The Project Manager needs to be proactive and to familiarize himself with the identified risks and their
mitigation strategies.
64
A previously-identified technical issue has been resolved and the project is moving
forward. The Project Manager has been warned that the same issue will probably arise
on similar projects in the future.
What should be done first when responding to this warning?

A: Ensure that the issue log is updated and update the lessons learned register

B: Create a risk report, and keep the report current.

C: Notify the project sponsor about the warning.

D: Ensure that the lessons learned register is updated.

65
 A previously-identified technical issue has been resolved and the project is moving
forward. The Project Manager has been warned that the same issue will probably arise
on similar projects in the future.
What should be done first when responding to this warning?

A: Ensure that the issue log is updated and update the lessons learned register

B: Create a risk report, and keep the report current.

C: Notify the project sponsor about the warning.

D: Ensure that the lessons learned register is updated.

The issue log should be updated saying the issue was resolved and update the lessons learned register
about potential risks for future projects.
66
The project sponsor requires a project team composed of resources that live in four
different time zones, working in four different locations. The project sponsor did not
consider the implications of this requirement, and believes that the dispersion will
provide an ideal project team that will save costs.
Where should this be documented in the project charter?

A: As part of high-level requirements.

B: In the key stakeholder list.
C: In the overall project risks.

D: As part of the resource management plan.

67
 The project sponsor requires a project team composed of resources that live in four
different time zones, working in four different locations. The project sponsor did not
consider the implications of this requirement, and believes that the dispersion will
provide an ideal project team that will save costs.
Where should this be documented in the project charter?

A: As part of high-level requirements.

B: In the key stakeholder list.
C: In the overall project risks.

D: As part of the resource management plan.

Having a dispersed project team does not come without risks. These risks need to be identified in the
charter as an overall risk for the project.
68
A governmental agency becomes a key stakeholder on a complex project due to
regulatory changes. In light of the change, the Project Manager needs to develop an
understanding of this new stakeholder and identify any new high-level risks that may
result from the change.
Which two options should the Project Manager use?

A: Schedule meetings with the new stakeholders.

B: Update the assumption log.
C: Revise the stakeholder engagement plan.

D: Share the benefits management plan with the new stakeholders.

69
 A governmental agency becomes a key stakeholder on a complex project due to
regulatory changes. In light of the change, the Project Manager needs to develop an
understanding of this new stakeholder and identify any new high-level risks that may
result from the change.
Which two options should the Project Manager use?

A: Schedule meetings with the new stakeholders.

B: Update the assumption log.
C: Revise the stakeholder engagement plan.

D: Share the benefits management plan with the new stakeholders.

Meetings are used to develop an understanding of project stakeholders. Since there is a new
stakeholder on the project, the stakeholder engagement plan should be reviewed and revised to
include them. 70
Four new risks for a project are identified while the Project Manager is preparing the
monthly project status report.
These four risks could affect vital key milestones.
What should the Project Manager do before presenting this new risk information?

A: Review the risk report and lessons learned repository.

B: Review the organizational process assets and risk register.

C: Refer to the risk management plan and the risk report.

D: Add risks to the risk register, analyze them for impact to the project and identify
response plans.

71
 Four new risks for a project are identified while the Project Manager is preparing the
monthly project status report.
These four risks could affect vital key milestones.
What should the Project Manager do before presenting this new risk information?

A: Review the risk report and lessons learned repository.

B: Review the organizational process assets and risk register.

C: Refer to the risk management plan and the risk report.

D: Add risks to the risk register, analyze them for impact to the project and identify
response plans.

The first step would be to update the risk register and then analyze the new risks. This information can
then be presented to stakeholders who will help determine a response plan for each risk.
72
Both the project sponsor and project team assure a Project Manager that the new
project has a realistic schedule and an adequate budget. The Project Manager worries
that unplanned events could threaten the project’s success.
How should the Project Manager respond to this concern?

A: Review the original project plan and focus on completing the plan on schedule.

B: Ask for additional funding to cover project planning.

C: Schedule a meeting with the functional manager to address the potential impact
of unplanned risks.

D: List and assess any project risks.

73
 Both the project sponsor and project team assure a Project Manager that the new
project has a realistic schedule and an adequate budget. The Project Manager worries
that unplanned events could threaten the project’s success.
How should the Project Manager respond to this concern?

A: Review the original project plan and focus on completing the plan on schedule.

B: Ask for additional funding to cover project planning.

C: Schedule a meeting with the functional manager to address the potential impact
of unplanned risks.

D: List and assess any project risks.

The Project Manager needs to be proactive and work with the team to identify risks and their
mitigation strategies.
74
A Project Manager overhears a conversation in the company's cafeteria. The speaker
says that a possible union action will occur within the next two weeks.
The Project Manager knows that any union action will affect the project team, and at
this stage of the project, any project delays will cause substantial harm to both budget
and schedule. Earlier, the probability of a union action was considered minimal. Thus, it
was unanticipated.
What should the Project Manager do?
A: Inform relevant stakeholders and update the risk register with the new risk.
B: Ask stakeholders for additional information regarding the likelihood of the union
action, then act on what is heard.
C: Set up an information session for the project team, letting them know of possible
disciplinary sanctions for those who participate in the union action.
D: Meet with union members and the union leader to resolve this conflict.

75
 A Project Manager overhears a conversation in the company's cafeteria. The speaker
says that a possible union action will occur within the next two weeks.
The Project Manager knows that any union action will affect the project team, and at
this stage of the project, any project delays will cause substantial harm to both budget
and schedule. Earlier, the probability of a union action was considered minimal. Thus, it
was unanticipated.
What should the Project Manager do?
A: Inform relevant stakeholders and update the risk register with the new risk.
B: Ask stakeholders for additional information regarding the likelihood of the union
action, then act on what is heard.
C: Set up an information session for the project team, letting them know of possible
disciplinary sanctions for those who participate in the union action.
D: Meet with union members and the union leader to resolve this conflict.

The Project Manager needs to proactively approach this. By updating the risk register and by
communicating this development to the appropriate stakeholders, they will be achieving this.
76
A project is being planned in a remote area with limited access to vehicles and
equipment. The Project Manager proposes that the company deliver all heavy
equipment themselves despite the significant expense. The Project Manager will take
full responsibility for this activity.

What type of risk response is the Project Manager demonstrating?

A: Transfer

B: Mitigate .
C: Accept

D: Avoid

77
 A project is being planned in a remote area with limited access to vehicles and
equipment. The Project Manager proposes that the company deliver all heavy
equipment themselves despite the significant expense. The Project Manager will take
full responsibility for this activity.

What type of risk response is the Project Manager demonstrating?

A: Transfer

B: Mitigate .
C: Accept

D: Avoid

Risk acceptance is a risk response strategy whereby the project team decides to acknowledge this low
risk and not take any action unless the risk occurs. 78